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Journal articles on the topic 'Established Companies'

Author: Grafiati

Published: 9 July 2021

Last updated: 1 February 2022

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1

Heikkinen, Tuomas, Pekka Belt, Matti Mottonen, Janne Harkonen, and Harri Haapasalo. "Managing radical innovations in established companies." International Journal of Management Practice 11, no. 4 (2018): 422. http://dx.doi.org/10.1504/ijmp.2018.095174.

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2

Haapasalo, Harri, Janne Harkonen, Matti Mottonen, Tuomas Heikkinen, and Pekka Belt. "Managing radical innovations in established companies." International Journal of Management Practice 11, no. 4 (2018): 422. http://dx.doi.org/10.1504/ijmp.2018.10014330.

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3

Osiyevskyy, Oleksiy, Amir Bahman Radnejad, and Hossein MahdaviMazdeh. "An Entrepreneurial Management System for established companies." Strategy & Leadership 48, no. 2 (2020): 24–31. http://dx.doi.org/10.1108/sl-12-2019-0190.

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4

Vincent, Lanny. "Innovation Midwives: Sustaining Innovation Streams in Established Companies." Research-Technology Management 48, no. 1 (2005): 41–49. http://dx.doi.org/10.1080/08956308.2005.11657294.

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5

Kanter, Rosabeth. "Supporting innovation and venture development in established companies." Journal of Business Venturing 1, no. 1 (1985): 47–60. http://dx.doi.org/10.1016/0883-9026(85)90006-0.

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6

Ishii, Masamichi. "Entrepreneurial Activity for Discontinuous Innovation in Established Companies." International Journal of Business and Globalisation 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijbg.2020.10035811.

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7

Back, Andrea, Tina M. Werro, and Lukas M. Peter. "Practical Implications On How Established Companies Innovate With Startups." International Journal of R&D Innovation Strategy 1, no. 2 (2019): 1–20. http://dx.doi.org/10.4018/ijrdis.2019070101.

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The study addresses an important literature gap concerning open innovation and startups. The purpose of this article is to deliver tools and guidelines for innovation managers to support their decision-making when aspiring to openly innovate with startups. The study proposes five spectra that show the variance across different collaboration on the following parameters for analysis: 1) investment required; 2) risk level; 3) corporate control; 4) Startup support; 5) ecosystem leverage. The article arrives at a simple weighted decision matrix to be used as a decision-guiding tool in determining the best choice of a startup-collaboration option from a corporate perspective. The research builds on a framework of references to previous literature and follows an explorative approach based on field research and design science research.

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8

Schreieck, Maximilian, Manuel Wiesche, and Helmut Krcmar. "Multi-Layer Governance in Platform Ecosystems of Established Companies." Academy of Management Proceedings 2018, no. 1 (2018): 10068. http://dx.doi.org/10.5465/ambpp.2018.16.

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9

Robeson, Daniel, and Gina O’Connor. "The governance of innovation centers in large established companies." Journal of Engineering and Technology Management 24, no. 1-2 (2007): 121–47. http://dx.doi.org/10.1016/j.jengtecman.2007.01.007.

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10

Matalamäki, Marko, Tero Vuorinen, Elina Varamäki, and Kirsti Sorama. "Business Growth in Established Companies; Roles of Effectuation and Causation." Journal of Enterprising Culture 25, no. 02 (2017): 123–48. http://dx.doi.org/10.1142/s0218495817500054.

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This multiple case study illustrates how ten selected industrial companies have managed to accomplish rapid growth after a long period (3–5 years) of slow growth. A particular aim was to determine whether these companies grew by adapting to the situation and responding to the demands of the market with their resources (effectuation) or by following previously determined plans and proceeding towards set goals (causation). Effectuation was originally connected to the creation of new business activities and an operating model covering the early stages of an organisation’s growth. However, recent studies have considered effectuation in the context of an existing business. This paper adds business growth to the context of established companies and explores the roles of effectuation and causation in their growth processes. The findings indicate the usage of both logics, but in nine of the ten companies’ effectuation influences as the dominant approach. Only one of the ten studied companies can be stated to follow the operating principles of causation.

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11

Scheepers, Retha, Johan Hough, and Jonathan Bloom. "Entrepreneurial intensity: A comparative analysis of established companies in South Africa." South African Journal of Economic and Management Sciences 10, no. 2 (2013): 238–55. http://dx.doi.org/10.4102/sajems.v10i2.585.

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Entrepreneurship is gaining recognition as an important way of attaining a sustainable competitive advantage and positive financial returns. This article compares the entrepreneurial intensity (EI) of Information and Communication Technology (ICT) companies with that of listed JSE companies (excluding ICT listings). A cross-section telephone survey was conducted. The findings suggest that ICT companies are more entrepreneurial than JSE companies. Additionally, the size of a company shows no relation to EI, but age is negatively correlated to EI. By implication, the older the company, the less entrepreneurial it becomes. The findings suggest that organisational factorsinfluence EI and that EI is industry specific. The managerial implication for companies that want to become more entrepreneurial is that they should create organisational conditions conducive to the development of corporate entrepreneurship.

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12

Santos, David Ferreira Lopes, Melissa Machado De Lima, Leonardo Fernando Cruz Basso, Herbert Kimura, and Vinicius Amorim Sobreiro. "Eco-innovation and financial performance at companies established in Brazil." International Journal of Business and Emerging Markets 9, no. 1 (2017): 68. http://dx.doi.org/10.1504/ijbem.2017.080783.

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13

Sobreiro, Vinicius Amorim, Herbert Kimura, Leonardo Fernando Cruz Basso, David Ferreira Lopes Santos, and Melissa Machado De Lima. "Eco-innovation and financial performance at companies established in Brazil." International Journal of Business and Emerging Markets 9, no. 1 (2017): 68. http://dx.doi.org/10.1504/ijbem.2017.10001051.

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14

Lagoy, Ryan, and Janet Nguyen. "Start-Up Pavilion: Bringing Together Start-Ups and Established Companies." IEEE Microwave Magazine 20, no. 4 (2019): 55–56. http://dx.doi.org/10.1109/mmm.2019.2891811.

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15

KITA, Tsuneo. "List of Long-lived Sake/Shochu Companies･296 Companies Established Before 18th Century and an Analysis." JOURNAL OF THE BREWING SOCIETY OF JAPAN 110, no. 9 (2015): 604–16. http://dx.doi.org/10.6013/jbrewsocjapan.110.604.

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16

Zahra, Shaker A. "New Product Innovation in Established Companies: Associations with Industry and Strategy Variables." Entrepreneurship Theory and Practice 18, no. 2 (1994): 47–69. http://dx.doi.org/10.1177/104225879401800203.

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As concern over the competitiveness of the U.S. persists, attention is given to understanding the factors associated with product innovation. To date, the bulk of research has focused on the organizational variables (e.g., formal structure) that spur or impede a company's new product development and introduction efforts. The present study extends the literature by examining the relationship of a firm's industry characteristics and the content of its competitive strategy, and the number and timing of new product introductions. Data from 134 established manufacturing companies (i.e., firms that have been in existence for more than eight years) show that a firm's Industry characteristics and competitive strategy explain a significant portion of variance in both the number and early introduction of new products. The implications of the results for managerial action and future research are also discussed.

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17

Kanter, Rosabeth Moss, Jeffrey North, Ann Piaget Bernstein, and Alistair Williamson. "Engines of progress: Designing and running entrepreneurial vehicles in established companies." Journal of Business Venturing 5, no. 6 (1990): 415–30. http://dx.doi.org/10.1016/0883-9026(90)90015-l.

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18

Turk, Brendan K., Charlie Shackleton, and Kevin Whittington-Jones. "Prevalence of sustainability reporting practices of listed companies on established and emerging stock exchanges." South African Journal of Economic and Management Sciences 16, no. 1 (2013): 75–82. http://dx.doi.org/10.4102/sajems.v16i1.234.

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The business sector has a substantial role in addressing current environmental issues and concerns. Consequently, there is a growing adoption of corporate sustainability principles and practices across all market sectors. This study examined four developed and four emerging stock markets and the sustainability reporting practices of the top 20 and bottom 20 companies in each. The results illustrate that the developed market sector was more advanced in its corporate sustainability reporting, both in the proportion of companies issuing a sustainability report (approximately 60 per cent) and the proportion of company webpages dedicated to sustainability reporting. This difference was largely due to the effect of the top 20 companies. There was little difference between developed and developing markets when only the bottom 20 companies were considered, of which less than one-third provided sustainability reports. These results show that sustainability reporting is prevalent in both developed and developing markets, especially among market leading companies, but that overall, most developing markets have some catching up to do.

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19

Hough, Johan. "Benchmarking sustainable high performance companies." Corporate Ownership and Control 9, no. 2 (2012): 323–34. http://dx.doi.org/10.22495/cocv9i2c3art2.

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This article examines various approaches to benchmarking and measuring sustainable performance in order to identify long-term high performance companies in South Africa. We set guidelines and select the criteria for benchmarking high performance. This benchmarking approach (based on the accessibility and reliability of standardized financial data) addresses the critical issues in the measurement of sustainable performance: benchmarking approaches, measuring strategic performance, finding the right guidelines for peer performance benchmarks, calibrating sustainability and long-term performance, and comparing individual high performers with the established benchmark. This study sheds light on the practical guidelines for and the benefit of benchmarking high performance. Forty-four peer performance benchmarks and clusters based on 166 Johannesburg Securities Exchange (JSE) listed companies were established. Furthermore, fourteen high and superior performers were identified on the basis of this benchmark process.

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20

HENNINGER, PASCAL, ALEXANDER BREM, FERRAN GIONES, PETER M. BICAN, and CHRISTINE WIMSCHNEIDER. "EFFECTUATION VS. CAUSATION: CAN ESTABLISHED FIRMS USE START-UP DECISION-MAKING PRINCIPLES TO STAY INNOVATIVE?" International Journal of Innovation Management 24, no. 01 (2019): 2050002. http://dx.doi.org/10.1142/s1363919620500024.

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More and more, established companies try to cooperate with start-ups, build their own, or try to imitate their mindsets. But, do they make decisions like expert entrepreneurs? Effectuation theory describes entrepreneurial decision-making, it has been popular in entrepreneurship research for the last two decades, but still underexplored in contexts such as established company’s decision-making. Therefore, this study answers the question of which factors affect the use of effectuation in established companies. Furthermore, the current use of the start-up decision-making principle is investigated. The research results show a higher use of effectuation over causation (alternative mechanism) in established companies. However, decision-making principles like “Mean orientation” and “Contingency orientation” are still dominated by causation. Identified factors for implementing effectuation in established companies are divided into six categories. In particular, effectuation requires a high flexibility and willingness to change goals. Using the already available means and resources of a company to pursue new goals, is another argument for using effectuation. Additionally, a more open and transparent culture, encouraging the identification and admittance of mistakes, also supports the use of effectuation. Based on this research, established companies should be able to understand better on which factors the implementation of effectuation depends and where it makes sense to use it.

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21

Young Chung, Won, Yuri Jo, and Daeho Lee. "Where should ICT startup companies be established? Efficiency comparison between cluster types." Telematics and Informatics 56 (January 2021): 101482. http://dx.doi.org/10.1016/j.tele.2020.101482.

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22

Freytag, Rudolf. "On a growth track with startups: how established companies can pursue innovation." Strategy & Leadership 47, no. 4 (2019): 26–33. http://dx.doi.org/10.1108/sl-05-2019-0070.

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23

BERGHMAN, LISELORE ANN. "STRATEGIC INNOVATION IN ESTABLISHED COMPANIES: AN EMPIRICAL STUDY OF APPROPRIATE AMBIDEXTERITY STRATEGIES." International Journal of Innovation Management 16, no. 01 (2012): 1250007. http://dx.doi.org/10.1142/s1363919611003520.

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As strategic innovation may lead to high revenue and profit growth a deeper understanding of any enabling organizational capabilities is highly relevant to both researchers and managers. Therefore, in this paper we focus on the concept of "ambidexterity". More specifically, we use a qualitative research in five Dutch industrial sectors to study the ambidexterity strategies that established firms use for their systematic creation of strategic innovations. We find that established companies have to cope with different ambidexterity frictions in the initiation and commercialization phases of strategic innovation projects. These results add to the emerging academic discussion on ambidexterity by showing that the appropriate ambidexterity approach may not only differ by innovation type but also by the specific phase of the innovation project. Our findings are also relevant to managerial practice as they suggest a limited value of isolated business development units for strategic innovation initiation.

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24

Sone, Hidekazu. "Study on business and skill transfer in skill-based long-established family companies." Impact 2021, no. 2 (2021): 53–55. http://dx.doi.org/10.21820/23987073.2021.2.53.

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Economists and sociologist have an interest in understanding what enables companies to survive for hundreds of years. Most of the research in this area has focused on large, multinational corporations, with economists claiming it depends on efficient production management and organisational design and sociologists argue that it is institutional, cognitive and socio-political legitimacy that are most important. Research is now turning to smaller and medium size businesses to help the future sustainability of these companies. Associate Professor Hidekazu Sone is based at the Shizuoka University of Art and Culture in Japan, and is investigating the business and skill transfer in skill-based family companies that have been established for a long time. Sone hopes to determine the precise mechanisms behind how long-standing firms have been able to survive in response to changes over the years at the same time as inheriting traditions.

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25

Dolinšek, Tatjana, Polona Tominc, and Andreja Lutar Skerbinjek. "The determinants of internet financial reporting in Slovenia." Online Information Review 38, no. 7 (2014): 842–60. http://dx.doi.org/10.1108/oir-02-2014-0025.

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Purpose – The purpose of this paper is to establish the level of internet financial reporting (IFR) of Slovenian companies, including the contents as well as the presentations of online financial information. The second objective was to explore the opinions of users towards newer methods of online financial reporting. Design/methodology/approach – IFR was evaluated on the basis of the IFR index composed of 32 contents-related and 18 presentations-related elements. By means of regression analysis, the authors have established the intensity and direction of impact of six factors on the IFR index: size, profitability, the company's legal form, ownership concentration, age and sector. Findings – During the first research phase, the authors established that 110 (52.64 per cent) of large companies disclose its financial information on its web site. Factors which impact the IFR are as follows: company size, ownership concentration, legal form and sector of operation. Larger companies, companies with a lower ownership concentration, public limited companies and financial sector companies disclose financial information to a greater extent compared to other companies. Practical implications – This research will enable the comparison of the annual level of IFR in Slovenia and in other countries where such research has already been performed. Originality/value – Through the disclosure of financial information online, companies will be able to improve the possibility of attracting foreign investors who often rely on the internet as the only source of information.

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26

Jurič, Dionis, and Mihaela Braut Filipovič. "Limited Liability Companies in Croatia." Central European Journal of Comparative Law 1, no. 1 (2020): 69–85. http://dx.doi.org/10.47078/2020.1.69-85.

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This article aims to provide an overview of the main features of the limited liability company (hereinafter: LLC) in Croatia. LLCs are the most common company type in Croatian business practices. This is because of low amounts of minimum sharecapital, limited liability of shareholders, freedom of shareholders to regulate own internal relations and the LLC’s internal organization, which is regulated by the articles of association and holds fewer formalities to function. Interestingly, most LLCs are established as a single shareholder LLC, followed by two and three shareholders LLCs. This supports the finding that Croatian LLCs are often closely held companies, whose founders also act as directors and employees of the company. Since 2012, it is possible to form a simple LLC for a minimum share capital of 10 KN (cca. 1.32 EUR), and as of 2020, LLCs can even be established online. Thus, the simplicity and cost effectiveness to establish an LLC remain its primary advantage. Mandatory provisions that shareholders must respect are inter alia capital requirements and capital maintenance, formation, and competencies of the management board and shareholders’ meeting. The shareholders’ meeting is superordinate to other LLC bodies, allowing directors to be appointed and dismissed at any time. Shares are alienable and inheritable, but their transfer may be limited by the LLC’s articles of association. In certain cases, shareholders can be held personally liable for the LLC’s obligations (e.g., in the event of abuse of limited liability, partial payment of capital contributions, and the LLC’s dissolution without liquidation). Further specifics and current challenges of LLCs in Croatia will be analysed in detail.

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27

Henrekson, Magnus, and Tino Sanandaji. "Measuring Entrepreneurship: Do Established Metrics Capture Schumpeterian Entrepreneurship?" Entrepreneurship Theory and Practice 44, no. 4 (2019): 733–60. http://dx.doi.org/10.1177/1042258719844500.

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We compile four hand-collected measures of high-impact Schumpeterian entrepreneurship (venture capital-funded IPOs, self-made billionaire entrepreneurs, unicorn start-ups, and young top global firms founded by individual entrepreneurs) and six measures dominated by small business activity as well as institutional and economic variables for 64 countries. Factor analysis reveals that a great deal of the variation is accounted for by two distinct factors: one relating to high-impact Schumpeterian entrepreneurship and the other relating to small business activity. Except for the World Bank measure of firm registration of limited liability companies, quantity-based measures tend to be inappropriate proxies for high-impact Schumpeterian entrepreneurship.

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28

van der Sijde, P. C., G. Vogelaar, A. Hoogeveen, H. Ligtenberg, and M. van Velzen. "Attracting High-Tech Companies." Industry and Higher Education 16, no. 2 (2002): 97–104. http://dx.doi.org/10.5367/000000002101296171.

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From 1998 to 2001 a consortium of regional partners – the University of Twente, the Enschede Foundation Business & Science Park, the Regional Development Agency, and the Municipality of Enschede – carried out a project to attract new business to the area of Twente and to the Business & Science Park in particular. In that period, a well-functioning structure for cooperation among the partners was established in order to attract companies in sectors related to the principal research areas of the university Cooperation in the consortium is analysed using the ‘4S’ model (scope of cooperation; skills; scale; social networks) to identify the added value of the partners in this endeavour. It emerges that the four parties were complementary to each other. In total, some 13 companies have been attracted to the region, 161 jobs have been created and it is expected that in the next five years those 13 companies will create around 250 new jobs. Interviews were carried out with the companies to assess the value for them of the university's technology research and facilities. The results indicate that the technological expertise of the university was and remains one of the key attractions of the region for the companies.

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29

Dugar, Gregor. "Limited Liability Companies in Slovenia." Central European Journal of Comparative Law 1, no. 1 (2020): 51–67. http://dx.doi.org/10.47078/2020.1.51-67.

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The basic legal source for Slovenian corporate law is the Companies Act (Slovenian Zakon o gospodarskih družbah (ZGD-1)), which regulates among Limited Liability Companies (LLC) as well as other commercial companies. Slovenian legislators took the German LLC as a framework when regulating the Slovenian LLC. LLCs are widely established in Slovenia primarily because they can be founded with relatively little capital (7,500 EUR) and the members are not personally liable for the LLC’s debts. An LLC may also be formed by only one natural or legal person, therefore it has become very popular in Slovenia among entrepreneurs who want to conduct business solo, but don’t want to be liable for any debt incurred by the LLC. This article presents the concept of the LLC and its regulation in Slovenian legislation.

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30

Kovac, Ivan, Ante Vuletic, and Danijel Mlinarić. "Environmental responsibility of Croatian road freight transport enterprises." International Journal of Retail & Distribution Management 48, no. 9 (2020): 1023–35. http://dx.doi.org/10.1108/ijrdm-07-2019-0248.

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PurposeThe purpose of this paper is to investigate corporate environmental responsibility of Croatian road freight transport companies. Additionally, enterprises' ecological responsibility is established in relation to company size.Design/methodology/approachPrimary data was collected through a questionnaire. For this research, 150 Croatian road freight companies were randomly selected, of which 58 completed the questionnaire. Regression and variance analyses were conducted to analyse the data.FindingsThe findings of the study revealed that the companies' level of ecological sustainability reflects their established organisational culture. Companies with more employees and higher revenues had a higher level of ecological responsibility.Research limitations/implicationsDue to the small sample size, the generalisability of the results is questionable. The results of the primary research confirmed that as the company size increased, so did its established organisational culture regarding ecological sustainability. A higher level of ecological sustainability would provide better financial results and other advantages for small companies.Originality/valueThe theoretical contribution of the paper is presented in the literature review, which provides a summary of the importance of establishing sustainable policy for transport companies. Due to the creation of the Croatian road freight market and pressures created by new competitors from the other member countries of European Union, Croatian road freight companies must understand the positive connection between ecological sustainability and an established organisational culture.

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31

Ashok Kumar Sar. "The Dynamics of Corporate Governance and Sustainability: A Study of the Indian Electricity Generation Industry." Think India 17, no. 3 (2014): 15–21. http://dx.doi.org/10.26643/think-india.v17i3.7805.

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This paper aims to reflect on the relationship between corporate governance and sustainability. Specifically, it aims to gain insights into the relationship between board structure, disclosure, related party transactions, shareholder rights, and board procedure and sustainability performance – economic performance, environmental performance and social equity performance - for the companies in the Indian Electricity Generating Industry. For the study, 286 companies from among the 402 companies listed in CMIE – PROWESS database for the industry were targeted. Although the aim was to take data from all 402 companies, complete data on the directors were available for only 286 companies from the Registrar of Companies. The study covers detailed analysis of corporate governance in these companies based on established theory and the structure of sustainability established. In the end, the positive relationships are summarized and implications for theory are discussed.

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32

Костин and Andrey Kostin. "Approaches to Evaluating Business Companies Investment Projects Efficiency." Economics of the Firm 3, no. 3 (2014): 27–31. http://dx.doi.org/10.12737/10668.

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The overview of current techniques for evaluating efficiency of investment projects is presented, main shortcomings of established techniques are outlined and applicability of the economic level of technologies (ELT) index as a measure of an investment project efficiency is shown.

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33

Chugunova, Kseniya Yur'evna. "Peculiarities of property management of subsidiary companies established by the joint-stock companies with state participation (on the example of “Russian Railways” JSC)." Юридические исследования, no. 8 (August 2020): 51–61. http://dx.doi.org/10.25136/2409-7136.2020.8.33847.

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The relevance of this topic is substantiated by the insufficient coverage within scientific literature of the questions of legal regime of property of subsidiary companies with state participation in share capital, and management of state property transferred to such economic entities. The majority of research on the topic of property management of legal entities with state participation is structured through the prism of the efficiency of usage of state property, leaving outside the scope property sphere of subsidiary companies, which is also of considerable interest. The object of this article is the process of property management in the joint-stock companies with state participation, while the subject is the relations between the state-owned joint-stock company and its subsidiaries in the property sphere. Special attention is given to the practice of &ldquo;Russian Railways&rdquo; JSC (100% of which belongs to the Russian Federation) that is one of the largest private owners of real estate in Russia , and consolidates significant volume of money, shares and other movable property, which makes &ldquo;Russian Railways&rdquo; JSC and its subsidiary companies a fruitful ground for studying the topic at hand. The article underlines the need for identification of boundaries of the corporate and economic control of the parent company over its subsidiary, the absence of which in the current legislation can lead to a relative property autonomy of the subsidiaries of large joint-stock companies with state participation. Therefore, the author proposes mechanisms for improvement of legislation.

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34

De Araújo Burcharth, Ana Luiza, and John Parm Ulhøi. "Structural Approaches to Organizing for Radical Innovation in Established Firms." International Journal of Entrepreneurship and Innovation 12, no. 2 (2011): 117–25. http://dx.doi.org/10.5367/ijei.2011.0025.

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Management research has consolidated around the idea that organic structures (typically found in start-ups and young firms) are better at generating novel ideas and products, while mechanistic ones (typically found in established companies) are better at generating incremental improvements. Therefore, the usual recommendation to established firms with the goal of producing radical innovations is to develop them outside the firm itself. This paper questions this ‘standard solution’ and discusses alternative organizational approaches to producing radical innovation that avoid extreme forms of separation and relate to critical contextual issues. The paper ends with a discussion of implications for managers.

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35

Smith, Clayton G., and Arnold C. Cooper. "Established companies diversifying into young industries: A comparison of firms with different levels of performance." Strategic Management Journal 9, no. 2 (1988): 111–21. http://dx.doi.org/10.1002/smj.4250090203.

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36

Rikitake, Ryoko, Satoru Kamitani, Miyako Takahashi, and Takahiro Higashi. "Workplace Support Systems in Small- and Medium-Sized Companies for Employees Receiving Medical Treatment in Japan." Global Journal of Health Science 12, no. 3 (2020): 91. http://dx.doi.org/10.5539/gjhs.v12n3p91.

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BACKGROUND: Maintaining one&rsquo;s current job is important for patients. Few studies have investigated the presence of support systems in small- and medium-sized companies to help balance the therapeutic needs and occupational roles of workers in Japan.   AIMS: To understand whether small- and medium-sized companies in Japan have established workplace policies to help employees with chronic disease balance medical treatment and professional life.  METHODS: We surveyed a sample of small- and medium-sized companies in Japan identified from a large database of corporate credit and marketing research companies between February and March 2017. A questionnaire addressed workplace policies that supported employees&rsquo; medical treatments and professional lives, such as flexible work arrangements and the preparation of manuals and forms to facilitate communication with treating physicians.   RESULTS: Of the 4158 companies initially contacted, 1140 companies (27%) responded to the survey. Of the valid respondents, 21% of the workplaces reported having established sufficient office rules to address employee&rsquo;s necessary medical needs. Approximately half of the workplaces (53%) shared that they had a system in place to provide temporary medical leave for employees with chronic diseases. Few (12%) workplaces had established a process for having a trial return to work after a period of absence due to a medical condition.   CONCLUSIONS: Currently, a minority of small- and medium-sized companies in Japan have established workplace policies to address the medical needs of employees with chronic diseases.

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37

Savoskin, A. V., and N. A. Rozhkova. "Digitalisation of state companies." Digital Law Journal 2, no. 1 (2021): 83–93. http://dx.doi.org/10.38044/2686-9136-2021-2-1-83-93.

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The article analyzes the legal acts that regulate public relations regarding the digital transformation of tate corporations and companies with state participation. The economic and managerial directions of reform of the highest priority are established. The article describes the goals of the digital transformation of a state-owned company, including: creating a target business model, a system of goals and key performance indicators of digital transformation, and determining a digital transformation strategy. Special attention is paid to the development and implementation of initiatives for the implementation of digital infrastructure; the development of digital solutions providers; organizational activities within the framework of digital transformation; measures for programmed import substitution; and measures to ensure information security within the framework of digital transformation. Considering independent directions the digital transformation of state-owned companies can take, one such is the improvement of the “quality” of the staff and the formation of a culture of digital transformation. The article highlights such areas of work as: the creation of a model of digital competencies and the staffing of digital transformation within a state company; an assessment of the need for employees with special competence; teaching digital skills; the development of employees’ digital competencies within a state company; digital workforce management; and planning and holding an event to develop digital culture and the information security culture of a state company. In conclusion, it is determined that the proposed areas of the digitalization of state-owned companies are universal. It is suggested that these recommendations be used in relation to other organizations (primarily private).

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Cox, Shaun, and Gizelle D. Willows. "Return prediction in small capitalization companies on the Johannesburg Stock Exchange." Investment Management and Financial Innovations 14, no. 2 (2017): 316–27. http://dx.doi.org/10.21511/imfi.14(2-2).2017.03.

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This report analyzes return prediction in small capitalization companies on the Johannesburg Stock Exchange over the period from 1 January 2010 to 31 December 2015. Well-established fundamental company characteristics and additional small capitalization specific characteristics were regressed against the returns of 104 small capitalization companies. The results show contrary predictability than what is seen in prior studies, which focused on larger companies. The results highlight the difference in the nature of returns earned by small caps and provide insight into unique predictive characteristics that can be used by investors and analysts of small capitalization companies.

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Markowicz, Iwona. "Modeling the Survival Time of Trading Companies in the Zachodniopomorskie Voivodship." Acta Universitatis Lodziensis. Folia Oeconomica 4, no. 337 (2018): 85–97. http://dx.doi.org/10.18778/0208-6018.337.06.

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The aim of this study was to construct models of trading companies’ lifespan, in individual districts of Zachodniopomorskie Voivodship. The author verified whether the impact of the survival time of trading companies on the survival function in general is the same in individual districts. This may inform potential entrepreneurs’ decisions on whether to set up a trading or other company. The Kaplan‑Meier estimator was calculated and a tests verifying similarities of functions of trading companies within the districts was used. Districts were then divided into groups, according to trading companies’ lifespan. Further on, the functions of the intensity of companies’ liquidation for particular districts were analysed. The rankings of districts were compared in terms of the lifespan of trading companies and businesses in total. In the study, the author used REGON registry, containing data about companies established in Zachodniopomorskie Voivodship in 2009–2011. These entities were observed until the end of 2013. It is something to be considered by both decision makers and entrepreneurs, that the probability of liquidation of a trading company is greater than of any other company. Trading activity is prevailing (the highest percentage of all newly established companies are trading companies), however, trading companies are also most in danger of liquidation.

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Boyko, Anton, Liudmyla Ostapenko, and Oleg Markin. "State tax policy of insurance companies on different stages of insurance market development." Insurance Markets and Companies 7, no. 1 (2016): 25–30. http://dx.doi.org/10.21511/imc.7(1).2016.03.

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Peculiarities of taxation of insurance companies in Ukraine and Europe have been researched. Methodological principles determining the optimal level of tax burden for insurers, depending on the level of national insurance market development have been proposed. The forms of constructive and destructive effects of taxes on insurance companies functioning in the stages of development of the insurance market have been established. Keywords: insurance companies, tax, tax burden, income tax, optimization, mathematical formalization

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Werenowska, Agnieszka, and Tomasz Stankiewicz. "Corporate Social Responsibility in the Polish Companies." Equilibrium 6, no. 4 (2011): 97–110. http://dx.doi.org/10.12775/equil2011.031.

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The aim of this study was the attempt to investigate corporate social responsibility in the selected Polish companies. During the research procedure it was possible: to determine general awareness in the investigated companies in terms of their social responsibility activities; to determine the level of competence and the use of available tools as well as CRS standards. Due to the established aims of research, the following assumptions were formulated: Corporate social responsibility plays a significant role in the business activities that are undertaken by the researched companies. Selected Polish companies abide by international CRS quality standards.

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Lugnet, Johan, Åsa Ericson, and Andreas Larsson. "Realization of Agile Methods in Established Processes: Challenges and Barriers." Applied Sciences 11, no. 5 (2021): 2043. http://dx.doi.org/10.3390/app11052043.

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This paper presents an explorative study and the results of 17 interviews with informants from different companies. Its purpose is to identify the challenges associated with implementing agile methods along with the established procedures for early design. The study exemplifies project leaders’ experiences and implementation efforts. As leaders of design projects, they have proposed the use of a new method that involves teams engaging in testing and evaluation, which aids in the understanding and introduction of change initiatives. The challenges that are identified are as follows: (1) a lack of approval not only from top managers but also from critical peers; (2) an unprepared organization that did not allow teamwork; and (3) a lack of specific company success factors to support new methods.

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Mizumoto, Fabio Matuoka, and Claudio Pinheiro Machado Filho. "PRÁTICAS DE GOVERNANÇA CORPORATIVA EM EMPRESA FAMILIAR DE CAPITAL FECHADO: UM ESTUDO DE CASO." Revista de Negócios 12, no. 2 (2007): 03. http://dx.doi.org/10.7867/1980-4431.2007v12n2p03-17.

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This paper analyses corporate governance practices adopted by family-owned business to identify its influence on the management model and on the family and business relationship. The corporate governance mechanisms are originally established to public held companies, but those practices may also minimize agency problems faced by family-owned companies once it establishes rules to relationships among family, ownership and management. It is notable the importance of family owned firms on national private companies. Many challenges faced by family companies are recurrent, but there are no general rules and solutions. Therefore, the empirical analysis was conducted on a case study about the challenges and benefits from practices of corporate governance at Grupo Orsa Company. It was investigated the hole of Board of Directors, Family Council, Management Council, considered integrative structures to the model of family ? ownership ? management sub-systems. Key words: Family business. Corporate governance. Management

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JACKSON, PAUL, and NANCY RICHTER. "SITUATIONAL LOGIC: AN ANALYSIS OF OPEN INNOVATION USING CORPORATE ACCELERATORS." International Journal of Innovation Management 21, no. 07 (2017): 1750062. http://dx.doi.org/10.1142/s1363919617500621.

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Open innovation is an innovation framework proposing that established firms use external sources as pathways to new ideas, technologies, business models and markets. Within this framework, established companies can use startups, or young, growth-oriented business to help them achieve radical or breakthrough innovations. In this paper, we focus on established firms which use “corporate accelerators” to run fast-moving, competitive programs in which startup companies participate. Our purpose is to identify inhibitors to the collaboration between established firms and startups in these accelerator programs. We conducted 27 interviews with participants from startups, established companies using startups as innovators, and the accelerator management who provided the platform for this engagement. Our theoretical framework is the social realist theory of Margaret Archer. This provides a conceptualisation of the reflexivity of the participants and the “situational logic” of conflict and competition in which they find themselves. We found that collaboration will be inhibited by conflicts in basic beliefs, or propositions, about concepts such as authority, autonomy and risk, as well as competition for material resources and personal goals.

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Owaki, Toshiyuki, and Daisuke Sugiyama. "New open innovation strategy promoting translational research in Japan established by virtual funding from pharmaceutical companies." Translational and Regulatory Sciences 1, no. 2 (2019): 37–39. http://dx.doi.org/10.33611/trs.1_37.

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McKenzie, C. "New regulations enabling exempt private trust companies to be established in the British Virgin Islands--summary." Trusts & Trustees 14, no. 1 (2008): 4–7. http://dx.doi.org/10.1093/tandt/ttm128.

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Antolin-Lopez, Raquel, Javier Martinez-del-Rio, José Joaquín Cespedes-Lorente, and Miguel Perez-Valls. "The choice of suitable cooperation partners for product innovation: Differences between new ventures and established companies." European Management Journal 33, no. 6 (2015): 472–84. http://dx.doi.org/10.1016/j.emj.2015.09.002.

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Delmar, Clare E. "US university-industry partnerships in high-temperature superconductivity." Industry and Higher Education 2, no. 4 (1988): 250–51. http://dx.doi.org/10.1177/095042228800200411.

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For decades, US industry and academic institutions have formed special relationships, borne out of their mutual dependencies. For the most part, these relationships have been arms-length ones — companies have helped to finance new facilities, scholarships or faculty positions at universities, and universities have trained and developed professional staff for industry. Most major universities have well established programmes for industrial liaison, and similarly most major companies have established university-relations programmes.

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Ломакина, Любовь, and Lyubov Lomakina. "FEATURES OF LABOUR REGULATION OF EMPLOYEES IN STATE CORPORATIONS, STATE COMPANIES UNDER RUSSIAN LAW AS A MEASURE OF COUNTERACTION OF CORRUPTION." Journal of Foreign Legislation and Comparative Law 2, no. 4 (2016): 0. http://dx.doi.org/10.12737/21262.

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The article considers the peculiarities of regulation of labor of employees in state corporations, state companies according to the Russian legislation and from the perspectives of harmonization of national law with European law. The inclusion of the code of legal rules governing the employees of state corporations, state companies is a fundamentally new element in the sphere of labor relations. The employees occupying positions in state corporations and state companies on the basis of the employment contract shall comply with the characteristics due to their legal status, prohibitions and obligations established to be observed by the persons occupying positions in Federal state service. The rules required for the activity of state corporations, state companies, established by the Russian Federation to perform the tasks are assigned to Federal government agencies.

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Basamh, Saeed Salem, and Abdul Rahman Ahmad Dahlan . "Project implementation success and Change Management practices in Malaysian Government-linked companies (GLCs)." Journal of Social and Development Sciences 4, no. 7 (2013): 349–55. http://dx.doi.org/10.22610/jsds.v4i7.771.

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The purpose of this research is to address the practices of project change management in the context of Government-Linked Companies (GLCs) in Malaysia, focusing on Project Managers (PMs), Project Team Members (PTMs), Change Managers (CMs) and any other Top Managers involved in a project. Also, checking the validity of a number of critical success factors from Project Implementation Profile (PIP) in the context of GLCs in Malaysia. PIP is a comprehensive managerial tool that was introduced by Pinto and Slevin. Later Belout and Gauvereau have enhanced and re-tested it in their study. Government-linked companies were previously government agencies or public enterprises established to provide services for social purposes. The Malaysian Government considers the importance of the Government-linked companiesâ€™ (GLCs) role. Critical success factors (or CSFs) are the actions and processes that can be controlled or affected by management to achieve the goals set by an organization. Many studies has been conducted on Malaysian government-linked companies, but few focused on examining the validity of the critical success factors in these companies where these factors will lead to successful project implementation and assess in change management.

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