Relevant bibliographies by topics / Managerial awards

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Managerial awards'

Author: Grafiati
Published: 4 June 2021
Last updated: 7 February 2022

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Journal articles on the topic "Managerial awards"

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Xiao, Yunyu, Edward Pinkney, Terry Kit Fong Au, and Paul Siu Fai Yip. "Athena SWAN and gender diversity: a UK-based retrospective cohort study." BMJ Open 10, no. 2 (2020): e032915. http://dx.doi.org/10.1136/bmjopen-2019-032915.

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ObjectivesTo promote gender diversity and equity in higher education, Athena Scientific Women’s Academic Network (SWAN) supports and recognises higher education institutions (HEI) in advancing the careers of women through charter commitment, awards, training and advocacy since 2005. Most evaluation studies, however, are based on qualitative assessments. This study sought to (1) examine the relationship between Athena SWAN accreditation/awards in the UK and gender diversity of leaders and senior academics using quantitative data from 2012/2013 to 2016/2017, and (2) explore the associations between Athena SWAN awards and university performance as measured by overall scores in global ranking systems.DesignRetrospective cohort study based on the UK HEIs.SettingHigher education sector in the UK provided by the Higher Education Statistics Agency.Participants148 HEIs who provided employment data on female-to-male ratios (55% complete data) for each academic year between 2012/2013 and 2016/2017.Primary and secondary outcome measuresGender diversity, defined as female representation rates of positions in managerial leadership (eg, heads of institutions, department heads) and professors. The Quacquarelli Symonds (QS) World University Rankings scores, an indicator of research, teaching, employability and internationalisation, were collected to measure university performance.ResultsGender diversity of managerial leaders and non-managerial professors at all levels of Athena SWAN status has improved over the 5 years. Linear mixed effects models identified that Athena SWAN awardees had lower female representation than non-awardees in managerial leadership positions (p<0.05), while the gap was narrowed among Silver awardees over time. Athena SWAN Charter members had increasingly higher female representation than those not in the Charter (p<0.05). Silver-award institutions ranked higher in QS rankings than Bronze-award institutions (β=11.80, p<0.05).ConclusionsThere are overall rising trends in gender diversity from 2012/2013 to 2016/2017. Athena SWAN members showed greater and faster growth in female representations. Silver awardees had greater university performance than Bronze awardees.
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Drymiotes, George. "Managerial Influencing of Boards of Directors." Journal of Management Accounting Research 20, s1 (2008): 19–45. http://dx.doi.org/10.2308/jmar.2008.20.s-1.19.

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ABSTRACT: In this paper, I examine issues relating to managers' ability to influence their performance evaluation. In contrast to conventional wisdom, I show that such influencing is not necessarily deleterious to shareholder welfare, despite the fact that it is aimed at maximizing the managers' compensation. In particular, I show that the managers' influencing actions can, under some conditions, improve the performance evaluation process. This mitigates the control problem between the boards of directors and managers, and lowers managerial compensation costs. I also show that managers' influencing actions can alleviate the need for costly board equity awards to align board interests with those of the shareholders. This suggests that boards with smaller equity stakes may not necessarily have weaker incentives to monitor managers.
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Choi, Yoonhee, and Namgyoo K. Park. "Examining the pull, the push, and their simultaneous effects on managerial turnover." Management Decision 58, no. 12 (2020): 2639–54. http://dx.doi.org/10.1108/md-06-2019-0822.

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PurposeThis paper aims to examine the economic and psychological mechanisms in turnover at the managerial level. The paper investigates how (1) the ease of moving posed by alternative jobs (i.e. the economic mechanism) and (2) the desire to move due to low job satisfaction (i.e. the psychological mechanism) simultaneously influence top management team (TMT) turnover and these managers' subsequent job position and pay.Design/methodology/approachUsing 25 years of panel data on more than 2,000 top managers in the United States, the paper utilizes fixed-effects logistic regressions and the ordinary least squares model to test the hypotheses.FindingsThe authors find that CEO awards (an economic mechanism) and low compensation (a psychological mechanism) independently have positive effects on turnover. Turnover due to the economic mechanism leads to a higher position and pay, whereas turnover due to the psychological mechanism does not guarantee the same outcome. Further, when examining how pay dissatisfaction influences turnover simultaneously with CEO awards, the authors find that managers with the highest pay leave their firm, and not those with the lowest pay.Originality/valueThe paper employs the pull-and-push theory in the employee turnover literature and applies it to the top management team literature. By doing so, this paper contributes original insights to how economic and psychological mechanisms simultaneously affect managerial turnover and its subsequent outcomes.
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Luo, Lei. "Determinants Of Stock Option Use By Chinese Companies." Journal of Applied Business Research (JABR) 31, no. 4 (2015): 1355. http://dx.doi.org/10.19030/jabr.v31i4.9323.

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<p>Using a sample of 225 stock option grants over the period January 2006 to June 2013, we examine the economic determinants of stock option use in Chinese firms from the optimal contract and managerial power approaches. We investigate whether the same economic factors can explain stock option awards to different types of target grantees (including directors and senior executives, technical and business personnel, and special talents introduced in the future). In consistent with the optimal contract theory, we find that the scope of stock option plans is negatively associated with ?rm size, dividend dummy, and three ownership measures (managerial ownership, blockholder ownership, and foreign ownership). Furthermore, we find that the scope of stock option plans is positively related to book-to-market ratio and prior stock returns, but the coefficients are significant only when the stock options awards cover senior managers. We also find that the impact of risk is different when options are targeted to different types of employees. In consistent with the managerial power theory, we ?nd that the scope of stock option plans is inversely related to state ownership. As for the other economic factors, their degree of impact is found to be different across a broad base of employees. In general, ownership variables are more relevant to key technical and business personnel, while firm characteristics variables are more relevant to top management.</p>
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Băltescu, Codruța Adina. "RESPONSIBLE TOURISM PRACTICES IMPLEMENTED BY TOURISM COMPANIES." SERIES V - ECONOMIC SCIENCES 13(62), no. 2 (2020): 49–54. http://dx.doi.org/10.31926/but.es.2020.13.62.2.5.

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"Sustainable development is a key managerial concept for the management decisions of any company or organization. For the tourism industry, the need to assess sustainable development is all the greater, as tourism is inextricably linked to people and places.This article highlights the importance of responsible practices of tourism companies and emphasizes the importance of certifications and awards granted by foreign experts to validate their sustainable behaviour."
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Fruhen, Laura S., Christopher D. Watkins, and Benedict C. Jones. "Perceptions of facial dominance, trustworthiness and attractiveness predict managerial pay awards in experimental tasks." Leadership Quarterly 26, no. 6 (2015): 1005–16. http://dx.doi.org/10.1016/j.leaqua.2015.07.001.

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Maia, Herta Camila Fernandes Diógenes Nunes, Ahiram Brunni Cartaxo de Castro, Cristine Hermann Nodari, and Wanderson Fernandes Modesto de Oliveira. "Antecedent dimensions in the brazilian public administration: an analysis of the innovation contest in the public sector." Revista de Gestão e Secretariado 12, no. 1 (2021): 26–52. http://dx.doi.org/10.7769/gesec.v12i1.1134.

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The analysis of innovation contests and/or awards represents a promotion to the production of this topic in public administration. This research aimed at mapping the main antecedent innovation dimensions which are present in the initiatives awarded by the Innovation Contest in Public Administration. This is a qualitative and descriptive work based on documental research whose data characterization/classification was done according to the model by De Vries, Beckkers and Tummers (2016). A theme analysis was used with the support of the QSR NVivo® software. The results pointed that, from 2008 to 2016, innovation in the initiatives awarded happened predominantly in the federal domain and it is the process-type. The main dimensions that contributed to innovation in the public administration were: Social Participation (Environmental antecedent); Client/beneficiary and market knowledge, Strategic information management/Standardization of data and processes, Strategic planning and Transforming leadership/Managers’ pro-innovation attitudes (Organizational antecedents); Strategic intention to innovate and Project management (Innovation Characteristics antecedents); and Commitment (Individual antecedents). The managerial contribution of this research lies on the identification of the main antecedent dimensions, such as the good practices that contribute to innovation in the public administration, since they can control plans, programs and innovation policies, especially on subnational levels. The dimensions that were mapped could also favor the development of an innovation culture that has society satisfaction with public services as a result.
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Rohmadin, Sulthon, and Yusi Eva Batubara. "STANDAR KOMPETENSI JABATAN ASN (STUDI PADA JABATAN PIMPINAN TINGGI PRATAMA DI LINGKUNGAN INSPEKTORAT KABUPATEN MAJALENGKA PROVINSI JAWA BARAT)." Jurnal MSDA (Manajemen Sumber Daya Aparatur) 7, no. 2 (2020): 147–72. http://dx.doi.org/10.33701/jmsda.v7i2.1151.

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In line with the President Jokowi’s Government Vision for the 2019-2024 period which focuses on “Excellent human Resources”, the bureaucratic reform requires the structuring and strengthening of apparatus resources, one of which is through ASN position competency standards. Job competency standards are used for employee procurement, appointment in office, promotion, transfer between positions, career development and awards for ASN. The method used in this study is tailor made method combined with FGD (expert meeting) method with related bureaucratic apparatus, and Delphi technique, which is one of the techniques for involving stakeholders in decision making/policy by gathering opinions through questionnaires/questionnaire. This study resulted in the concept of competency standards for high-level leadership positions in the Majalengka Regency Inspectorate consisting of managerial competencies (8 competencies), socio-cultural competencies (1 competency), technical competencies (8 competencies) and government competencies (17 competencies)
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Futaqi, Sauqi, and Imam Machali. "Pembiayaan Pendidikan Berbasis Filantropi Islam: Strategi Rumah Pintar BAZNAS Piyungan Yogyakarta." MANAGERIA: Jurnal Manajemen Pendidikan Islam 3, no. 2 (2019): 231–56. http://dx.doi.org/10.14421/manageria.2018.32-02.

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This study aims to investigate the financial management and strategies deployed by Rumah Pintar (Rumpin) BAZNAS Piyungan Bantul Yogyakarta to improve the quality of education. Employing a qualitative approach, the data of this research is collected through observation, interviews, and documentation. The data were then analyzed in three stages: data reduction, data display and data verification. The results show that financial resources of Rumpin BAZNAS Piyungan are obtained from zakat through BAZNAS Center and through the allocation of costs in Rumpin that has increased from year to year. The improved allocation of costs were caused by the increasing need for services requested by the service recipients (mustahik). The result of the cost improvement is the increasing quality of education and services. It can be seen from the achievements obtained by Rumpin BAZNAS Piyungan which won number of awards such as the Best Rumpin in center development under the category of Non-Departmental body; received award of pustaka bakti tama penggerak buku (books reader movement for literary devotion) and several training certificates that can be used to find a job.
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Gordin, Valeriy E., and Elena M. Elkanova. "«Pulsating Organizations» in Culture." Journal of Flm Arts and Film Studies 8, no. 4 (2016): 136–44. http://dx.doi.org/10.17816/vgik84136-144.

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The authors examine managerial practices of pulsating cultural institutions arranging film festivals and awards procedures. The machinery of any repeatable film festival implies cycling pattern, that is passing through certain sequential stages with the purpose of their own. Event operational activity is characterized by peaks before and during the event and falls after the festival execution. Pulsating organizations concept is used to highlight film festivals specific nature with the scope of activities that expands and shrinks. Despite the fact that organizational and economic mechanism of the event activities is characterized by unique features associated with the discrete service delivery (including cash flows intermittency, the need in new sources of funding, demand in staff during concrete stages of the festival cycle), there are no special publications analyzing a festival as an organization or within the management framework. tte pulsating effect which emphasizes primarily changes in the number of employees, has an impact on the inner organizational processes, as well as on its external environment, e.g. customer relationship management. Analysis of pulsating effect overcoming models will help to identify the algorithm of more efficient policies for film festival structures management.
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Dissertations / Theses on the topic "Managerial awards"

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Hsieh, Chialing. "CEO Equity-Based Incentives And Managerial Opportunism Behavior." Available to subscribers only, 2009. http://proquest.umi.com/pqdweb?did=1878999051&sid=2&Fmt=2&clientId=1509&RQT=309&VName=PQD.

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Thesis (Ph. D.)--Southern Illinois University Carbondale, 2009.<br>"Department of Business Administration." Keywords: CEO compensation, CEO stock option awards, Layoff, Managerial opportunism. Includes bibliographical references (p. 68-71). Also available online.
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Kim, Jin Wook, and Jin Wook Kim. "The Effect of Managerial Reputation on Corporate Tax Avoidance." Thesis, University of Oregon, 2012. http://hdl.handle.net/1794/12397.

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Prior literature suggests that tax avoidance is an effective way to enhance firm value. However, there appears to be considerable cross-sectional variation in tax avoidance, and it is not clear why some firms do not take full advantage of the tax avoidance opportunities being used by others. This study examines whether managerial reputation, as proxied by high-profile awards to top managers, is helpful in explaining corporate tax avoidance. The empirical results show that, relative to a matched control group, firms managed by a celebrity manager have significantly higher cash and GAAP effective tax rates in the three year period following the manager's first award than preceding the award. This result is consistent with the conjecture that celebrity managers, for fear of being labeled as "poor citizens," engage in less tax avoidance once they have an established reputation.
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Burenkova, Ksenia. "hodnocení marketingových manažerů." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-77046.

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This work aims to investigate the possibilities of evaluation of managers with an emphasis on current and future conditions of business units and management. The focus is the marketing manager and his department. Significant attention is paid to the impact of the global economic crisis on the organization and management and the role of marketing activities when dealing with the crisis. Analysis of job offers for marketing manager on the Internet gives an opportunity to understand evaluation of marketing managers by employers. Provides an overview of the requirements for applicants for this position and conditions, which are offered by companies. Finally, the basic recommendations are formulated, which should guide anyone who wants to become a good marketing manager in future.
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Books on the topic "Managerial awards"

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Advancing managerial excellence: A report on improving the Performance Management and Recognition System. Performance Management and Recognition System Review Committee, 1992.

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Bagdasaryan, Vardan. Political symbolics. INFRA-M Academic Publishing LLC., 2017. http://dx.doi.org/10.12737/monography_5943996c30bc51.18834456.

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Relevance of the appeal to a subject of political symbolics is defined by the growing importance of symbols in the management of mass consciousness in present period. The presented book is devoted to managerial possibilities of using symbols from the state and other political forces. The monograph describes the formation of symbolic spaces of oppositional forces from religious schismatics to the forces of "color revolutions". Correlation of political symbolics and ideology of parties is carried out. The comparative analysis over the countries of the world of valuable and semantic maintenance of the major political symbols of the states - anthems, mottoes, awards, bank notes, national holidays, texts of military oaths and oaths of presidents is carried out. The book is of interest to all, interested in political science, history, cultural science.
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Press, Harvard Business School, and Rajat Gupta. Managerial Excellence: McKinsey Award Winners from the Harvard Business Review, 1980-1994. Mcgraw-Hill (Tx), 1996.

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Managerial excellence: McKinsey award winners from the Harvard business review, 1980-1994. Harvard Business School Pub., 1996.

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Managerial Excellence: McKinsey Award Winners from the Harvard Business Review, 1980-1994 (Harvard Business Review Book). Harvard Business School Press, 1996.

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Smith, Wendy K., Marianne W. Lewis, Paula Jarzabkowski, and Ann Langley. Introduction. Edited by Wendy K. Smith, Marianne W. Lewis, Paula Jarzabkowski, and Ann Langley. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198754428.013.30.

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While dating back to ancient philosophy, only recently have organizational scholars started to explore paradox. Drawing from insights across disciplines including psychoanalysis and macro sociology, some provocative theorists urged researchers to take seriously the study of paradox and deepen understanding of plurality, tensions, and contradictions. Scholars responded. Studies of organizational paradox have grown exponentially over twenty years, canvassing varied phenomena, methods, and levels of analysis. As paradox studies grow, new insights challenge foundational ideas, and raise questions around definitions, overlapping lenses, and varied research and managerial approaches. Alternative perspectives highlight divides while inviting complementary approaches. Reflecting on the state of paradox studies, the editors became aware that they were surfacing the paradoxes of paradoxes—contradictory, yet interdependent perspectives on paradox enveloped in the core theoretical assumptions. The introduction surfaces these paradoxes of paradoxes, noting how the chapters in this handbook both engage these tensions, while expanding insight into the field.
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Book chapters on the topic "Managerial awards"

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Chandler, Alfred D. "1978 Award. About the Managerial Revolution in U.S. Business." In American History Awards 1917–1991, edited by Heinz-D. Fischer. De Gruyter, 1993. http://dx.doi.org/10.1515/9783110972146-065.

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Bornay-Barrachina, Mar. "International Human Resource Management." In Managerial Competencies for Multinational Businesses. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-5781-4.ch009.

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Nowadays, internationalization is key for the survival of firms. Internationalization of a firm involves an internationalization of all the functional areas of the firm, of which international human resource management (IHRM) is one of the most relevant. In an international context, managers should make decisions about what human resource practices are best suited to the firm's international operations. Being aware of the differences between domestic and international human resource management will help readers and managers to establish operational mechanisms to deal with country differences in terms of industrial labor, culture, and firm practices. Therefore, after reading this chapter, readers should be able to deal with aspects like adaptation or standardization of HR practices, international staffing, and relevant issues around expatriation and repatriation.
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López-Cabrales, Alvaro, and Mar Bornay-Barrachina. "Decision Making." In Managerial Competencies for Multinational Businesses. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-5781-4.ch004.

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Decisions are choices. Decision making is the essence of management. Managers make decisions every day and the practical implications of such decisions are key to the success of the company. After reading this chapter, managers, or those who are preparing to be managers, should be better able to do the following: (1) understand the extent to which such organizational characteristics as structure or technology affect decision making, (2) see why the complexity of task environments determines the decisions being made by managers, (3) define and manage certain strategic organizational capabilities such as learning or absorptive capacity, (4) think about cognitive and non-cognitive human capital characteristics that play a role in decision making, and (5) be aware of the impact of culture on decision-making processes. Understanding these aspects will help you develop a deeper understanding of the role and importance of decision making, not only in the domestic market but also internationally.
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Ferrín, Pilar Fernández, José Antonio Varela González, Belén Bande Vilela, and Oihana Valmaseda Andia. "The New Product Development Process as a Communication Web Part II." In Technological, Managerial and Organizational Core Competencies. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-61350-165-8.ch029.

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In the previous chapter (Part I), we proposed a model relating the composition and external communication activities of NPD teams to the performance of NPD programmes. In this chapter (Part II), through the use of structural equations analysis, we compare the model to a sample of 136 managers from different functional areas at 121 innovative Spanish firms. The results indicate that the impact of explanatory variables on new product programme performance differs according to the measure of performance considered. The cross-functional nature of NPD teams, the presence of product champions in NPD teams and the gathering of information by all NPD team members were all shown to positively influence new product performance. Firms should be aware of the importance of the aforementioned variables.
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Ifrim, Ana Maria, Alina Stanciu, Rodica Gherghina, and Ioana Duca. "Using Integrated Performance Indicator Systems in the Digital Economy." In Network Security and Its Impact on Business Strategy. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8455-1.ch011.

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The digital era has brought along the exponential growth of the economic and technological opportunities that entities can access and implement in the development of their own activities, along with a series of threats with strategic impact. Being a global, multinational, sustainable, profitable, and credible concept, it also involves a leadership connected to market threats for the entity. Moreover, this leadership must be adaptable, identifying with the vision of the entity and conveying it to its members through the organizational culture it cultivates, but above all a leader who understands and is aware of the functioning of the entity, both managerially and economically. And in order to achieve this, a permanent assessment and re-evaluation of the entity's performance is imperative. This chapter seeks to understand the economic and managerial mechanisms of operation to base the making of pertinent, real, and especially timely decisions in counteracting the threats of a turbulent environment while increasing the potential of the entity.
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Sonuç, Nil. "Wellness Tourism Management." In Industrial and Managerial Solutions for Tourism Enterprises. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-3030-6.ch008.

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A deeper understanding of wellness tourism management is possible by analyzing ‘well-being' from a more holistic perspective. “What is the reason for ‘well-being' to become such an emerging need in people's lives?” That is the question to respond to design a more sustainable and innovative managerial style in the wellness tourism sector. Holistic point of view considers the health of people in mutual interaction with its socio-economic and natural environment. For the managers with short-term and profit-based perspective, this sustainable managerial objective may seem difficult to grasp. However, multiple ways exist to create an improved vision of wellness tourism management beneficial for all stakeholders including the clientele, the employees, and the professionals of the wellness tourism sector. The theoretical and practical information on the spa resorts around the world are analyzed to reach the suggestions for improving wellness tourism management. Finally, an interview with an awarded wellness tourism manager supports the perspective of the chapter.
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Erbaş, Emre. "Resource Orchestration." In Industrial and Managerial Solutions for Tourism Enterprises. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-3030-6.ch013.

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This chapter investigates the role of diligence-based strategies for the better development of resource orchestration practices in restaurant enterprises. Considering restaurant operations as a unit of analysis, the researchers identify twelve diligence-based strategies behind the formation of the resource orchestration process of the case restaurants. The findings develop the literature on strategy as practice by building theory on how resource orchestration across a bundle of diligence-based strategies stimulates the synergies during the exploration and exploitation of business model. Managers can gain insights for determining the strategies from the research technique the researchers propose; the technique enables managers to be aware of how diligence-based strategies can create synergy during the resource orchestration. Therefore, restaurant enterprises that strive to develop strategic activities in their resource orchestration process are more likely to develop core capabilities and competitive advantage over their rivalry.
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Janeš, Aleksander. "Empirical Verification of the Performance Measurement System." In Encyclopedia of Information Science and Technology, Fourth Edition. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-2255-3.ch489.

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In their endeavor to increase profits, companies usually become aware that this is predominantly the result of employee competence and satisfaction, processes excellence and customer's satisfaction. Based on that assertion, companies integrate different managerial tools in the performance measurement system (PMS) and therefore in their management system. One of the most dominant managerial tools is the Kaplan and Norton's balanced scorecard (BSC). In this research, the approach that represents the basis for further work in the field of research in PMSs of companies, with the use of econometric tools, was empirically tested and developed.
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Janeš, Aleksander. "Empirical Verification of the Performance Measurement System." In Advanced Methodologies and Technologies in Business Operations and Management. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7362-3.ch099.

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In their endeavor to increase profits, companies usually become aware that this is predominantly the result of employee competence and satisfaction, excellent processes, and customer's satisfaction. Based on that assertion, companies integrate different managerial tools in the performance measurement system (PMS) and therefore in their management system. One of the most dominant managerial tools is the Kaplan and Norton's balanced scorecard (BSC). In this chapter, the approach that represents the basis for further work in the field of research in PMSs of companies, with the use of econometric tools, was empirically tested and developed.
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Bastesen, Jarle, and Birthe Kåfjord Lange. "Gårsdagens suksess – morgendagens begrensning? Strategisk relevant handlingsrom: En rikere forståelse av leders handlingsrom." In Ledelse av mennesker i det nye arbeidslivet. Cappelen Damm Akademisk/NOASP, 2020. http://dx.doi.org/10.23865/noasp.118.ch4.

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Managerial discretion is said to be a fundamental condition for effective leadership. Studies of managerial discretion have to a large degree focused on the magnitude of managers’ discretion and how different factors influence managers’ perceived level of discretion (Hambrick, 2007; Hambrick &amp; Finkelstein, 1987; Hutzschenreuter &amp; Kleindienst, 2013). In this chapter, we argue that it is insufficient to study the size of managers’ room for discretion. We also need to understand the content included in leaders’ discretionary rooms. In a study of ten successful logistics companies, one of which was studied more in-depth, we find that the managers perceive their room for managerial discretion as large. However, the alternatives considered are to a large extent operational and short-term, at the expense of more long-term, strategically relevant alternatives facing future challenges. Hence, we develop the concept “strategically relevant managerial discretion”, which, in addition to the alternatives that managers are aware of and that are acceptable for the mangers’ stakeholders, also includes a new dimension: to what extent the alternatives are strategically relevant for future challenges. We conclude the chapter by pointing out interesting directions for future research, including a call for empirical studies of the conceptual model developed in this chapter.
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Conference papers on the topic "Managerial awards"

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Cutolo, Donato, Maria Rita Tagliaventi, and Giacomo Carli. "Can we be all in one?" In Fifth International Conference on Higher Education Advances. Universitat Politècnica València, 2019. http://dx.doi.org/10.4995/head19.2019.9235.

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The pursuit of a high research performance is nowadays shared by academics internationally since it is considered to sustain national development. Generating outstanding research is an effort that can jeopardize the enactment of other academic activities and the attainment of related satisfying goals, though. While the interplay between research and other knowledge transfer activities such as patenting, spin-off creation and consulting, has been widely debated, the influence of research on academic citizenship, i.e., on the service provided by faculty to their institution and to the wider collective, has remained surprisingly in the backward of the reflection on higher education systems. This study analyzes the effect of research performance on academic citizenship in a sample of 216 Italian academics in the field of management. With the exception of research awards and international scientific collaborations, research does not emerge to significantly impact upon academic citizenship, which may account for the scarce attention devoted to this latter. Since service is necessary for all organizations, universities included, to thrive, citizenship needs to be fostered and awarded through appropriate institutional and managerial policies that are here highlighted.
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Fessi, Boutheina A., Yosra Miaoui, and Noureddine Boudriga. "A managerial issues-aware cost estimation of enterprise security projects." In 2013 World Congress on Computer and Information Technology (WCCIT). IEEE, 2013. http://dx.doi.org/10.1109/wccit.2013.6618734.

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Alfariz, Rifa, and Harjanti Widiastuti. "The Influence of Media Exposure, Managerial Ownership, and the Indonesia Sustainability Reporting Award on Corporate Social Responsibility (CSR) Disclosure." In 4th International Conference on Sustainable Innovation 2020-Accounting and Management (ICoSIAMS 2020). Atlantis Press, 2021. http://dx.doi.org/10.2991/aer.k.210121.036.

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Pinheiro, Margarida M., Dora Simões, Cláudia Amaral Santos, Sandra Filipe, Belem Barbosa, and Gonçalo Paiva Dias. "Insights into the expectations of mobility students: the impact of Erasmus in their future professional careers." In Third International Conference on Higher Education Advances. Universitat Politècnica València, 2017. http://dx.doi.org/10.4995/head17.2017.5360.

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At the celebration of its 30th anniversary, Erasmus is recognised as the most successful exchange program ever implemented. The prospects of attaining a common European consciousness challenged the program's ability to blend together knowledge, attitudes and skills in a winning combination. It is no longer sufficient to communicate and integrate: mobility should actively foster skills to support students's professional career at national and international levels. Although literature on mobility is vast and interesting, studies on the impact of the mobility experience in the students' future employability profile rarely provide first-hand data on their expectations in this regard. This exploratory research comprises a qualitative focus group approach with Erasmus students during their exchange period in a Portuguese university and collected some insightful data on how students consider their mobility in terms of new learning outcomes, the professional value of the experience and the development of new skills. Results indicate that students seem to be quite aware of the positive implications of mobility in their professional careers and of the set of skills developed during that period. Overall, this article contributes to demonstrating the importance of assessing skills development during Erasmus mobility experiences. Managerial implications and suggestions for future research are provided.
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5

Slangen, Frank, Wim Bal, and Mark Riemers. "An Innovative Self Installing Platform (SIP) Concept." In ASME 2011 30th International Conference on Ocean, Offshore and Arctic Engineering. ASMEDC, 2011. http://dx.doi.org/10.1115/omae2011-50342.

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Centrica Energy (formerly Venture) selected a self installing and re-usable platform concept (SIP) to develop their F3FA gas field in the Northern Part of the Dutch sector of the North Sea. On 6 February 2009 and following an initial FEED study, the contract was awarded to Heerema Fabrication Group (Main Contractor and Fabricator), in partnership with Iv-Oil &amp; Gas (Designer and Procurer of process equipment) and SPT Offshore (Installation Contractor and Foundation Designer). The platform weighed in total 8,800 ton, including a 4,000 ton deck and 4,800 ton substructure including the suction pile foundation. The water depth at the F3FA site is 41m and the bottom of the cellar deck is located at 20m above LAT. The platform has an overall dimension of 63m × 45m footprint and protrudes some 90m above the seabed (excluding vent stack). The platform concept consists basically of a deck of 5 levels supported by 4 unbraced legs (3.25m outside diameter × 77m long) and founded on 4 huge suction piles (15m outside diameter × 13m deep). The platform is transported and installed using a large flat top barge (BOA 35 measuring 124m long × 31.5m wide × 8m high) and 3 tug boats (75, 90 and 183 ton bollard pull) for the tow from HFG’s yard in Vlissingen to the F3FA site in the Dutch sector of the North Sea. The leg lowering and deck lifting was achieved using 12× 900 ton strand jacks. The suction pile foundation was installed using 4× suction pumps. During the detailed design stage of the project, the concept design was subject to several elementary changes in the structural design. This had to do with the severe environment, the increased deck weight and water depth compared to the earlier utilisation of the concept. Fatigue and transport and installation issues had a significant impact on several key structural design elements. This complicated the deck-leg connections and several members in the truss deck. The deck leg connection was amended from a simple clamp connection in to a superbolt and sleeve connection at the top deck and a clamped and grouted connection at the cellar deck. In order to improve the stiffness of the legs, leg stiffening frames were placed on top of the suction piles. Due to the limited and slow roll &amp; pitch response of the platform whilst on the BOA barge during tow, high seafastening forces were predicted. These high seafastening forces were transferred in to the barge using pinned seafastening arms. Water depth limitations and the additional leg stiffening frames necessitated to use a fairly high grillage structure of 6.5m high. All these items changed the deck construction towards a method obstructing completion of non-structural disciplines and changed the inshore mating operation of the substructure with that topside towards a complex lifting and fitting campaign. Despite these elementary design changes and some rigorous changes in the planning of the various activities, the contract schedule was achieved in time. The above efforts had an obvious effect on the managerial issues towards the project. It required a doubling of the manning levels and engineering issues of in some cases R&amp;D nature. Despite all these challenges and complications, the platform left Vlissingen well ahead of time, on 18 August 2010, to set sail for the F3FA site. Upon arrival in the field, the weather deteriorated severely and the tow was forced to seek shelter in Rotterdam. Just before arrival in Rotterdam severe waves were encountered up to 6–7m maximum. Upon inspection in Rotterdam, the design proved to be resilient as no signs of damage were observed. Following 10 days waiting on weather the platform was towed to the field for the second time. Installation and lifting the deck to the top elevation was achieved within a record time of 2 days and 4 hours. Thereafter the platform hook-up team continued to work on the platform including completing the deck leg connections, such as installation of superbolts at the top deck level and clamp shells, rubber pads and grout at the cellar deck level. Further hook-up work consisted of hooking up the life support systems before arrival of the drill rig on 14th October 2010. The drilling of the first well was completed early January 2011 and first gas was introduced in to the pipeline system since week 4 of 2011.
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