Search results for "jel:M14"

showing 10 items of 15 documents

Further examination of the organizational culture scale of artifacts

2009

The construct validity of a 10-item Organizational Culture Scale Focused on Artifacts oriented to measure traditional culture was analyzed under the unidimensionality hypothesis of the scale. Confirmatory factor analysis was conducted to assess the unidimensional structure, which took into account the method effects associated with reverse-worded items. The results based on the data from a sample of 926 subjects, 79.8% male, mean age of 33.4 years (SD = 12.8), working in different types of companies suggested the proposed unidimensional factor structure, with the elimination of two items from the scale. The resulting 8-item scale was reanalyzed, this time with the data of a second split-sam…

AdultMaleScale (ratio)PsychometricsSocial ValuesSample (material)Organizational cultureYoung Adultmeasuring organizational culturecultura tradicionalSurveys and QuestionnairesStatisticstraditional cultureHumanscultura innovadoraGeneral Psychologymeasuring organizational culture; traditional culture; innovation culture; corporate culture; medición de la cultura organizativa; cultura tradicional; cultura innovadora; cultura corporativamedición de la cultura organizativaConstruct validityReproducibility of ResultsMiddle AgedOrganizational CultureConfirmatory factor analysisOrganizational InnovationSplit samplecultura corporativajel:M14Spaininnovation cultureFemalePsychologymeasuring organizational culture; traditional culture; innovation culture; corporate culturecorporate culture
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Preliminary organizational culture scale focused on artifacts

2006

In this preliminary study, an organizational culture scale was developed to assess cultural artifacts according to Schein´s typology (1985). It includes a set of cultural artifacts to measure the extent to which an organization is more or less traditional. A total of 249 managers from a range of different companies responded to the items. Preliminary analysis yielded a one-dimensional scale with 14 items with high internal consistency and homogeneity.

AdultMaleTypologyKnowledge managementmeasuring organizational culture; traditional culture; innovation culture;Office ManagementSocial Valuesmedia_common.quotation_subjectDecision MakingOrganizational culture:PSICOLOGÍA [UNESCO]050109 social psychologyHierarchy SocialSocial value orientationsUNESCO::PSICOLOGÍASocial EnvironmentConflict Psychologicalmeasuring organizational cultureSurveys and Questionnairestraditional cultureHumans0501 psychology and cognitive sciencesSet (psychology)General PsychologyAgedmedia_commonSocial Identificationbusiness.industryScale (chemistry)05 social sciences050301 educationMiddle AgedOrganizational CultureOrganizational PolicySpainjel:M14innovation cultureFemaleCultural artifactbusinessPsychology0503 educationSocial responsibilityDiversity (politics)
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Globalization of Monitoring Practices: The Case of American Influences on the Dismissal Risk of European CEOs

2013

Accepted version of an article from the Journal of Economics and Business This study examines globalization of monitoring practices by focusing on how American (U.S.) influences on European firms impact the dismissal risk for these firms' CEOs. Specifically, we argue that the stronger short term orientation of the American corporate governance system increase the dismissal performance sensitivity faced by European CEOs, indirectly and directly. The former materializes via European firms cross-listing on U.S. exchanges, the latter results from European firms hiring U.S. independent board members. Both influences are expected to result in increased dismissal performance sensitivity. Based on …

Economics and EconometricsPerformance sensitivityExecutive compensationForeign board membershipbusiness.industryCorporate governancePrincipal–agent problemExecutive payAccountingDismissalGeneral Business Management and Accountingjel:G32Peer reviewGlobalizationInternationalizationjel:M52Dismissaljel:G15jel:M14jel:G18jel:M16businessVDP::Social science: 200::Economics: 210::Business: 213Executive pay; CEO dismissal; Performance sensitivity; Foreign board membership
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Presentación del monográfico "El balance social en la economía social"

2001

Social audit social responsibility social economy third sector.jel:Z13jel:M14jel:A11CIRIEC-España, revista de economía pública, social y cooperativa
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Competence Utilization for Innovation Capabilities - A Question of Trust?

2015

The purpose of this paper is to show how trust as an organizational value contributes to employee competence utilization in the case of innovation capability. Thus, it is the objective of this paper to analyze the positive impacts, but also potential limits of trust in business management. The research paper uses two different quantitative empirical studies drawn from German and Austrian mid-sized companies to empirically test this interrelation. As a result, the paper determines particular aspects of trust such as accountability, shared norms and the ability to take responsibility to be interrelated with the usage of employee competences and underlines a positive connection between product…

Trust employee competence utilization innovation creativityjel:D83jel:D23lcsh:BusinessTrustemployee competence utilizationinnovationjel:L22jel:O31jel:M11jel:O30jel:L20jel:M14jel:O34jel:L25jel:O32lcsh:HF5001-6182creativityExpert Journal of Business and Management
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CORPORATE SOCIAL RESPONSABILITY IN THE CURRENT GLOBAL ECONOMIC CONTEXT

2012

In the current economic context, the social issue has become a major preoccupation for the current activity of the organizations that aim to create performance. This is because the modern organization is evaluated also from the point of view of its contribution to the social life of the community it belongs to. As Sophocles said “all benefactors think a little bit also about themselves”. Nowadays, managers not only do they have to lead the activities of the economic organizations in a profitable way, but also have to be responsible for the impact of these activities. Therefore, when confronted to the numerous opportunities and dangers, current companies and managers must find economically, …

competitiveness financial capital globalization sustainable developmentjel:M14Review of General Management
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La Dirección Estratégica en la Economía Social: utilización de herramientas de análisis estratégico en las Cooperativas

2007

Social Economy companies and Cooperatives need to improve their management capacity using strategic tools to increase their efficiency whilst at the same time maintaining their effectiveness. In increasingly competitive markets, these organizations must bring their social objectives into line with their business objectives. The social dimension, which is based on Cooperative Principles and takes the form of employee integration and corporate social responsibility, represents the goal to achieve through the development of their business dimension. This article proposes the need to adopt a strategic model based on the process of Strategic Management that is specifically designed for such comp…

jel:M10jel:M14jel:M19jel:P13Social Economy Cooperatives Strategic Management Strategic analysis tools Strategic reflection SWOT Analysis VRIO Analysis.CIRIEC-España, revista de economía pública, social y cooperativa
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The Crises Management faced with new Challenges

2008

We witness an economic crisis without precedent that affects every area of our existence, rich and poor, at a global scale. The noise of financial crisis makes us no longer perceive other crises, which no one seems ready to accept them, namely a crisis of values that proliferate in our society. The experience of the past crises shows that the recession affecting mainly local companies, multinational companies managed to make profits during hard times for the economy of the host country, and the management is put in front of new challenges.

jel:M10jel:M21jel:M14jel:D7crisis management managers’ behavior economic restructuring performance management efficiency
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SOME INTERCULTURAL CONSIDERATIONS ON CORPORATE SOCIAL RESPONSIBILITY - CASE STUDY: ROMANIA AND HOFSTEDE'S CULTURAL DIMENSIONS

2013

Globalization is creating the need for new ways of understanding, managing and coping with culture differences. Corporations should take into account these differences when fundamenting their international strategies, even in regard to their business ethic and social responsibility goals. In this article we try to indicate some of the implications that intercultural factors can have on the companies actions regarding CSR.

jel:M14corporate social responsibility cultural dimensions business ethicsRevista Economica
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LOS GRUPOS DE INTERÉS EN LAS ENTIDADES DE CRÉDITO ESPAÑOLAS / STAKEHOLDERS IN SPANISH CREDIT INSTITUTIONS

2012

Se plantean los orígenes, evolución y clasificación de los grupos de interés (stakeholders). Se pone de relieve la relación que se entabla entre la entidad de crédito como organización social y sus diferentes grupos de interés, analizándose la importancia que se asigna a estos. El trabajo de campo se realizó a través de una encuesta contestada por 57 entidades de crédito españolas. Los resultados del estudio muestran la sensibilidad de las entidades de crédito hacia la RSE (Responsabilidad Social de la Empresa), con referencia al conjunto del sector financiero español. Nuestro objetivo es analizar la importancia que tienen los diversos grupos de interés: accionistas, empleados, clientes, pr…

jel:M14jel:G30Responsabilidad Social de la Empresa Entidades de Crédito Grupos de Interés. Corporate Social Responsibility Credit Institutions Stakeholders.Investigaciones Europeas de Dirección y Economía de la Empresa
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