Journal articles: 'Win-win strategy'

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Gleason, Diana. "A WIN-WIN Strategy." Legal Reference Services Quarterly 18, no. 4 (2001): 87–92. http://dx.doi.org/10.1300/j113v18n04_07.

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Marques, Joan. "Workplace diversity: developing a win‐win‐win strategy." Development and Learning in Organizations: An International Journal 22, no. 5 (2008): 5–8. http://dx.doi.org/10.1108/14777280810896372.

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Lowenhaupt, M. "′Win‐win′ opportunity." Managing Service Quality: An International Journal 2, no. 1 (1992): 55–58. http://dx.doi.org/10.1108/09604529210029056.

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de los Reyes, Gastón, Markus Scholz, and N. Craig Smith. "Beyond the “Win-Win”." California Management Review 59, no. 2 (2017): 142–67. http://dx.doi.org/10.1177/0008125617695286.

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While Porter and Kramer’s Creating Shared Value (CSV) works well as a management framework to address “win-win” business and society issues, it leaves managers ill-equipped to legitimately manage issues where they face the prospect of “win-lose” or “lose-win” social engagements. For legitimacy, managers need to bolster CSV with ethical frameworks—specifically, norm-taking and norm-making frameworks. Managers can be better positioned to create shared value through CSV+, a multi-part framework built around CSV and augmented by ethical frameworks.

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Min, Sung Kil. "Introduction-Deficiency, Supplement and Win-win Strategy." Journal of the Korean Medical Association 44, no. 3 (2001): 237. http://dx.doi.org/10.5124/jkma.2001.44.3.237.

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Reid, Gina C. "Partnering with Physicians: A Win-Win Strategy." Home Health Care Management & Practice 12, no. 4 (2000): 1–8. http://dx.doi.org/10.1177/108482230001200406.

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Brand, Rebecca J., Rachel T. H. Gans, Megan M. Himes, and Natalie R. Libster. "Playdates: A Win-Win-Win Strategy for Recruitment of Infant Participants." Infancy 24, no. 1 (2018): 110–15. http://dx.doi.org/10.1111/infa.12269.

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Altarawneh, Ghada A., Ahmad B. Hassanat, Ahmad S. Tarawneh, David Carfì, and Abdullah Almuhaimeed. "Fuzzy Win-Win: A Novel Approach to Quantify Win-Win Using Fuzzy Logic." Mathematics 10, no. 6 (2022): 884. http://dx.doi.org/10.3390/math10060884.

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The classic notion of a win–win situation has a key flaw in that it cannot always offer the parties equal amounts of winningsbecause each party believes they are winners. In reality, one party may win more than the other. This strategy is not limited to a single product or negotiation; it may be applied to a variety of situations in life. We present a novel way to measure the win–win situation in this paper. The proposed method employs fuzzy logic to create a mathematical model that aids negotiators in quantifying their winning percentages. The model is put to the test on real-life negotiation scenarios such as the Iraqi–Jordanian oil deal and iron ore negotiation (2005–2009), in addition to scenarios from the game of chess. The presented model has proven to be a useful tool in practice and can be easily generalized to be utilized in other domains as well.

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Elkington, John. "Towards the Sustainable Corporation: Win-Win-Win Business Strategies for Sustainable Development." California Management Review 36, no. 2 (1994): 90–100. http://dx.doi.org/10.2307/41165746.

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Mcfaul, Michael, Abbas Milani, and Larry Diamond. "A Win-Win U.S. Strategy for Dealing with Iran." Washington Quarterly 30, no. 1 (2007): 121–38. http://dx.doi.org/10.1162/wash.2006-07.30.1.121.

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Martins, Michelle Márcia Viana, Scarlett Queen Almeida Bispo, Fernanda Aparecida Silva, Heloisa Lee Burnquist, and Angel Manuel Benitez Rodriguez. "Climate finance towards greener agriculture: a win-win strategy." Revista Tempo do Mundo (RTM): n. 34, abr. 2024 34 (November 14, 2024): 317–44. https://doi.org/10.38116/rtm34art12.

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International agreements, like the Paris Agreement, obligate developed countries to financially support developing countries (DCs) in mitigating greenhouse gas (GHG) emissions and adapting to climate change. However, these investments have fallen short, mainly to sustainable agricultural projects, requiring a smart solution. Countries with vast agricultural production and forest reserves, like Brazil and Indonesia, are major contributors to GHG emissions through deforestation. The objective of this study is to assess the role of climate finance in assisting DCs in mitigating GHG emissions and adapting to climate change, particularly in the agricultural sector. The methodology adopted includes a policy-oriented approach, proposing the establishment of the Sustain (Sustainable Financing in Specific Territories for Reforestation, Recovering and Nature) mechanism. We recommend strengthening the management of climate finance to ensure that DCs achieve ambitious goals for reducing GHG and adapting to climate change with a mechanism Sustain. As a first step, the Group of Twenty (G20) should establish the Sustain as a financing modality within the climate fund aimed at addressing issues related to agriculture and land use change. Sustain will serve as an international platform to attract foreign investment for ecosystem preservation and food supply in DCs. Key recommendations for project selection include: prioritizing DCs involved in international trade and committed to sustainable production; supporting projects that promote low-carbon agricultural practices; developing standardized monitoring and reporting procedures for GHG emissions reductions; encouraging the adoption of international agricultural sustainability standards; and ensuring social inclusion and gender equity in the project benefits. The G20 should co-finance these projects by combining its resources with other investments.

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Mimouni Chaabane, Aîda, Ouidade Sabri, and Béatrice Parguel. "Competitive advertising within store flyers: A win–win strategy?" Journal of Retailing and Consumer Services 17, no. 6 (2010): 478–86. http://dx.doi.org/10.1016/j.jretconser.2010.08.001.

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Zhao, Liming. "International technology-transfer negotiations: towards a win-win strategy." International Journal of Technology Management 14, no. 2/3/4 (1997): 287. http://dx.doi.org/10.1504/ijtm.1997.001732.

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Tsai, Jiin-Song, and Cheryl S. F. Chi. "Learning for Win-Win Collaboration." Journal of Construction Engineering and Management 141, no. 7 (2015): 04015013. http://dx.doi.org/10.1061/(asce)co.1943-7862.0000993.

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Newall, Ian. "Is win‐win just pie in the sky?" Strategic Direction 22, no. 6 (2006): 3–6. http://dx.doi.org/10.1108/02580540610665426.

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Buresh, Donald L. "Practical Suggestions for Win-Win, Win-Lose, Lose-Win, and Lose-Lose Strategies in Mediation or Arbitration." Journal of Human Psychology 1, no. 4 (2022): 24–34. http://dx.doi.org/10.14302/issn.2644-1101.jhp-22-4129.

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This essay discusses the practical aspects of mediation and arbitration. The article outlines effective steps to implement win-win, win-lose, lose-win, and lose-lose negotiation strategies. It is posited that with a win-win strategy, the job of a mediator or arbitrator is to find a win-win scenario that is acceptable to both sides. The role of a mediator or arbitrator when the parties are engaging in win-lose, lose-win, and lose-lose strategies is different in that at least one of the parties is not seeking a win for all sides. In particular, when the parties are not involved in a win-win, and court is an option, the parties need to gain as much information about the opposing party as possible to use it to their advantage in court. This is unfortunate but, at times, a necessary result of not participating in a win-win outcome.

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Wan, Wenbin, Yuxin Jin, and Yijia Sui. "Negotiation Strategy to Achieve a Win-Win Result within Oligopolies." American Journal of Industrial and Business Management 09, no. 12 (2019): 2144–55. http://dx.doi.org/10.4236/ajibm.2019.912142.

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Deych, T. L. "China in Africa: Neo-Colonial Power or “Win-Win” Strategy?" Outlines of global transformations: politics, economics, law 11, no. 5 (2018): 119–41. http://dx.doi.org/10.23932/2542-0240-2018-11-5-119-141.

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The article deals with China’s policy in Africa in the last decade. As the analysis shows, China is increasing steadily its presence in Africa, not only in the countries rich in resources, although the resources, especially oil, remain of particular importance for the Chinese economy, but also in the poor in natural resources and little attractive from the strategic point of view states. The author analyzes the features of China’s diplomacy on the continent, China-Africa trade relations, the activities of Beijing as a donor and investor in Africa. Special attention is paid to “One belt – one road” initiative, which takes the important place in today’s China strategy, and to role, which African countries, located on the crossroads of the land and sea “silk roads”, play in this initiative. The Chinese strategy envisages the implementation of infrastructure projects, including the construction of railways and highways, aviation communications, energy projects, industrial parks, and construction of seaports in coastal countries. The growth of Beijing’s investments in African economy and the expansion of the spheres of its influence on the continent are the subjects of close attention of politicians, scientists and media. On the one hand, they link with China’s policy the economic growth of African countries, some of which have entered into the ranks of the fastest growing states of the world. On the other hand, they accuse Beijing in “neo-colonial policy”, claiming that China is guided by its own interests, far from the African interests, and violates human rights and environmental standards in struggle for resources. The author concludes that an objective analysis of the various aspects of Beijing’s activities in Africa in the last decade, as well as the assessment of this activity by Africans in the course of interviews, may allow to establish the truth.

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Zhao, Haiyan, William Kolarik, Wayne Turner, and Kenneth Case. "A Win-Win Strategy to Energy Financing Challenges—Performance Contracts." Energy Engineering 103, no. 4 (2006): 53–80. http://dx.doi.org/10.1080/01998590609509472.

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Will, Matthias Georg. "Successful organizational change through win-win." Journal of Accounting & Organizational Change 11, no. 2 (2015): 193–214. http://dx.doi.org/10.1108/jaoc-06-2013-0056.

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Purpose – This paper aims to show new ways of overcoming resistance during organizational change by applying insights from New Institutional Economics. Design/methodology/approach – This is a conceptual paper that adapts findings from New Institutional Economics. Findings – The paper highlights the relevance of interactions between managers and employees for value creation processes: interactions can generate either win–win or lose–lose situations. By altering the restrictions on managers’ and employees’ behavior, change managers can create mutual benefits for the staff and the firm. The paper thus explicitly considers the individual interests of employees and managers and highlights an approach to link individual interests with the collective interests of the firm by means of appropriate interactions. Additionally, the paper elaborates the relevant factors that determine the success of classical change management measures, like communication or participation, to overcome resistance during organizational change. Research limitations/implications – The developed framework also indicates important conditions where approaches inspired by management, psychological and sociological theories can be successfully applied and where change management will benefit from being complemented by New Institutional Economics. Practical implications – Change managers can optimize inter-organizational competition or cooperation to generate a win–win situation by means of appropriate formal or informal restrictions (like incentives or binding mechanisms). Originality/value – This paper applies insights from New Institutional Economics to show how organizational change can be facilitated by producing mutual benefits. This paper postulates that organizational change often fails or, at the very least, meets with stiff resistance due to dysfunctional interactions within the company. However, such interactions actually contain great opportunities for change managers: by shifting the focus of these interactions, they can generate the potential for win–win situations. In this approach, mutual benefits are a decisive factor in increasing the acceptance to organizational change and overcoming resistance.

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Thomas, Stephanie, Jacqueline Eastman, C. David Shepherd, and Luther Trey Denton. "A comparative assessment of win-win and win-lose negotiation strategy use on supply chain relational outcomes." International Journal of Logistics Management 29, no. 1 (2018): 191–215. http://dx.doi.org/10.1108/ijlm-10-2016-0238.

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Purpose The purpose of this paper is to study the relational impact of using win-win or win-lose negotiation strategies within different types of buyer-supplier relationships. Design/methodology/approach A multi-method approach is used. Qualitative interviews with supply chain managers reveal that relationship-specific assets and cooperation are important relational factors in buyer-supplier negotiations. Framing interview insights within the social exchange theory (SET), hypotheses are tested using a scenario-based behavioral experiment. Findings Experimental results suggest that win-lose negotiators decrease their negotiating partner’s commitment of relationship-specific assets and levels of cooperation. In addition, the use of a win-lose negotiation strategy reduces levels of relationship-specific assets and cooperation more in highly interdependent buyer-supplier relationships than relationships that are not as close. Research limitations/implications Buyer-supplier relationships are complex interactions. Negotiation strategy choice decisions can have long-term effects on the overall relationship. As demonstrated in this study, previous research focusing on one side “winning” a negotiation as a measure of success has oversimplified this complex phenomenon. Practical implications The use of a win-lose negotiation strategy can have a negative impact on relational outcomes like cooperation and relationship-specific assets. For companies interested in developing strong supply chain relationships, buyer and suppliers should choose their negotiation strategy carefully as the relational impact extends beyond the single negotiation encounter. Originality/value Previous research predominantly advocates for the use of a win-win negotiation strategy within interdependent relationships. This research offers evidence that the use of a win-lose strategy does have a long-term relational impact.

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Zhang, Xueqing. "Win–Win Concession Period Determination Methodology." Journal of Construction Engineering and Management 135, no. 6 (2009): 550–58. http://dx.doi.org/10.1061/(asce)co.1943-7862.0000012.

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Daimon-Sato, Takeshi. "Sino-Japan Aid War and India’s Role: Possibilities for ‘Win-Win-Win’." China Report 57, no. 3 (2021): 289–308. http://dx.doi.org/10.1177/00094455211023907.

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For the past decade, China and Japan have been competing against each other over aid market with its implicit intention to pursue their economic interests, which turned into a rivalry between two diplomatic concepts: Chinese Belt and Road Initiative (BRI) versus Japanese Free and Open Indo-Pacific (FOIP) Strategy. The severe competition over high-speed rail (HSR) by two countries, joined by French and German competitors, has been intensified for the benefit of China, taking all of its catchup benefits with its dubious sense of rule of law. This article asks if the two initiatives can coexist with the entry of India into the game and form an equilibrium of ‘grand coalition’, benefiting all its players as ‘win-win-win’ game, which turns out to be feasible and unstable. Nevertheless, Japan still seems to have a good reason to keep India as a strategic partner of FOIP as well as a ‘gateway’ for Central and Western Asia with fragile states such as Afghanistan and Pakistan, and official development assistance (ODA) could play a significant catalyst role as ‘human security’ promoted by Professor Amartya Sen and ex-UNHCR Ms. Sadako Ogata. The COVID-19 pandemic together with the exit of the isolationist US administration may provide the world with glimmering sense of hope for the year 2021 and beyond, if and only if one becomes more aware of the complementarities of comparative advantage of China, India and Japan to pursue common interests.

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Vladimir Rouvinski. "BOLSONARO’S MOSCOW VISIT WIN-WIN OPPORTUNITY." Current Digest of the Russian Press, The 74, no. 007 (2022): 18. http://dx.doi.org/10.21557/dsp.75056673.

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Guo, Jiabao, Guo Tian, Qiyu Zhao, and Tian'an Jiang. "Fast hemostasis: a win-win strategy for ultrasound and microwave ablation." OncoTargets and Therapy Volume 11 (March 2018): 1395–402. http://dx.doi.org/10.2147/ott.s151219.

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McGuckin, Maryanne, Julie Storr, Yves Longtin, Benedetta Allegranzi, and Didier Pittet. "Patient Empowerment and Multimodal Hand Hygiene Promotion: A Win-Win Strategy." American Journal of Medical Quality 26, no. 1 (2010): 10–17. http://dx.doi.org/10.1177/1062860610373138.

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Callan, Clair M. "Patient Empowerment and Multimodal Hand Hygiene Promotion: A Win-Win Strategy." American Journal of Medical Quality 26, no. 1 (2011): 6–7. http://dx.doi.org/10.1177/1062860610387047.

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Day, Robert, Robert Garfinkel, and Steven Thompson. "Integrated Block Sharing: A Win–Win Strategy for Hospitals and Surgeons." Manufacturing & Service Operations Management 14, no. 4 (2012): 567–83. http://dx.doi.org/10.1287/msom.1110.0372.

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Zhu, Weiping, and Hongguang Yao. "Service supply chain incentive strategy: from the perspective of win-win." International Journal of Services Technology and Management 26, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijstm.2020.10027045.

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Zhu, Weiping, and Hongguang Yao. "Service supply chain incentive strategy: from the perspective of win-win." International Journal of Services Technology and Management 26, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijstm.2020.105400.

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Ramachandran, Jayalakshmy, Nafis Alam, and Chea Ei Goh. "A win-win situation for both managers and shareholders." Managerial Finance 46, no. 8 (2020): 977–1000. http://dx.doi.org/10.1108/mf-07-2018-0308.

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PurposeTo examine the impact of corporate governance on Cost of Capital (COC) and financial distress in the ASEAN countries.Design/methodology/approachWe compiled a list of the 50 largest publicly listed firms by market capitalization in each of the following five East Asian countries, namely Malaysia, Singapore, Thailand, the Philippines, and Indonesia. Furthermore, we then divided the five countries into two distinctive categories – (i) Malaysia and Singapore (Common Law/strong legal protection countries) and (ii) Thailand, the Philippines, and Indonesia (Civil Law/weak legal protection countries). The annual data is collected for the time period ranging from 2006 to 2015, allowing a total observation of 1,317 firm years.FindingsOverall, the paper supports the findings of many researchers that Board independence, promulgating good corporate governance, leads to better access to capital at lower cost, thus providing growth opportunities for ASEAN region. Taking lead from Simpson and Gleason (1999) and similar, we emphasize that during financial distress CEO duality will strengthen control systems and reduce internal discord in ASEAN firms.Originality/valueThe paper is one of the niche studies that has incorporated the difference between civil and common law rule in the study of corporate governance and its impact on financial measures of firms' in the ASEAN countries.

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Gillespie, James J., and Max H. Bazerman. "Parasitic Integration: Win-Win Agreements Containing Losers." Negotiation Journal 13, no. 3 (1997): 271–82. http://dx.doi.org/10.1111/j.1571-9979.1997.tb00132.x.

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Söhnlein, Guillermo. "Innovative Business Strategies for Financing Ocean Exploration: The Win-Win-Win “Citizen Science” Model." Marine Technology Society Journal 46, no. 5 (2012): 74–79. http://dx.doi.org/10.4031/mtsj.46.5.6.

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AbstractHumans have mapped less than 5% of the ocean floor and studied less than 1% of the marine environment. Historically, the primary reason for so few exploration initiatives is a lack of adequate financing. This global lack of funding is in turn driven by a number of other potential factors that affect the three general groups involved in these types of activities: namely, government agencies, nonprofit organizations, and for-profit companies. Since none of the three groups can achieve significant advances in ocean exploration on their own, the clear solution is collaboration, both within each group and also among the three groups. Even as ocean exploration projects move slowly toward a more collaborative approach, the question remains of how to best finance the efforts, and a new innovative source of capital may be justified. Looking at other fields and industries, we can leverage two emerging global trends and combine them into a unique financing model: high-end travel enthusiasts seeking “experience” trips who are also interested in “citizen science” expeditions. This commentary reviews three case studies on the potential viability of using this model as a strategy to finance ocean exploration.

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Scott, Gail. "Creating a Learning Environment: A Win-Win Approach." Journal of Healthcare Management 46, no. 6 (2001): 361–64. http://dx.doi.org/10.1097/00115514-200111000-00004.

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Agostini, A., P. Serra, J. Giuntoli, E. Martani, A. Ferrarini, and S. Amaducci. "Biofuels from perennial energy crops on buffer strips: A win-win strategy." Journal of Cleaner Production 297 (May 2021): 126703. http://dx.doi.org/10.1016/j.jclepro.2021.126703.

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Carrino, Linda, Donato Visconti, Nunzio Fiorentino, and Massimo Fagnano. "Biofuel Production with Castor Bean: A Win–Win Strategy for Marginal Land." Agronomy 10, no. 11 (2020): 1690. http://dx.doi.org/10.3390/agronomy10111690.

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The urgency to reduce resource depletion and waste production is expected to lead to an economy based on renewable resources. Biofuels, for instance, are a great green alternative to fossil fuel, but they are currently derived from edible vegetable oils such as soybean, palm, and sunflower. Concerns have been raised about the social–economic implication and ecological impacts of biodiesel production. Cultivating new lands as biodiesel feedstock rather than food supply, with the consequent increase in food prices, leads to so-called indirect land-use change (ILUC). Establishing bioenergy crops with phytoremediation ability on contaminated soils offers multiple benefits such as improving soil properties and ecosystem services, decreasing soil erosion, and diminishing the dispersion of potentially toxic elements (PTEs) into the environment. Castor bean is an unpalatable, high-biomass plant, and it has been widely demonstrated to possess phytoremediation capability for several PTEs. Castor bean can grow on marginal lands not suitable for food crops, has multiple uses as a raw material, and is already used in biodiesel production. These characteristics make it perfect for sustainable biodiesel production. Linking biofuel production with environmental remediation can be considered a win–win strategy.

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박한혁, 이상윤, and 강동남. "A Study on a Mutual Win-Win Growth Strategy for Korean Supermarkets." Journal of Distribution Science 12, no. 3 (2014): 43–53. http://dx.doi.org/10.15722/jds.12.3.201403.43.

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Yang, P. C. "A WIN-WIN STRATEGY FOR AN INTEGRATED VENDOR‐BUYER DETERIORATING INVENTORY SYSTEM." Mathematical Modelling and Analysis 11, no. 1 (2006): 105–16. http://dx.doi.org/10.3846/13926292.2006.9637306.

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An integrated approach considering the view of both the buyer and the vendor is discussed in this study. It can be shown numerically that the integrated approach results in an impressive cost reduction when compared with an independent decision approach by the buyer. Although the integrated total cost decreases, the buyer's cost increases due to larger orders. To entice the buyer to accept larger order quantity, a permissible delay in payment is offered by the vendor to the buyer. A negotiation factor is also incorporated to share the benefits.

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Örsdemir, Adem, Vinayak Deshpande, and Ali K. Parlaktürk. "Is Servicization a Win-Win Strategy? Profitability and Environmental Implications of Servicization." Manufacturing & Service Operations Management 21, no. 3 (2019): 674–91. http://dx.doi.org/10.1287/msom.2018.0718.

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Fu, Liqun, Hongseok Kim, Jianwei Huang, Soung Chang Liew, and Mung Chiang. "Energy Conservation and Interference Mitigation: From Decoupling Property to Win-Win Strategy." IEEE Transactions on Wireless Communications 10, no. 11 (2011): 3943–55. http://dx.doi.org/10.1109/twc.2011.091411.110354.

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Park, Han-Hyuk, Dong-Nam Kang, and Sang-Youn Lee. "A Study on a Mutual Win-Win Growth Strategy for Korean Supermarkets." Journal of Distribution Science 12, no. 3 (2014): 43–53. http://dx.doi.org/10.13106/jds.2014.vol12.no3.43.

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Sharma, Moumita, and Pallavi Srivastava. "Meesho: Will restructuring override win-win HR policies?" Emerald Emerging Markets Case Studies 13, no. 4 (2023): 1–30. http://dx.doi.org/10.1108/eemcs-12-2022-0451.

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Learning outcomes This case study attempts to sensitize the impact of restructuring on the organization’s employer brand. The students shall learn to appreciate the criticality of maintaining a balance between being an employee-centric organization and building a sustainable business model, to analyze the alternative people management strategies in emerging start-ups. Case overview/synopsis This case study illustrates the innovative human resource (HR) policies adopted by the start-up Meesho. Meesho was started as “Fashnear” by two Indian Institute of Technology graduates Sanjeev Barnwal and Vidit Aatrey in the year 2015, with the headquarters located in Bengaluru, Karnataka, India. It was a social commerce platform wherein the local apparel sellers or manufacturers could register themselves on the app and sell their products online to nearby consumers and the product would be delivered to their homes. Later, it was renamed Meesho (Meri E-Shop) with an improved business model. The innovative people-centric policies got Meesho recognition as one of the most employee-friendly start-ups and an innovative employer. However, later as part of the restructuring exercise, it had to lay off employees, which had a counter impact on its reputation and image as a desirable employer. This case study captures the dilemma faced by start-ups like Meesho who were in the process of sustaining their growth and optimizing their workforce and, at the same time, have to manage their employer brand in the process. Complexity academic level This case study can be used at the postgraduate level of management and in executive management programs. Supplementary material Teaching notes are available for educators only. Subject code CSS6: Human resource management.

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Mitchell, A. "The camel, the cuckoo and the reinvention of win-win marketing." Journal of Brand Management 8, no. 4 (2001): 255–69. http://dx.doi.org/10.1057/palgrave.bm.2540027.

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Boute, Robert N., Stephen M. Disney, Marc R. Lambrecht, and Benny Van Houdt. "A win–win solution for the bullwhip problem." Production Planning & Control 19, no. 7 (2008): 702–11. http://dx.doi.org/10.1080/09537280802573767.

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Papakonstantinidis, Prof L. A. "The Win-Win-Win Papakonstantinidis Model: An Approach between Empathy and Conflict Strategy An Inquiry into the T. Schelling‘s ―The Strategy of Conflict‖ (1960)." International Journal of Innovation and Economic Development 6, no. 5 (2020): 28–70. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.65.2003.

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The paper, based on the T. Schelling‘s (1960) strategy of conflict deals with the equilibrium conditions and strategy between empathy and conflict: we investigate if the win-win-win papakonstantinidis model, as a conflict strategy could co-exists with the empathy as a pure behavioural condition focusing on improving the bargaining power Analytical, We investigate the interaction, empathy- global bargain, in a subjective and objective way 1. Objectively as a conflict strategy that is an inherent element of every entity and 2 subjectively, through empathy and sensitivity We investigate the win-win-win papakonstantinidis from the empathy prism Especially, We investigate if empathy is included in conflict strategies Empathy definitions encompass a broad range of emotional states, including caring for other people and having a desire to help them; experiencing emotions that match another person’s emotions; discerning what another person is thinking or feeling; and making less distinct the differences between the self and the other. It can also be understood as having the separateness of defining oneself and another blur Intuitive Bargaining and Bounded Reality in the Jackpot of Life The combined work of all 4 authors (Nash, Harsanyi, Selten, Gigerenzer) has definitely demonstrated the physical and psychological constraints in (cooperative/non-cooperative) bargaining and negotiation processes, with reference to economic gaming behavior, decision-making and legal interaction of players. As a result, we can safely assume that the ‗information gap‘ is the dominant key factor for humans to ‗make a living‘. The sensitization process of the Papakonstantinidis model of the 3 win can achieve the full ‗angel‘s point‘, concerning a bottom-up collective bargaining process by propelling meta-capitalist evolution forward,in terms of participatory capital formation. The intuitive 3 win approach calls for (capital- based) bargaining mutualism and has its analogy in the many living examples of biological mutualism.

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Papakonstantinidis, Prof L. A. "The Win-Win-Win Papakonstantinidis Model: An Approach between Empathy and Conflict Strategy An Inquiry into the T. Schelling‘s ―The Strategy of Conflict‖ (1960)." International Journal of Innovation and Economic Development 6, no. 5 (2020): 28–70. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.65.2003.

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The paper, based on the T. Schelling‘s (1960) strategy of conflict deals with the equilibrium conditions and strategy between empathy and conflict: we investigate if the win-win-win papakonstantinidis model, as a conflict strategy could co-exists with the empathy as a pure behavioural condition focusing on improving the bargaining power Analytical, We investigate the interaction, empathy- global bargain, in a subjective and objective way 1. Objectively as a conflict strategy that is an inherent element of every entity and 2 subjectively, through empathy and sensitivity We investigate the win-win-win papakonstantinidis from the empathy prism Especially, We investigate if empathy is included in conflict strategies Empathy definitions encompass a broad range of emotional states, including caring for other people and having a desire to help them; experiencing emotions that match another person’s emotions; discerning what another person is thinking or feeling; and making less distinct the differences between the self and the other. It can also be understood as having the separateness of defining oneself and another blur Intuitive Bargaining and Bounded Reality in the Jackpot of Life The combined work of all 4 authors (Nash, Harsanyi, Selten, Gigerenzer) has definitely demonstrated the physical and psychological constraints in (cooperative/non-cooperative) bargaining and negotiation processes, with reference to economic gaming behavior, decision-making and legal interaction of players. As a result, we can safely assume that the ‗information gap‘ is the dominant key factor for humans to ‗make a living‘. The sensitization process of the Papakonstantinidis model of the 3 win can achieve the full ‗angel‘s point‘, concerning a bottom-up collective bargaining process by propelling meta-capitalist evolution forward,in terms of participatory capital formation. The intuitive 3 win approach calls for (capital- based) bargaining mutualism and has its analogy in the many living examples of biological mutualism.

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Winchester, Niven. "A win-win solution to abate aviation CO2 emissions." Journal of Air Transport Management 80 (September 2019): 101692. http://dx.doi.org/10.1016/j.jairtraman.2019.101692.

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Bung, Purushottam. "C OLLABORATIVE MENTORING MODELS IN HIGHER EDUCATIONAL INSTITUTIONS: A WIN - WIN - WIN STRATEGY FOR MENTOR, MENTEE, AND THE INSTITUTION." Journal of Advances in Business Management 1, no. 3 (2015): 197–203. http://dx.doi.org/10.14260/jadbm/2015/23.

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Carpenter, Michael A. "Planning vs strategy—which will win?" Long Range Planning 19, no. 6 (1986): 50–53. http://dx.doi.org/10.1016/0024-6301(86)90096-8.

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Hung, Chung-Shan, Ching-Hui Loh, Jyh-Gang Hsieh, Jia-Ching Chen, Yan-Wei Lin, and Chia-Feng Yen. "The Potential Win-win Strategy for Healthy Aging and Environmental Protection: Environmental Volunteering." American Journal of Health Promotion 36, no. 3 (2021): 510–13. http://dx.doi.org/10.1177/08901171211055599.

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Purpose To explore the physical activity level of community environmental volunteering (CEV) participants and the differences in physical functions and daily activity patterns between the older adults who engaged in intensive CEV (≥15 hours/week) and non-intensive CEV (<15 hours/week) groups. Design Cross-sectional study. Setting Three recycling stations in Taiwan. Sample In total, 113 community-dwelling older adults who regularly participated in CEV. The response rate was 53%. Measures The ActiGraph wGT3x-BT accelerometer for the percentage of sedentary, light, and moderate to vigorous physical activity (MVPA) of CEV time and awaken time; the Jamar hand dynamometer for grip strength; and the MicroFET3 muscle testing dynamometer for knee extension strength. Analysis Analysis of covariance with the baseline characteristics as covariates. Results Overall, MVPA, light, and sedentary activities accounted for 53.73%, 41.10%, and 5.23% of CEV time, respectively. The intensive group (n = 61) displayed greater dominant handgrip strength ( P = .004) and higher MVPA percentage in daily life ( P = .044) than the non-intensive group (n = 52). Conclusion CEV provides sufficient opportunities for older adults to perform physical activity. Intensive CEV is related to greater handgrip strength but not lower limb strength. Further study is needed to establish the causal relationship between CEV and health variates.

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Journal articles on the topic 'Win-win strategy'

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