Academic literature on the topic 'España Industrial S.A. (Firm)'

This study aims to investigate the impact of external auditing quality and audit committees on accounting conservatism and the performance of industrial firms listed at the Amman Stock Exchange. The study has relied on the industrial sector which comprised of 70 industrial firms, while the sample size comprised 54 firms. Audit quality has been addressed in terms of audit quality features (communication with world audit offices, keep client period, audit fees, accounting specialist in the customer industry), while audit committees quality has been analyzed (audit committees independence, audit committees expertise, audit committees meetings). The accruals model has been used to measure accounting conservatism. The firm`s performance has been measured through its market value. The study concluded that audit committees have no impact on accounting conservatism and firm`s performance, while audit quality features have a positive impact on accounting conservatism and firm`s performance. The study has recommended the need to activate the role of audit committees in public shareholding industrial firms since they positively have an impact on raising audit efficiency and control the regulate the firm`s internal control system.

The paper aims to contribute to the debate about the emergence and development of management accounting in Europe by presenting an example of management accounting in Spain in the second half of the eighteenth century. The paper deepens the case of an indianas (cotton canvas printed and dyed) factory in Barcelona, exploring the productive organization and managerial structure using the accounting books of the firm. The firm’s methods of production, work organization, product costing, and production quality control are reviewed within the political and economic context of Spain during a period of deep transformation with the enthronement of a new monarchy and a deep change in the economic policy. The evidence presented in the paper support the existence of rudimentary management accounting and control techniques in a private firm in the midst of European industrialization.El artículo se propone de contribuir al debate sobre el surgimiento y desarrollo de la contabilidad de gestión en Europa presentando un ejemplo de la España de la segunda mitad del siglo XVIII. El trabajo profundiza el caso de una fábrica de indianas (telas de algodón impresas y pintadas) en Barcelona, explorando la organización productiva y la estructura gerencial utilizando los libros contables de la empresa. Los métodos de producción, organización del trabajo, producción de productos y control de la calidad de la producción se revisan dentro del contexto político y económico de España durante un período de profunda transformación con la entronización de una nueva monarquía y un profundo cambio en la política económica. La evidencia presentada en el documento apoya la existencia de técnicas de contabilidad y control de gestión rudimentarias En una empresa privada en medio de la industrialización europea.

This research discussed the relationship and mechanism between trade liberalization and the wage level of enterprises. Using the firm-level data from Annual Survey of Industrial Firms(ASIF) database and tariff data from World Bank, we find that, the final goods trade liberalization will reduce the wage, while the intermediate goods trade liberalization will improve the level of enterprises' wages. And that trade liberalization affects wages through firm performance. The reduction of input tariff reduces firm’s input cost, and increases firm’s sales and profit, then the firm has more ability to provide higher wages. While the decline of output tariff damages firm’s performance, which leads enterprises to transfer the loss by reducing wages.

External stakeholder collaboration is vital for new industrial projects and establishments. The aim of this paper is to contribute to knowledge of how relations and stakeholder collaboration with trade unions can be created during industrial startups, so as to foster sustainable work and competitive advantages. A case study was carried out in the early phases of a major greenfield project aimed at establishing a new industrial domain in a Nordic context. The results show that cooperation between a new firm and trade unions has the potential to proactively address prerequisites for sustainable work in design phases of new factories, but also to strengthen the attention to other dimensions of social sustainability that are crucial for industrial startup´s long term success possibilities. However, specifically in a high—growth firm, there needs to be a systematic approach that incorporates continuous anchoring activities both within and between the stakeholders’ different levels. Serendipity in the findings were cooperation processes related to competence acquisition and societal development needed to meet both an emerging firm´s and future employee´s individual prerequisites and needs. Hence, building a stakeholder chain inspired by the Nordic model in change processes such as startups, enables attention to dimensions of social sustainability needed in work processes in early development phases, which is also beneficial from a competitive and societal perspective.

La unión de los reinos hispano y luso en la persona de Felipe II propició la llegada paulatina de conversos portugueses a España durante el S. XVII y el recrudecimiento de la persecución inquisitorial hacia este colectivo. En este contexto histórico enmarcamos el devenir dispar de dos familias pertenecientes a esta minoría. Una, la montillana (encabezada por el Poeta del Siglo de Oro español Miguel de Barrios), que prácticamente en su totalidad abandona la Península y otra, la gaditana, que alcanza grandes cotas de poder económico y político en la España del último Austria con el único nexo (quizás completamente casual) de dos hombres con el mismo nombre, apellido, edad y ocupación que los une en un despacho de la institución más temida de la época, la Santa Inquisición.

This study examines direct investments of Taiwan firms in China (DIC) and firm performance consequences from industrial perspectives. It is found that a U-shaped relationship exists for electronic firms but an inverted-S-shaped relationship exists for non-electronic firms. The empirical results also reveal that electronic firms outperform non-electronic firms.

The present study aims at revealing the financial leverage, Size, and asset structure and its impact on the values of firms. The researcher used the analytical method approach for a sample of 13 firms from the mining and extraction industry sector listed on the Amman stock exchange of the period 2010-2018.The model of simple line regression was used for testing the hypotheses of the study by using both programs of (E-views, STATA) in addition to both programs of unit root test and variance inflation factor to make sure of the data stability and no relationship between variables. The study concluded the non-existence of the impact of financial leverage on the firm value and the relationship between the financial leverage and Tobin’s q scale was negative. However, there was an impact of each size and asset structure on firm value and the relationship between the natural logarithm of size and asset structure was positive with Tobin’s q. The study recommends that Companies must achieve an optimal mixture of debt and equity, for long-term survival and hence the growth of the company.

Si nos basamos en los manuales de teoría neoclásica tradicionales, en un sistema de mercado, el trabajo es un factor de producción de características similares a los demás productos. El libre juego de oferta y demanda lleva a un salario de equilibrio que depende de la tecnología utilizada, único factor exógeno al mercado de trabajo, que influye en la productividad y, por tanto, en la determinación del salario. La teoría neoclásica, no obstante, se ha sofisticado con la teoría de la formación de capital humano de G. S. Becker. La idea principal de esta teoría intenta explicar las diferencias salariales dentro del mercado de trabajo. Estas diferencias, siguiendo al mismo autor, obedecen a los niveles distintos de cualificación con que los trabajadores se incorporan al mercado de trabajo, niveles de cualificación que dependen, sobre todo, del tiempo invertido para adquirirlos. Las personas cualificadas renunciaron en su momento a la renta inmediata que les ofrecía el mercado de trabajo, en aras de un mayor ingreso futuro. El equilibrio se alcanza cuando los ingresos futuros compensan los sacrificios presentes.

Este ensayo tiene como objetivo enfatizar las alternativas que se están tomando a nivel global para disminuir el impacto medio ambiental que tiene la actividad humana. Se desarrollarán puntos y conceptos claves en cuanto al mercado verde internacional, las empresas socialmente responsables (ESR) y la importancia de estos en la sociedad y economía actual. Dichos conceptos han ido adquiriendo mayor fuerza en la última década debido a los nuevos consumidores, más preocupados y empáticos con el medio ambiente y la comunidad, y a las empresas que buscan satisfacer las necesidades de estos consumidores siendo socialmente responsables sin dejar de ser rentables. Palabras clave: sociedad, economía, medio ambiente. Referencias [1]W. Olaya González y L. A. Gómez Rodríguez, «¿Qué tan verde es tu mercado?,» Signo y Pensamiento, vol. XXX, nº 58, pp. 314-324, 2011. [2]C. González Rodríguez, «Empresas socialmente responsables y mercado verde internacional,» Economía Informa, nº 366, pp. 59-78, 2011. [3]R. Nikogosyan Sarkisova, «El auge del sector ecológico en europa: un estudio empírico del comportamiento del consumidor verde en Alemania y España,» Universidad de León, León, 2019. [4]M. Aguado Caso, «Vivir bien en un planeta finito. Una mirada socio-ecológica al concepto de bienestar humano, » Universidad Autónoma de Madrid, Madrid, 2016. [5]S. S. d. Valle, «La responsabilidad social empresarial: gestión estratégica para la supervivencia de las empresas, » Dimensión Empresarial, vol. 9, nº 2, pp. 6-15, 2011.

In this paper, we set forth a framework for solving a multiattribute group decision-making (MAGDM) problem, namely, the selection of a firm for participation in a Saudi oil refinery project in Pakistan. This project will prove a key success factor for the economic growth of Pakistan due to its enormous economic impact on the energy sector, industrial development, commerce, transportation, and so on. This multiplicity justifies that several intricate components comprising both intrinsic and external attributes should be adequately evaluated for the selection of such a firm, that is, the formulation of this question as a MAGDM problem. Nonbinary evaluation with two-dimensional ambiguity and uncertainty in the parameters are general concerns in modern literature, and they fit into this problem. Within this context, one of the most superior and amenable theories (complex spherical fuzzy N -soft sets, henceforth C S F N S f S s ) shall be used to formulate a new comprehensive method, known as complex spherical fuzzy N -soft-VIKOR ( C S F N S f -VIKOR) method. According to the general spirit of the benchmark technique, the normalized Euclidean distances and the weights of the attributes are jointly handled, and as consequence, two main features (“maximum group utility” and “minimum individual regret”) are acquired. The coefficient strategy with reference to group utility measure and individual regret measure of opponents are employed for the compromise measure. Armed with this novel tool, we single out the most feasible firm according to the preference order of the alternatives examined by the decision-makers on the subject of linear normalized weights of experts and attributes. Furthermore, a comparative analysis justifies the C S F -VIKOR method, and some results prove its capabilities and validity. Moreover, a sensitivity test certifies the stability of the proposed method.

碩士
逢甲大學
企業管理所
93
In the field of strategic management, the policymakers want to understand what is the main factor of influencing a company performance. Is it based on the situation of the industrial structure, or the firm’s resource? There are two kinds of theories about explaining the sources of firm performance, industrial organization theory and resource-based view. The first one considers that the industrial structure results in various performances of the firms, the second one considers that the unique resource and capability of a firm is the key factor to make profits. EVA, MVA, and ROA as company performance and VARCOMP procedure are used in this study to utilize and understand whether the main factor of influencing a company performance has various effects on the three stages of the IT industry value chain. In addition, the One Way ANOVA is used to examine whether the effect of added value is different at each stages of IT industry value chain. The results of this study are as follows: The result shows that the stage a firm located did not have a significant effect on the firm performance. The firm factor is the primary determinant. It means that the unique resource and ability that is difficult to imitate are the main source that drive the firm’s performance. The firms in the middle-stream of IT industry outperform the firms in the up- and down-stream. This finding is not consistent with the “smiling curve”.

碩士
逢甲大學
企業管理所
93
In recent years, industrial clusters attract a lot of concerns on research field. The main reason is that industrial clusters offer an efficient way to examine the interdependence relation among the industry and firms in the cluster and help the government to draft the regional industrial policy. The flourishing development of IT industry drives the economy of Taiwan to attain the competitive advantage. One of the important government policies is to form an industrial cluster, Hsinchu Science Park. Industrial cluster has become an important policy of regional development. However, is the performance of a firm in a cluster different from a firm outside the cluster? We use the financial indexes as the firm’s performance measure to identify the source of firm performance. We use the firm data from the IT industry in TEJ database as our sample. Utilize traditional financial performance index ROA and new developing financial performance index EVA and MVA to represent the basis of company''s performance. We also use two statistic models, VARCOMP procedure and independent-samples T test, to carry on the empirical research of industry''s clustering effect. In VARCOMP analysis, empirical result shows that the results of variance component of ROA, EVA ,and MVA are not consistent. It can’t support that the effect of industrial clusters has obvious influence on company''s performance. The findings also suggest that the firm factor dominates the variance of firm performance. Besides, in independent-samples T test, the firm performance in a cluster did not show significantly differ from the firm outside the cluster.

碩士
國立臺灣大學
商學研究所
95
Industrial cluster theory is researched and studied by numerous scholars. These scholars, especially, focus on the reasons why the industrial cluster forms and the benefits that industrial cluster brings to. From the view of management, other scholars desire to use these studies to turn on corporation management. Based on these reasons above, this research wants to prove the relationship between cluster effect and firms’ innovation and performance. There are four issues will be discussed：First of all, does cluster effect affect firms’ innovation？ Secondly, does cluster effect have relationship with firms’ performance？ Thirdly, can the connections between firms’ innovation and performance be proof？Lastly, are there any correlation between firms’ performance and cluster’s performance？ “Industrial Cluster Effect”、”Innovation”、”Firm Performance” and “Cluster Performance” are main variables would be studied. This research takes “If a firm locate in the cluster or not”、”Cluster Density”、”R&D Expenditure”、”R&D Intensity”、” R&D Expenditure Growth Rate”、” Sales Growth Rate”、”EPS”、”ROA”、”ROS”、 and” Export Growth Rate of Cluster” as measurable index. This research chooses three big science parks and the firms in the science park as research samples. Totally 174 firms’ financial report are collected as research data source. Besides, 649 high-techs firms outside the science park are also chosen as compared group. The results of this research showed up：Although the innovation of firms in cluster is higher than those outside the cluster, there is no evidence to support the firm with higher industrial cluster density can have better firm’s performance? Therefore, the hypothesis of ‘The Industrial Cluster Effect Affect Firms’ Innovation” is just partially supported. It is because there is many factors affect firms’ performance, industrial cluster effect may affect a little. And this research also found there are strong relationship between firms’ innovation and performance. Finally, this research cannot support that there is a correlation between firms’ performance and cluster’s performance.

碩士
國立交通大學
科技管理研究所
86
Abstract The past ten years have witnessed a rapid growth of Taiwan''s integrated circu it（IC）industry. Among various factors contributing to the growth, national innovation systems and technology development have been attributeto the key fa ctors. While there has not been any systematic analysis of critical responsibl e for the growth. It''s the propose of this essay to ascertain the critical fac tors.In this essay , we assumed that alignment of firm''s core competence with industrial key success factors（KSFs）is the pivotal factor for firm''s competi tiveness and growth. The roles of national innovation system are to help firms strengthen their alignment with the industry''s KSFs. As a result,the key issu es in this essay that we intended to address are to identify critical correlat ion between IIS and KSFs so that the goverment and firms can work as a whole t o strengthen their national competitiveness. Using survey data and statistical analysis,there are four strategic groups in the IC industry, namely," Product Leaders", " Operational Excellence", " Customer Intimacy", and " Diversificat ion", and there are 22 KSFs Correlations between KSFs and IIS are obtained usi ng the Delphi method from the same group of experts are.The results show that the successfulness of the industrial development depends on the strengths of f irm''s KSFs, which in turn are determined by both government''s innovation polic y and industrial innovation system. It is those policies that help establish i ndustry''s KSFs, and strengthen industrial structure, and contribute most to th e successfulness of industrial development.

博士
中國文化大學
國際企業管理研究所
93
This paper is one of the few study which discusses the intra-firm trade effect strategies of Taiwan MNE’s subsidiaries in Mainland China. The purpose of this study is trying to get a way to strengthen the international competitiveness of Taiwan MNE’s subsidiaries in Mainland China in order to counter response the intense competition from Japan, Korea, and the American MNE’s subsidiaries in Mainland China. In addition, due to Japan MNE’s subsidiaries superior international competitive advantages created by its FDI, this article examines and compares the intra-firm trade effect strategies of those Japan MNE’s subsidiaries in Mainland China. The material findings of this study are summarized as follows: First, both Taiwan and Japan MNE’s subsidiaries in Mainland China imported 10.7 billions and 28.1 billions respectively from Taiwan in 1999 and Japan in 2000, accounting for 55 % and 93 % of each overall exports to Mainland China. This result tells us that Japan MNE’s subsidiaries in Mainland China, relatively to Taiwan MNE, dramatically raised the export-induced effect which indeed substantially promote the growth of intra-firm trade. Second, as for intra-firm trade effect, it shows that in the purchase of raw material and spare parts, both Taiwan and Japan MNE’s subsidiaries in Mainland China tend to reduce the percentage of purchasing from its home country. Instead, they prefer to purchase from the locals (Taiwan 45 % and Japan 40 %). As for the sale of products, both Taiwan and Japan MNE’s subsidiaries would increase export-substitution effect in order to strengthen its competitiveness in Mainland China.

碩士
銘傳大學
國際企業管理研究所
86
Based on prior research and theories regarding strategic alliances which include behavior theory, resource-based theory, transaction-cost theory, resource- dependence theory, and organizational learning theory, this study distills three strategic variables that influence characteristics of strategic alliances. These variables that include industrial environments(operative environment and key success factors of industry), firm capabilities(firm''s basic characteristics and relative competitive position of firm capabilities), and objectives of strategic alliances. Through empirical analysis of Taiwan''s auto-component firms, results of this research are as following: 一、Findings about of characteristics of strategic alliances:The cooperative relations among Taiwan''s auto-component firms aren''t just focus on productive and logistic activities. There are over two thirds of respondent firms whose strategic alliances belong to research and marketing types.二、Findings about the impact of industrial environment, firm capabilities and objectives of strategic alliances on characteristics of strategic alliances:(一)Industrial environment has significant influence on types of strategic alliances in value chain. (二)Firm capabilities have significant influence on competitive or non- competitive alliances.(三)Objectives of strategic alliances have significant influence on domestic or cross-national alliances.n0 三、Findings about the impact of industrial environment, firm capabilities and characteristic of strategic alliances on alliances'' performances.(一)Performances of strategic alliances between intra-industry firms are better than those of strategic alliances between inter-industry firms.(二)Industrial environment and firm capabilities have significant influence on performances of strategic alliances(R2 of regression equation achieve(57%). Influence of industrial environment on alliances'' performances is more significant than that of firm capabilities.

This research addresses utility models (UMs) as a synonym of industrial property right (IPR) that aims to provide protection for «minor» inventions. «Minor» inventions are those which, although providing improvements or technical advances, do not reach the level of inventiveness that is required for patent protection. It is often considered that a UM system could be a means to foster local innovation in technology stemming from small and medium-sized enterprises and independent inventors. Likewise, it is often said that UMs is a IPR particularly useful for fairly or less industrialized countries or for countries that are net importers of technologies. Due to the fact that the TRIPS Agreement does not enshrine UMs, there is no obligation for WTO Member States to include this IPR in their national legislation and there is no internationally specific parameter or prototype which has to be followed for the regulation of a UM regime. In contrast to patents – which have economic theorizations and justifications that are largely standardized – there is no consensus regarding the economic relevance or the necessity of protecting minor inventions by an exclusive right. However, despite the lack of consensus, more than a half of the WTO Member States enshrines UM regimes with diverse features. Within the varied panorama of existing regimes of UM, this dissertation focuses on the Portuguese UM. The UM was introduced in Portugal in 1940, under the influence of the German UM. Since then, several of its key aspects have been thoroughly modified, e.g., the delimitation of its protected subject matter, requirements, the granting system, and procedural mechanisms for interconnecting patent and UM applications. The Portuguese case also stands out because the UM regime established in the Industrial Property Code of 2003 was inspired by the European Community’s initiative for a community-level UM. Furthermore, the Portuguese regime is notable because its granting system was sui generis when compared with the UM regimes in Germany, Spain, Brazil and the Andean Community. This dissertation studies and analyzes the peculiar legislative development of the UM regime in Portugal. It furthermore inquires to what extent the shifts in the UM legal regime could have had a correlation in the usage trends of the UM as a protection of inventions by local users. With this approach, this dissertation also aims to offer readings from which to draw considerations regarding the key aspects of the UM as an IPR that seeks to provide protection for minor inventions.
A base da presente dissertação é o modelo de utilidade (MU) como sinónimo de modalidade de propriedade industrial (PI) que visa a protecção de invenções «menores» que, apesar de apresentarem melhorias ou avanços técnicos, não atingem o nível de inventividade exigido para a sua protecção mediante patente. Habitualmente, o MU é associado a um possível mecanismo de estímulo da inovação tecnológica local proveniente de pequenas e médias empresas e de inventores independentes. Para além disso, é geralmente sugerido que o MU é uma modalidade de propriedade industrial especialmente conveniente para países pouco ou medianamente industrializados ou importadores de tecnologia. Devido ao facto de o MU não estar previsto no ADPIC, os Países membros da OMC não estão obrigados a consagrar a figura, nem existe um parâmetro ou protótipo internacional ao qual a legislação dos países que a prevêem se tenha de se submeter. Ao contrário da patente - que goza de teorizações e de justificações económicas em grande medida estandardizadas - não há consenso relativamente à importância económica ou à necessidade de conceder protecção a invenções menores mediante um direito de exclusiva; contudo, mais de metade dos membros da OMC contam com regimes de MU com diversas características. No variado panorama de regimes, o MU português é o objecto do presente estudo. Sob influência da lei alemã, o MU foi introduzido em 1940 e ao longo dos anos tem experienciado modificações radicais em vários elementos fundamentais; e.g., a delimitação do seu objecto de protecção, os requisitos, o sistema de concessão e os mecanismos de conexão procedimental com a patente. O caso português destaca-se ainda porque, para o MU do Código da PI de 2003, invocou-se como inspiração a iniciativa da Comissão Europeia de um MU com alcance comunitário e porque contemplou um sistema de concessão que fez dele um regime sui generis comparado com os existentes na Alemanha, em Espanha, no Brasil e na Comunidade Andina. O objectivo da presente tese é então o estudo e a análise da peculiar evolução legislativa do MU em Portugal, pretendendo ainda indagar em que medida as alterações operadas no seu regime jurídico tiveram correlação nas tendências dos usuários locais em acudir à figura. Com isto, este trabalho ambiciona ainda arriscar leituras das quais se possam extrair considerações em torno dos aspectos fundamentais do MU como modalidade de PI para a protecção de invenções menores.
El eje de la presente investigación es el modelo de utilidad (MU) como sinónimo de modalidad de propiedad industrial (PI) que tiene por finalidad la protección de invenciones «menores», aquellas que, a pesar de que aportan mejoramientos o avances técnicos, no alcanzan el nivel de inventiva exigido para su protección mediante patente. El MU es asociado usualmente a un posible mecanismo de estímulo a la innovación tecnológica local proveniente de las PYME y de inventores independientes; también, se suele sugerir que el MU es una modalidad especialmente conveniente para países poco o medianamente industrializados o importadores netos de tecnología. Al no estar recogido en el ADPIC, los Miembros de la OMC no están obligados a contemplar al MU ni existe un parámetro o prototipo internacional al que se tenga que someter la legislación de los países que lo contemplan. A diferencia de la patente - que goza de teorizaciones y justificaciones económicas en gran medida estandarizadas - no hay consenso respecto de la importancia económica o la necesidad de otorgar protección a invenciones menores mediante un derecho de exclusiva; no obstante, más de la mitad de los Miembros de la OMC cuentan con regímenes de MU, con características diversas. Dentro del variado panorama de regímenes, el MU portugués es el objeto del presente trabajo. Bajo influencia de la ley alemana el MU fue introducido en 1940 y desde entonces ha experimentado radicales modificaciones en varios de sus aspectos fundamentales; e.g., delimitación de su objeto de protección, requisitos, sistema de concesión y mecanismos de conexión procedimental con la patente. El caso portugués destaca también porque para el MU del Código de PI de 2003 se invocó como inspiración la iniciativa de la Comisión Europea para un MU de espectro comunitario y porque contempló un sistema de concesión que hizo de él un régimen sui generis comparado con los existentes en Alemania, España, Brasil y la Comunidad Andina. El objetivo de la presente tesis es el estudio y análisis de la peculiar evolución legislativa del MU en Portugal; asimismo, persigue indagar en qué medida los cambios operados en su régimen jurídico pudieron haber tenido correlato en las tendencias de los usuarios locales en acudir a la figura. Con esto, se ambiciona también arriesgar lecturas de las que se puedan extraer consideraciones en torno a los aspectos fundamentales del MU como modalidad de PI para la protección de invenciones menores.

Chapter 1 presents a comprehensive examination of Romero’s company the Latent Image, charting its growth from regional advertising firm into an entirely singular production unit. To date, a critical evaluation of Romero’s work has overlooked Latent Image’s infrastructure and intent, ignoring the post-Fordist, egalitarian production culture that sat in determined opposition to traditional modes of filmmaking. By considering this corporate method for the first time, this chapter strongly challenges an auteur-centric reading of Romero’s early work, particularly Night of the Living Dead. Romero’s first project as singular creative leader was the non-genre film Jack’s Wife, a film that, though under-seen, was a significant part of independent cinema’s evolution in the early 1970s. Amid Latent Image’s bold experimentation, the firm’s unique industrial placement tended inevitable obstacles and the gradual reliance on exploitation product is assessed in the context of a restricted independent marketplace.

Abstract The Korean economy has grown rapidly during the last three decades. The annual GNP growth rate from 1963 to 1993 was 9.4 per cent on average, which was the fastest in the world compared with either the developing countries in the same period or the developed countries in the nineteenth century (their early developing period). The leading type of business group in this rapid economic growth was the chaebol, which can be defined as ‘a business group which is owned and controlled by a person and that person ‘s family ‘. This definition coincides for the most part with Morikawa ‘s definition of a zaibatsu, as ‘ exclusively owned and controlled by the family ‘, and probably also fits the rest of the definition, ‘diversified industrial firms ‘, since it is a business group. In Korea thirty chaebol are famous; their names are announced officially as ‘the thirty largest business groups ‘ every year on the first day of April. They account for 35.7 per cent of total shipments in the mineral and man ufacturing sector, 31.6 per cent of value-added, and 15.9 per cent of employment in the same sector. More than one-half of this share falls to the five largest chaebol.

Abstract A business group is defined as an ensemble of enterprises which, while operatively or juridically independent, are subjected to some manner of unified control or, at the very least, co-ordination. It is a form of industrial organization constantly present in the past century ‘s economic scenario, not only in what are classified as the ‘advanced ‘ countries but also in those which try to catch up with them. There are various elements which out line a typology of a business group, such as the quantity of companies that refer to it, their belonging to related sectors, or their extension into unrelated fields of economic activity, the mechanisms through which control or co-ordination is obtained, etc. Considered from this viewpoint-Le. as tools for control or co-ordination-we may distinguish between associational groups, alliances often cemented by cross-shareholdings that should be characterized by co-ordination and co-operation, and hierarchical groups2 structured as a pyramid on top of which there is a mother company which, thanks to property rights, has the power to allocate resources, even transferring them from one company to another.

Abstract A century ago, Alfred Marshall ‘s (1923) encounter with the spatially clustered agglomerations of small firms in Lancashire ‘s cotton and Sheffield ‘s cutlery industries inspired him to coin the term industrial district. Today, the industrial district has once again become a central framework for conceptualizing economic and social action. Economists and geographers have shown how local-firm agglomerations generate external economic efficiencies by supporting both large and stable markets in labor skills and equipment and cheaper subsidiary trades and related services, and promote greater use and development of specialized machinery and organizational methods (Romer 1987; Storper and Scott 1989; Krugman 1991).

Abstract The economics literature contains a diverse array of perspectives on competition. While the emphasis has largely been focused on the outcomes of competition for society and economic efficiency, this literature contains rich insights for firms in their quest for competitive advantage over their rivals. The most well-known view of competition within strategy is the Porter Five-Forces model, which has its origins in the structure-conduct-performance (S-C-P) framework of industrial organization (IO) economics. The Porter model posits that competitive advantage is primarily driven by industry structure and exhibits how a firm is positioned within and influenced by that structure. From that perspective, the environment largely determines competitive advantage and performance.

Abstract This chapter deals with Turkey’s policy towards NATO. Realpolitik remains the key analytical framework to grasp Turkey as a NATO nation. With its strong military and burgeoning defence technological and industrial base, Turkey brings a combat-proven warfighting capacity to the Alliance which can be matched by only a few other allies. This is essential at a time of escalatory challenges of interstate and hybrid conflicts. Geopolitics is yet another explanatory framework broadly used in this chapter. Turkey’s critical geopolitical setting, ranging from its control over the Straits to being the sole NATO nation with a land connection to the Middle East and the Caucasus, is important for NATO’s geostrategic outlook. Yet, from Turkey’s downing of a Russian Aero-Space Forces Su-24 frontline bomber in 2015 to its 2019 procurement of Russia’s S-400 surface-to-air missile system, Turkey’s strategic agenda has navigated through complicated patterns. Turkey has also provided Ukraine with armed drones and developed a firm defence partnership with Kyiv amidst Russia’s reactions. At present, while Turkey’s quest for further marge de manoeuvre in international affairs can cause drifts with some Western nations, its contribution to NATO efforts remains high, showcasing the compartmentalization between Turkey’s bilateral relations with the West and its NATO paradigm. Looking forward, while Turkey will keep depending on NATO in defence planning, this dependency has gradually become more ‘refined’ in defence technological aspects, predominantly revolving around strategic weapon systems, advanced battle networks, and nuclear deterrent.

Abstract From the inception of the Futurist movement, Marinetti made it quite clear that he saw in it not only an artistic, but also a social and political force of innovation. His project of renewal encompassed all aspects of human existence, and was conceived as a total and permanent revolution. What was later called ‘Futurist Reconstruction of the Universe ‘ was aimed at a transformation of life in both its physiological and psychological aspects, and especially of the social and cultural political conditions in the modern metropolis. The aim of the Futurist movement was not just to bring about an aesthetic revolution, but to effect a total overhaul of society. The Foundation and Manifesto of Futurism implied that the one could only be realized in conjunction with the other. Hence Marinetti ‘s exultation of the masses and the world of industrial labour, of political agitation, strikes, and especially, of the anarchists ‘ violent actions in their destructive and creative forms. Futurism was conceived as a means of bridging the gap between art and life. Life was to be changed through art, and art was to become a form of life. It was Marinetti ‘s firm belief that artists with their superior creativity, intuition, and vitality had an important contribution to make to this process of renewal. From developing a programme of change in art and life it was a natural and logical step to enter into the political arena and to become engaged in the political struggles of the era. However, as Marinetti emphasized in several interviews and articles of the period, the Futurists were not to become like professional politicians (the ‘merchants of arguments who prostitute their brains in shops erected for the sale of subtle ideas and chiselled syllogisms ‘). He aimed at an ‘aestheticization of politics ‘ and a ‘politicization of aesthetics ‘, which was probably best demonstrated in the performative genre which I shall refer to as ‘political action theatre ‘.

Fatigue in industrial workers is a multifactorial phenomenon. There are demographic factors that may have a significant influence on the perception of fatigue, but they remain almost unexplored to date.. The present study addresses this issue. A survey to assess fatigue was conducted among CNC lathe operators in three industrial concerns where automotive parts are manufactured. Homokinetic joints in site 1 (121 workers); camshafts in site 2 (121 workers); pistons in site 3 (21 workers). The subjects completed a survey instrument that included two questionnaires to assess fatigue: SOFI−S and OFER−S. There was also a section asking for demographic information. The MANOVA procedure was used to explore the influence of the demographic factors on fatigue. Factors affecting the fatigue dimensions (SOFI−S) were gender, body weight, stature, total length of sleep during a day, and age. Factors affecting the fatigue states (OFER-S) were weight of load being handled, gender, total length of sleep during a day, length of stay in the firm. Non-influential factors were educational status and whether the worker has a second paid job.

Abstract Legal Notice: Any use of trade, product, methods, terminology (lingo, etc.) or firm names are for descriptive purposes only and do not imply endorsement by that company, Hilcorp Alaska, LLC, or any of its affiliates or parent company. Objectives/Scope The objectives of this paper are to highlight the following: The complexities of managing and maintaining a fleet of aging offshore infrastructure in Cook Inlet, Alaska, using conventional and unconventional methods. The continued search for innovative solutions and refining current processes to extend the life of these facilities. Once the facilities have reached the end of their producing life, retrofit for other potential useful opportunities such as capitalizing on the renewable resource possibilities Cook Inlet possesses. Methods, Procedures, Process Results, Observations, Conclusions Cook Inlet, Alaska is the state's main industrial water way and home to 15 offshore production platforms owned and operated by Hilcorp Alaska. Operating in the Cook Inlet is extremely complex and difficult because of its unique environment. Many of those 15 platforms were installed in the 1960's and originally thought to have short life expectancy. Over 60 years later, due to regular inspections and repairs guided by API 2 SIM, most of the facilities are still producing. Many typical forms of inspections and repairs cannot be conducted in Cook Inlet. Operators, inspectors, contractors, and divers must get creative to overcome many hurdles to achieve the tasks necessary for operation and structural integrity. When platforms go through the P&A process, the threat of environmental hydrocarbon pollution is removed. Hilcorp is currently looking into renewable resource opportunities for these structures to further achieve its goal of extending the useful opportunities of these facilities, given their robust infrastructure. Additive Industry Information This paper details the continuing challenges and constant search for new technologies. The hope is to educate the industry on the specific resources and technology that is needed in Cook Inlet and sharing the unconventional methods that have been developed over the years. This paper does not discuss downhole operations.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.

This study will analyze the determinants of environmental performance in the Brazilian industrial sector. It uses a database conducted by the Brazilian National Confederation of Industries inquiring about questions on environmental management over 325 medium and large firms referred to the year 1997. We have been able to test three proxies of environmental performance, such as: a weighted average number of environmental control practices, environmental investments and operational cost ratios, controlling for actual data on market incentives and enforcement pressures as well as for declared motivations. Our results suggest that the Harrington paradox can be observed in Brazil when a compliance-dependent regime motivates firms to compliance with low sanction level. Consistent with results in the main literature, our study confirms that, apart from some expected characteristics of the firm, as size, sector and foreign ties, demands from communities and market incentives are also very influential determinants. Cost savings on inputs and subsidized credit are found equally important. Based on that, we recommend flexible instruments on pollution control that capture the firm¿s differentials in characteristics and compliance levels as well as dissemination of information on environmental control and related cost saving opportunities.