Добірка наукової літератури з теми "J.P. Gotthard (Firm)"

Im Jahr 1869 erschienen bei J.P. Gotthard in Wien 20 nachgelassene Ländler Franz Schuberts in zwei separaten Ausgaben für Klavier zu zwei bzw. zu vier Händen. Vier der zweihändigen und 16 der vierhändigen publizierten Ländler sind fremde Arrangements. Es lässt sich zeigen, dass diese Bearbeitungen nicht von Johannes Brahms stammen wie bisher angenommen, sondern vom Verleger J. P. Gotthard für die von ihm veröffentlichten Editionen angefertigt wurden. Im Jahr 1934 gab Georg Kinsky elf der im Original zweihändigen Ländler (D 366/1-6, 8-10, 12, 13) in vierhändigen, mit Gotthards Fassungen nicht identischen Bearbeitungen heraus, die er ebenfalls Brahms zuschrieb. Diese könnten von Hermann Levi stammen. bms online (Cornelia Schöntube)

Focusing on the private investment bank of J. P. Morgan & Co., this article examines the unique perspective that the history of private investment banking offers the study of reputation with regard to the role of social ties. Drawing from a larger study that looks at intersecting social and economic networks of New York private bankers before the Second World War, the article studies the ways in which the Morgan partners' social networks worked to maintain their reputation by creating an institutional structure for firm cohesion, establishing access to information and resources outside the firm, and fostering a culture of exclusivity that signaled the firm's standing and its ties relative to their competitors or other elite bankers.

This article empirically investigates the competitiveness and stability of family-owned firms relative to firms owned by diverse shareholders. Founding families are present in about one-third of the S&P 500—the sample of this study. Data gathered over the 1992—2002 period confirm that family firms tend to experience higher employment and revenue growth over time and are more profitable. Regression analysis also supports that firm performance improves when founding family members are involved in management. Although evidence on the relative stability in employment among family firms over the long run is tenuous, data from the most recent recession support the role that founding families play in maintaining employment stability during temporary market downturns.

This article explores the activities in Russia, between 1889 and the Revolution of 1917, of J. & P. Coats, the British multinational firm that manufactured cotton thread. The main motive for Coats's local manufacturing in Russia was to avoid import duties. Manufacturing facilities were secured by means of a joint venture and acquisitions in St. Petersburg, Riga and Lodz. The Russian business was under the full control of the headquarters in Paisley, U.K., and this policy contrasts with the more decentralized management style preferred by many other British multinationals of the day. Despite the unstable political situation in Russia, Coats's mills performed better than their competitors, and accounted for some 90 percent of the national demand by the time they were confiscated in 1917.

The research aims at the role of market orientation, learning orientation, strategic agility, strategic planning, and customer relationships, with innovation as a mediating variable. This research method is descriptive quantitative. The data in this study will be tested with several stages of testing, namely descriptive statistical tests, data quality tests, model evaluation tests, varience inflation factor tests, and hypothesis testing. The results showed that a) market orientation towards innovation had a statistical T value of 0.092<1.96 and a P value of 0.927>0.05; b) learning orientation towards innovation has a T statistic value of 4.228> 1.96 and a P value of 0.000 <0.05; c) strategic agility towards innovation has a statistical T value of 1.328<1.96 and a P value of 0.167>0.05; d) strategic planning for innovation has a statistical T value of 1.740<1.96 and a P value of 0.460>0.05; e) customer relationship to innovation has a T statistic value of 8.315> 1.96 and a P value of 0.000 <0.05; f) innovation on firm performance has a T statistic value of 8.315> 1.96 and a P value of 0.000 <0.05; g) market orientation towards firm performance has a statistical T value of 0.090<1.96 and a P value of 0.929>0.05; h) learning orientation towards firm performance has a statistical T value of 3.861> 1.96 and a P value of 0.000 <0.05; i) strategic agility on firm performance has a statistical T value of 1.454<1.96 and a P value of 0.147>0.05; j) strategic planning for firm performance has a statistical T value of 0.784<1.96 and a P value of 0.455>0.05; k) customer relationship to firm performance has a T statistic value of 5.791> 1.96 and a P value of 0.000 <0.05. In conclusion, learning orientation and customer relationship have a significant positive effect on innovation. Meanwhile, market orientation, strategic agility, and strategic planning do not have a significant positive effect on innovation. Innovation has a significant positive effect on firm performance. Learning orientation and customer relationship have a significant positive effect on firm performance. Meanwhile, market orientation, strategic agility, and strategic planning do not have a significant positive effect on firm performance. Keywords: Firm Performance, Innovation, Learning Orientation, Market Orientation Strategic Agility, Strategic Planning Customer Relations

Firm diversification is the level of development a firm undertakes both through the number of firms it manages and the level of its business segments (at least two business segments). Based on agency theory, companies with multi-segments are suspected of placing too large investment in their line of business with low investment opportunities. Meanwhile, according to market power theory, only conglomerate companies are able to diversify well. Previous research stated that even if conglomerate companies diversify, it may lead to firm performance’s loss. This study aims to determine the influence of diversification level, investment opportunities, firm size, leverage, and number of segments on the firm performance of manufacturing companies. The conclusion of this study shows that there is insufficient evidence that diversification level and number of segments has a negative influence on company performance. Also, there is insufficient evidence that leverage has a positive influence on company performance. Meanwhile, there is sufficient evidence that investment opportunities and firm size have a positive influence on firm performance. Keywords: Firm Performance, Diversification Level, Investment Opportunity, Company Size, Leverage, Number of Segments. References: Amyulianthy, R., & Sari, N. (2013). Pengaruh diversifikasi terhadap kinerja perusahaan. Binus Business Review, 4(1), 215–230. Aprilia, W., Rodhiyah, & Widiartanto. (2015). Analisis pengaruh kinerja keuangan perusahaan terhadap return saham perusahaan sektor jasa transportasi yang terdaftar di bursa efek Indonesia. Winindya Aprilia Jurusan Administrasi Bisnis , Universitas Diponegoro Semarang Jl . Prof . H Sudharto , SH . Tem. 1(1), 155. Berger, P. G., & Ofek, E. (1995). Diversification’s effect on firm value. Journal of Financial Economics, 37(1), 39–65. Bowerman, B. (2016). Business Statistics in Practice: Using Data, Modeling, and Analytics. McGraw-Hill Higher Education. Company, P., Jensen, C., & Meckling, H. (1976). Theory of the firm : managerial behavior , agency costs and ownership structure 1 . Introduction and summary In this paper WC draw on recent progress in the theory of ( 1 ) property rights , firm . In addition to tying together elements of the theory of e. 3, 305–360. Delinalie Chandra, Y. T. (2015). Pengaruh level diversifikasi, leverage, return on asset, umur perusahaan, dan sektor industri terhadap nilai perusahaan yang terdaftar di bei periode 2009–2011. Jurnal Akuntansi, 4(1). Harto, P. (2005). Kebijakan diversifikasi perusahaan dan pengaruhnya Terhadap kinerja: studi empiris pada Perusahaan publik di indonesia. Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305–360. Kurniasari, S. E., & Tahun, E. T. (2014). Pengaruh Diversifikasi Usaha terhadap Kinerja Perusahaan yang Dimoderasi oleh Kepemilikan Manajerial. Universitas Dian Nuswantoro Jurnal, 1–9. Lucyanda, J., & Wardhani, R. H. K. (2017). Pengaruh diversifikasi dan karakteristik perusahaan terhadap kinerja perusahaan. Media Riset Akuntansi, 4(2), Hal-1. Salindeho, A. O., Saerang, I. S., & Maramis, J. B. (2018). Pengaruh Diversifikasi Usaha Terhadap Kinerja Keuangan Dan Return Saham Study Kasus Pada Perusahaan Manufaktur Automotive and Effect of Business Diversification of Financial Performance and Return Stock Case Stock in Automotive and Component Manufacturing. Jurnal EMBA, 6(3), 1078–1087. Setionoputri, A., Meiden, C., & Siagian, D. (2009). Pengaruh Diversifikasi Korporat Terhadap Excess value Perusahaan Manufaktur, Perdagangan Grosir dan Eceran, serta Properti dan Real Estat yang Terdaftar di BEI Tahun 2005-2007. Bidang Akuntansi Private: Akuntansi Keuangan Dan Pasar Modal (AKPM), 1–25. Spence, M. (2002). Signaling in retrospect and the informational structure of markets. American Economic Review, 92(3), 434–459. Sucipto, D. (2003). Penilaian Kinerja Keuangan. Jurnal Akuntansi: Universitas Sumatera Utara. Sumendap, R., Tommy, P., & Maramis, J. B. (2018). Analisis Perbandingan Kinerja Keuangan Berdasarkan Diversifikasi Segmen Bisnis Pada Industri Manufaktur Yang Go Public Comparative Analysis of Financial Performance Based on Diversification of Business Segments in Manufacturing Industry That Go Public. Jurnal Riset Akuntansi Dan Keuangan, 6(4), 2198–2207.

In early September 1956, Martha Rutledge—the president of the all-white Alabama State Parent-Teacher Association—released a statement to the press intended to clarify the organization's position on the Brown v. Board of Education decision and the desegregation of schools in her state: As president of the Alabama Congress, I am a firm believer in the Southern way of life. The entire organization of the Alabama congress is made up of people who believe in the Southern way of life. There is no organization anywhere that practices segregation more than the Alabama P-TA or an organization that will work toward maintaining segregation in our schools with any more force.

What role do social clubs play in the facilitation of cooperative relationships between economic actors? By studying the historical networks of investment bankers in the United States pre-World War II, we propose that social ties in the form of shared social club memberships facilitate the strategic creation of interfirm and intrafirm cohesion that guides economic transactions. The focus of our paper is the New York firm of J. P. Morgan & Co., the leading American investment bank before the Second World War. Through statistical and qualitative analyses we demonstrate that social club ties influenced firm ownership, syndicate participation, and interlocking directorate board memberships. Our study advances the literature on social elites by identifying the strategic interplay between social embeddedness and economic action through social organizations, highlighting the unique role of social clubs as historical sites of economic collaboration during the Progressive Era in the United States.

How are relationships between corporate clients and law firms evolving? Drawing on interview and survey data from 166 chief legal officers of S&amp;P 500 companies from 2006–2007, we find that—contrary to standard depictions of corporate client-provider relationships—(1) large companies have relationships with ten to twenty preferred providers; (2) these relationships continue to be enduring; and (3) clients focus not only on law firm platforms and lead partners, but also on teams and departments within preferred providers, allocating work to these subunits at rival firms over time and following “star” lawyers, especially if they move as part of a team. The combination of long-term relationships and subunit rivalry provides law firms with steady work flows and allows companies to keep cost pressure on firms while preserving relationship-specific capital, quality assurance, and soft forms of legal capacity insurance. Our findings have implications for law firms, corporate departments, and law schools.

The objective of this paper is to identify some elements which contribute to the entry of small and medium producers into the global market. Specifically, it analyses the case of the greatest Brazilian mango and grape exported region - the Petrolina-Juazeiro (P-J). The conceptual background consists of two approaches. The first conceptual framework is the Global Value Chain (GVC) approach which is mainly concerned with the entry of local economies, from developing countries, into the global market. The second approach is the dynamic capability which is mainly concerned with the way the firm could acquire capabilities. The method selected for the empirical part was the multiple-case studies which were made viable by means of semi-structured questionnaires conducted with mango and grape producer agents from P-J Region in Brazil and European buyers. This study indicates that some institutions have been supporting the export activities in terms of irrigation techniques, new techniques of cultivation, financial support and the introduction of some certificates such as EurepGap. Lastly, the mango and grape producers have been undertaking upgrading of product, process and functional.

Advances in medical technology have altered the need for certain types of surgery to be performed in traditional inpatient hospital settings. Less invasive surgical procedures allow a growing number of medical treatments to take place on an outpatient basis. Hospitals face growing competition from ambulatory surgery centers (ASCs). The competitive threats posed by ASCs are important, given that inpatient surgery has been the cornerstone of hospital services for over a century. Additional research is needed to understand how surgical volume shifts between and within acute care general hospitals (ACGHs) and ASCs. This study investigates how medical technology within the hospital industry is changing medical services delivery. The main purposes of this study are to (1) test Clayton M. Christensen’s theory of disruptive innovation in health care, and (2) examine the effects of disruptive innovation on appendectomy, cholecystectomy, and bariatric surgery (ACBS) utilization. Disruptive innovation theory contends that advanced technology combined with innovative business models—located outside of traditional product markets or delivery systems—will produce simplified, quality products and services at lower costs with broader accessibility. Consequently, new markets will emerge, and conventional industry leaders will experience a loss of market share to “non-traditional” new entrants into the marketplace. The underlying assumption of this work is that ASCs (innovative business models) have adopted laparoscopy (innovative technology) and their unification has initiated disruptive innovation within the hospital industry. The disruptive effects have spawned shifts in surgical volumes from open to laparoscopic procedures, from inpatient to ambulatory settings, and from hospitals to ASCs. The research hypothesizes that: (1) there will be larger increases in the percentage of laparoscopic ACBS performed than open ACBS procedures; (2) ambulatory ACBS will experience larger percent increases than inpatient ACBS procedures; and (3) ASCs will experience larger percent increases than ACGHs. The study tracks the utilization of open, laparoscopic, inpatient and ambulatory ACBS. The research questions that guide the inquiry are: 1. How has ACBS utilization changed over this time? 2. Do ACGHs and ASCs differ in the utilization of ACBS? 3. How do states differ in the utilization of ACBS? 4. Do study findings support disruptive innovation theory in the hospital industry? The quantitative study employs a panel design using hospital discharge data from 2004 and 2009. The unit of analysis is the facility. The sampling frame is comprised of ACGHs and ASCs in Florida and Wisconsin. The study employs exploratory and confirmatory data analysis. This work finds that disruptive innovation theory is an effective model for assessing the hospital industry. The model provides a useful framework for analyzing the interplay between ACGHs and ASCs. While study findings did not support the stated hypotheses, the impact of government interventions into the competitive marketplace supports the claims of disruptive innovation theory. Regulations that intervened in the hospital industry facilitated interactions between ASCs and ACGHs, reducing the number of ASCs performing ACBS and altering the trajectory of ACBS volume by shifting surgeries from ASCs to ACGHs.

Abstract Wight praised Taylor for his “style of matchless lucidity, vigour, and wit,” with “brief, biting character-sketches.” Taylor, Wight wrote, cuts “through myth and propaganda” with “a kind of inspired and dogged common sense.” Wight observed that “not many indispensable books are so firm in construction, so clear and compelling in narrative.” Wight shared Taylor’s reservations about an economic interpretation of European imperialism in this era: “Foreign policies have deep social and economic springs, but the antecedent causes are usually political and strategic.” Paraphrasing Taylor, Wight noted that “The war of 1859 was the only aggressive war in modern history (Hitler’s included) that had no element of prevention, yet it has been unanimously applauded.” In Taylor’s words regarding this war, “The historian cannot be expected to explain this paradox; while himself approving of the war, he can only record that it was incompatible with any known system of international morality.” Taylor’s insights on the causes of wars show his “decisive and independent mind.” Wight regretted that Taylor “ignores the idea of the Concert of Europe, and does not discuss whether it meant anything more to its advocates than a mode of preserving the Balance [of Power] in their own favour.”

The fourth chapter analyzes the top tier of an ethnic network that brought credit from global financiers to the merchants and farmers of the Gulf South. Through the lens of Lehman Brothers, this chapter explores how networks carried global investment to the Gulf South. This occurred in an era where business transactions were based on trust, which was often fostered by shared ethnicity—largely confining Jewish and non-Jewish networks to separate spheres. Lehman Brothers, for example, worked closely with Jewish-owned banking houses such as Lazard Frères, J. W. Seligman & Co., and Kuhn, Loeb & Co., in much the same way that Anglo-American banks such as J. P. Morgan & Co. cultivated networks with other non-Jewish businesses. Utilizing these ethnic networks, Lehman Brothers brought international investment to America, and continuing to rely on ethnicity to build trust, the firm loaned money to scores of cotton businesses in the Gulf South, many of which were also operated by Jews. With access to this credit via ethnic networks, these businesses could survive downturns in the economy and thrive in the postbellum milieu.

Abstract The historiography of British investment in Latin America has experienced some revision since 1980, when Alfred Chandler emphasized the retarded development and poor performance of British multinational firms compared with their US equivalents. Already, in the late 1970s, Irving Stone and Peter Svedberg had independently argued, on the basis of published data on British investment in Latin America, that a large component of this capital flow had taken the form of direct investments in which the British had maintained control of the assets established with their funds. Company histories also began to indicate that a number of leading British multinational companies, including ICI, Lever Brothers, J. & P. Coats, BAT, and Glaxo, established significant operations in Latin America early in the twentieth century. However, most of the British direct investments in the region before the First World War did not take the form of the classic multinational company, but rather consisted of hundreds of apparently independent enterprises separately registered on the Stock Exchange and operating in one or two contiguous countries. Analysing British direct investment in Latin America before 1914 thus required concepts which drew a distinction between the typical British firm and the multinational corporation, the normal vehicle for US direct investment in the region.