Search results for "field project"

showing 5 items of 5 documents

Foreign Direct Investment in oil-abundant countries: The role of institutions

2019

The present work reassesses the impact of good governance and democracy on Foreign Direct Investment (FDI) in oil-abundant countries. To this end, we estimate the effect of host countries’ institutions on greenfield FDI, using a gravity equation for a dataset that covers 182 countries during 2003-2012. Our findings confirm that compliance to rule of law, lack of corruption, political stability and democracy could boost new FDI links through the extensive margin. Our results could not rule out the “oil curse”, meaning that oil producers attract fewer new greenfield projects than similar countries without oil. Unlike other studies, we show that the impact of institutions is not necessarily un…

Análisis económicoInternationalityCorruptionSciencemedia_common.quotation_subjectOil and Gas IndustryForeign direct investmentNatural resourceGood governance0502 economics and businessInvestments050207 economicsDeveloping Countriesmedia_commonCurse050208 financeMultidisciplinaryEconomía PolíticaQ05 social sciencesRInternational economicsDemocracyNatural resourceDemocracyRole of institutionsRule of lawModels EconomicGreenfield projectGovernmentMedicineBusinessResearch ArticlePLOS ONE
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A Dynamic Viewpoint to Design Performance Management Systems in Academic Institutions: Theory and Practice

2014

This article illustrates how to design and apply Performance Management systems in academic institutions by identifying and modeling those factors affecting academic performance through a dynamic performance management view. Particularly, combining performance management with System Dynamics modeling may allow academic decision-makers to better identify key performance drivers for pursuing a sustainable performance improvement in universities. In the second section of the article, a number of examples based on empirical findings from a field project aimed at designing a dynamic performance management model for the University of Palermo (Italy) are discussed.

Public AdministrationPerformance managementComputer scienceacademic institutionperformance management systemField (computer science)System dynamicsManagementEngineering managementSettore SECS-P/07 - Economia AziendalePerformance engineeringKey (cryptography)system dynamics modelingBusiness and International ManagementPerformance improvementdynamic performance management viewfield projectacademic institutions performance management systems dynamic performance management view System Dynamics modeling field project
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Designing Performance Management Systems in Academic Institutions: a Dynamic Performance Management View

2013

This paper illustrates how to design and implement performance management systems in universities by identifying and modeling those factors impacting on academic performance through a dynamic performance management view. Particularly, combining performance management with System Dynamics modeling may allow academic decision-makers to better identify key-performance drivers for pursuing a sustainable performance improvement in universities. In the second section of the paper, a number of examples based on empirical findings from a field project aimed at designing a dynamic performance management model for the University of Palermo are discussed.

Settore SECS-P/07 - Economia AziendaleAcademic institutions performance measurement and management systems accountability dynamic performance management view field project
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Improving performance measurement/management in Academic Institutions: a dynamic resource-based view. Insights from a field project

2011

Settore SECS-P/07 - Economia AziendaleAcademic institutions performance measurement and management systems accountability dynamic resource-based view field project
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Good and useless FDI: The growth effects of greenfield investment and mergers and acquisitions

2017

We explore the effect of foreign direct investment (FDI) on economic growth, distinguishing between mergers and acquisitions (M&As) and “greenfield” investment. A simple model underlines that, unlike greenfield investment, M&As partly represent a rent accruing to previous owners, and do not necessarily contribute to expanding the host country's capital stock. Greenfield FDI should therefore have a stronger impact on growth than M&A sales. This hypothesis is supported by our empirical results that are based on a panel of up to 127 industrialized, emerging, and developing countries over 1990 to 2010.

business.industry05 social sciencesGeography Planning and DevelopmentDeveloping countryMonetary economicsInternational tradeForeign direct investmentDevelopmentInvestment (macroeconomics)Capital stockHost countryGreenfield project0502 economics and businessMergers and acquisitionsEconomics050207 economicsbusiness050205 econometrics Review of International Economics
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