bluuebunny/crossref_metadata_2025_split huggingface dataset:
Does ownership structure affect firm value? Intellectual capital across industries perspective
Authors: Liang Chiung‐Ju , Huang Tzu‐Tsang , Lin Wen‐Cheng 
Published: October 2011

PurposePrevious empirical studies on the nature of the relationship between ownership and corporate value have produced mixed results. Meanwhile, effective management of knowledge‐based intellectual capital has become a key factor to corporate success, both in firm performance and corporate value. Thus, this paper aims to reexamine the link among ownership, proxies for intellectual capital and corporate value in the emerging Taiwan market.Design/methodology/approachUsing two‐stage least square estimation of panel data in a simultaneous equations framework, the authors focus on: What is the interdependent impact of ownership on corporate value through the mediating role of intellectual capital (IC)? Does ownership directly or indirectly (i.e. via IC) influence corporate value? Does it persist across industries?FindingsThe empirical results suggest that the relationship between ownership and corporate value mainly depends on industry characteristics and the nature of proxies for intellectual capital in the emerging Taiwanese market. Further, the impacts of ownership on corporate value in more traditional industries are even stronger, that is, there exists the direct impact of ownership mechanism on corporate value. Notably, for the high‐tech firms, ownership can indirectly affect corporate value through the moderating role of intellectual capital.Research limitations/implicationsThe implication reminds managers and investors not merely focusing on ownership mechanisms as the main value‐creation information, but a thorough review of IC should be made in order to avoid making incorrect decisions. The limitations suggest areas for further research. For instance, it is important to extend the role of intellectual capital (i.e. to employ other variables to proxy for IC) in exploring the interdependent impact of ownership on corporate value.Originality/valueThe paper potentially adds to ongoing research by extending the importance of the concept of IC in assessing the interdependent impact of ownership on corporate value.
The role of board and CEO in managing societal and political intangibles
Authors: Schepers Stefan 
Published: October 2011

PurposeCompanies are looking for new ways to embed themselves in the societies in which they operate and for more constructive engagement with public authorities as new sources of competitive advantage and sustainable profitability. This challenges the traditional approach to the roles of the board and CEO and requires additional inputs that go beyond the mere analysis of market opportunities. This article aims to examine the issue in view of doing further research.Design/methodology/approachThe article combines narrative with argument and analysis.FindingsThe economic crisis and the new wave of regulation on the horizon make a new approach to lobbying more pressing.Originality/valueThe article is based on political and economic writings and on practical experience in the public and private sector.
Joint management‐stakeholder committees – a new path to stakeholder governance?
Authors: Spitzeck Heiko , Hansen Erik G. , Grayson David 
Published: October 2011

PurposeThis paper aims to describe the emerging practice of joint management‐stakeholder‐committees (JMSCs) in which corporate executives take decisions in collaboration with stakeholders.Design/methodology/approachTo identify firms involving stakeholders in their governance arrangements, the authors analysed 51 companies regularly participating in Business in the Community's Corporate Responsibility Index in the UK. The data provided by the index as well as corporate reports were then analysed to evaluate the impact of JMSCs on corporate decision‐making.FindingsThe research finds that JMSCs strongly influence corporate governance mechanisms such as monitoring and measurement as well as the policy development of firms.Research limitations/applicationsThe analysis builds on corporate responses given to the questionnaire sent by the Corporate Responsibility Index as well as corporate reports. Future research is encouraged to triangulate findings with stakeholder opinions on the effectiveness of JMSCs.Practical implicationsJMSCs prove to be an effective tool to involve stakeholders in corporate decision‐making processes. Owing to their effectiveness JMSCs are more likely to create trust between firms and their stakeholders.Originality/valueThe paper is the first empirical investigation into the effectiveness of engaging stakeholders in joint management‐stakeholder committees, demonstrating the impact and effectiveness of such engagement.
In touch boards: reaching out to the value critical stakeholders
Authors: Strebel Paul 
Published: October 2011

PurposeThe purpose of this paper is to show how boards can get in touch with their value critical stakeholders, those who can make or break the company.Design/methodology/approachThe paper first develops the hypothesis that boards often are out of touch with reality. It then introduces the concept of value critical stakeholders and proposes that boards introduce an outreach program to get in touch with them. For each of the proposed five elements in an outreach program, the paper reviews what boards already are doing to be in touch.FindingsThe review of existing practice shows that for each of the elements in an outreach program, there is enough practice available for boards to develop a comprehensive approach to get in touch with the value critical stakeholders.Social implicationsTo prevent a future governance crisis, get in touch and promote long‐term value creation, boards need an explicit program of reaching out beyond the boardroom, not only to the immediate stakeholders, but also the societal stakeholders, who can make or break the company. This paper shows how it can be done.Originality/valueThe paper introduces the new concept of value critical stakeholders and describes how it can be used to help boards get in touch with reality.
Corporate governance: quo vadis?
Authors: Isaac Mostovicz E. , Kakabadse Nada K. , Kakabadse Andrew 
Published: October 2011

PurposeThis paper aims to examine current research trends into corporate governance and to propose a different dynamic, humanistic approach based on individual purpose, values and psychology.Design/methodology/approachThe paper reviews selected literature to analyse the assumptions behind research into corporate governance and uses a multi‐disciplinary body of literature to present a different theoretical approach based at the level of the individual rather than the organisation.FindingsThe paper shows how the current recommendations of the corporate governance research models could backfire and lead to individual actions that are destructive when implemented in practice. This claim is based on identifying the hidden assumptions behind the principal‐agent model in corporate governance, such as the Hobbesian view and the Homo Economicus approach. It argues against the axiomatic view that shareholders are the owners of the company, and it questions the way in which managers are assessed based either on the corporate share price (the shareholder view) or on a confusing set of measures which include more stakeholders (the stakeholder view), and shows how such a yardstick can be demotivating and put the corporation in danger. The paper proposes a humanistic, psychological approach that uses the individual manager as a unit of analysis instead of the corporation and illustrates how such an approach can help to build better governance.Research limitations/implicationsThe paper's limited scope can only outline a conceptual framework, but does not enter into detailed operationalisation.Practical implicationsThe paper illustrates the challenges in applying the proposed framework into practice.Originality/valueThe paper calls for the use of an alternative unit of analysis, the manager, and for a dynamic and humanistic approach which encompasses the entirety of a person's cognition, including emotional and spiritual values, and which is as of yet usually not to be found in the corporate governance literature.
The principal role of the board of directors: the duty to say “no”
Authors: Bukhvalov Alexander , Bukhvalova Barbara 
Published: October 2011

PurposeThis paper aims to explain a new idea for the corporate board's main agenda, which should dramatically increase the scale of problems with which the board deals. This agenda also changes the board's interaction with the management providing a new approach to the agency problem.Design/methodology/approachThe paper is based on the normative method. The authors rely on cases (only a few are presented here) to illustrate uses of the real option analysis in the approach to the board activities. The paper shows that, on one hand, it is impossible to avoid managerial fraud and misconduct by means of the board's (and authorities’) traditional monitoring, even under the maximum possible toughening of the criminal and civil law, but, on the other hand, it is possible to change the content of the board‐management interaction to prevent fateful events.FindingsThe paper shows how “the duty to say no” approach can prevent corporate failure and, at the same time, facilitate growth and innovation. The underlying basic idea is to use the real options analysis (ROA), which gives an approach to designing strategies under uncertainty. The paper illustrates this technique on different real‐life cases.Research limitations/implicationsThe paper's strategic approach does not ignore such traditional issues as remuneration and executives and board turnover. It just shifts the priorities of the board. Obviously, further research is needed to articulate the appropriate approach for various circumstances.Originality/valueThe paper proposes and justifies a dramatic change in the board's duties. It suggests an approach to finding the most important business problems, which require strategic rather than technical decisions; a substitution of the existing “forensic” approach with a “large‐scale” one, turning the board from a policeman into a leader; a change to the style of the board's interaction with the top management of the company.
Using strengths to drive career success
Authors: Brewerton Paul 
Published: October 2011

PurposeThe purpose of this article is to describe the practical applications around the “strengths” philosophy that was first pioneered in the USA during the late 1990s and early 2000s. It will give an introduction to the strengths approach and will reference two organizations' implementation of the approach.Design/methodology/approachThis article is based on the author's experience of working with two organizations that implemented the strengths approach to deliver specific outcomes. In both cases the approach subsequently improved people management processes.FindingsThe strengths approach was found to be successful in delivering specific outcomes and the case studies provide evidence that the approach enables leaders and staff to feel better equipped and confident about their abilities.Originality/valueThis paper adds value to the practitioner community by offering practical examples of applications of the strengths approach and would be a useful guide to any HR professional.
What talent wants: the journey to talent segmentation
Authors: Uren Lesley 
Published: October 2011

PurposeThe purpose of this paper is to understand what talent management might need to look like to meet the future needs of organizations and the requirements of the upcoming generation of talented individuals. The author, from specialist consulting and executive search firm Jackson Samuel, shares findings into how organizations can improve their performance by adopting a more strategic and personalized approach to talent management.Design/methodology/approachJackson Samuel spoke to senior HR people from 44 companies based in the UK and internationally, and also to 110 talented individuals across the length of the talent pipeline – university students, graduate trainees, middle managers and more senior talented executives. Focus groups and in‐depth interviews were conducted and questionnaires were completed. Analysis involved a combination of both quantitative and qualitative methods and market segmentation.FindingsBusinesses can significantly improve their bottom‐line performance by using a segmented approach to talent management.Originality/valueThe research shows that organizations that understand what their most talented individuals want from their relationship with their employer, and then segment their talent population and differentiate the Employee Value Proposition (EVP) for them, deliver up to 66 percent higher total shareholder return (over a five‐year period) than those organizations that do not.Practical implicationsTalent segmentation will allow organizations to get a greater degree of differentiation in the following pragmatic and simple ways: it helps an organization choose who to focus on (key value‐generating talent) and to create definitions for these different populations of talent; and it enables organizations to really understand what the talented individuals within each population want from their relationship with the organization.
Integrated care legal review Implications for integrated care of the Law Commission's review of adult social care law
Authors: Mitchell Ed 
Published: October 2011

PurposeIn May 2011, the Law Commission proposed wide‐ranging reform to adult social care law for England and Wales. This paper aims to identify and analyse the implications for integrated care and other forms of collaboration in health and social care.Design/methodology/approachThe paper takes the form of an analysis of the Law Commission's final report.FindingsThe Law Commission proposes a number of changes designed to facilitate joint working between local authorities and NHS bodies in England and Wales and the Law Commission's approach marks a departure from the current reliance on consensus and soft‐edged rules such as government guidance to bring about more integrated care.Originality/valueThe paper analyses the changes to practice that would result from implementation of the Commission's recommendations.
Will integration help systems deal with health care reform effectively?
Authors: Karakusevic Sasha 
Published: October 2011

PurposeThe purpose of this paper is to discuss the impact of demographic pressures on health and social care services and provide readers with a simple way of assessing their impact on local organisations.Design/methodology/approachThe major forces affecting health systems are identified and the likely impact discussed.FindingsIt is likely that between 4 and 8 per cent of existing budgets need to be released to deal effectively with increasing demand over the next decade. Systems that work in an integrated way are more likely to achieve this.Practical implicationsBy developing a quick numerical model, it is possible to assess the viability and effectiveness of proposed strategies.Originality/valueThe paper provides a quick way to think about the major forces affecting strategy enabling the reader to contribute to the identification of possible solutions.
A decision support system to facilitate warehouse order fulfillment in cross‐border supply chain
Authors: Lam Cathy H.Y. , Choy K.L. , Chung S.H. 
Published: October 2011

PurposeThe purpose of this paper is to provide a decision support system (DSS) to enhance the performance of cross‐border supply chain, the goal of which is to improve order planning and fulfill customer orders within the warehouse.Design/methodology/approachAn intelligent DSS, namely order picking planning system (OPPS) with the adoption of case‐based reasoning, is proposed to support managers in making appropriate order fulfilling decisions when an order involves cross‐border activities. Similar cases in the past are retrieved and adapted in reference to the new order. A case study is then conducted to illustrate the feasibility and effectiveness of the system.FindingsRecommendations are given to replace the objective decision‐making process in cross‐border supply chain with the help of the DSS. The warehouse order planning time has been reduced and useful information from past order records can be applied to solve new problems.Originality/valueWith the increasing demand for material sourcing across different places, cross‐border supply chain has raised the concern for manufacturers to seek lower material and rental costs. The focus on warehouse operations can increase efficiency in order delivery by considering cross‐border requirements.
Quality risk in global supply network
Authors: Kei Tse Ying , Hua Tan Kim , Ho Chung Sai , Kim Lim Ming 
Published: October 2011

PurposeThe rise of recent product recalls reveals that manufacturing firms are particularly vulnerable to product quality and safety where goods and materials have been sourced globally. The purpose of this paper is to explore the issues of quality and safety problems in global supply networks, and introduce a supply chain risk management (SCRM) framework to reduce the quality risk.Design/methodology/approachA conceptual SCRM framework for mitigating quality risk is developed. In addition, four SCRM treatment practices are proposed by consolidating the empirical literature in the operations management and supply chain management areas. The general feasibility was discussed based on literature.FindingsThe research has identified the root causes of the recent product recalls and a series of product harm scandals ranging from automobiles to unsafe toys. Supply chains are extended by outsourcing and stretched by globalization, which greatly increase the complexity of supply networks and decrease the visibility in risk and operation processes.Originality/valueThe paper identifies four SCRM practices, and proposes two distinct antecedents that can prompt the effectiveness of SCRM.
Dynamic implications of customer order decoupling point positioning
Authors: Hedenstierna Philip , Ng Amos H.C. 
Published: October 2011

PurposeThe positioning of the customer order decoupling point (CODP) is an important strategic consideration for supply chains. Recently, research has focused only on the static effects of CODP positioning. The purpose of this paper is to expand the body of knowledge by describing the dynamic consequences that arise from shifting the CODP upstream or downstream.Design/methodology/approachA generic assembly‐to‐order system dynamics simulation model is developed and used to evaluate the dynamic consequences of shifting the CODP.FindingsPlacing the CODP downstream allows for short‐term fluctuations in demand to be absorbed by the order book, leading to a stable production rate and inventory response. This benefit must, however, be weighed against any additional safety stock a CODP placed far downstream may require.Research limitations/implicationsThe paper demonstrates the importance of considering the dynamic aspects of CODP positioning. Further research should investigate the phenomenon for different demand scenarios and supply chain configurations.Practical implicationsDownstream shifting of the CODP has been identified as a powerful way to reduce variability in assembly‐to‐order systems.Originality/valueThis paper introduces the dynamic consequences of CODP location, providing a new perspective that should be considered when positioning the CODP.
Investigating employee career commitment factors in a public sector organisation of a developing country
Authors: Shah Naimatullah 
Published: October 2011

PurposeUnderstanding employee attitudes and behaviours has made possible the successful of organisation policies and strategies. Managers are often worried about to know the employee related factors. The purpose of this study is to investigate the relationships and predictive power of job satisfaction, organisational commitment and job promotion towards the employee career commitment in a developing country.Design/methodology/approachThe paper is based on a theoretical approach to identify the proposed relationships of job satisfaction, organisational commitment and job promotion variables with employee career commitment. This is a cross‐sectional study where the researcher has used a self‐administered survey questionnaire for data collection.FindingsThe proposed approach is applied in a public sector organisation of a developing country. The findings of the paper hold that independent variables such as job satisfaction, organisational commitment and job promotion have positive and significant relationships to dependent variables, i.e. employee career commitment.Research limitations/implicationsThis study has methodological limitations, as it only employed quantitative data from a large public sector organisation of a developing country. In addition, only a direct relationship approach, with a limited number of variables is also limited in theoretical approach. However, this study contributes in the literature on organisational behaviour and employee commitment domain, particularly from a developing countries' perspective. This study may support the management and practitioners of human resources management and organisational behaviour in assessing and evaluating employee attitudes and behaviours in the organisation.Originality/valueThe paper uses a quantitative approach in order to examine the employee attitudinal and behavioural variables towards employee career commitment.
Evolutionary paths of performance measurement
Authors: Srimai Suwit , Radford Jack , Wright Chris 
Published: October 2011

PurposeThis paper aims to understand the evolutionary paths of performance measurement (PM) from the 1980s to the present.Design/methodology/approachThe paper is a narrative review. The sources of literature reviewed are from diverse academic disciplines (e.g. operations management, strategic management, management accounting and organisational behaviour). Three main types of literature were selected, namely scientific literature, professional journals, and books. The authors' approach is illustrative and selective. It is based on the belief that societal and organisational contexts provide the clues for the appropriateness in design and use of a managerial innovation. It describes the transition in performance measurement, incorporating a number of PM innovations as illustrative exemplars.FindingsManagement needs, arriving from the evolving business ecology and focused on creating and sustaining competitive advantage, drive the destiny of PM systems during their evolutionary progression. Performance measurement has evolved from various perspectives. The evolution took place in four major paths, from operations to strategic, measurement to management, static to dynamic and economic‐profit to stakeholder focus.Practical implicationsThe evolutions embody trends in development and use of PM systems over the long periods that point the way for future PM to develop and evolve.Originality/valueThe contemporary evolution of PM exhibited in the connection with its evolving contexts that is not explicitly acknowledged in the literature gives the raison d'être to this review.