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on Economics of Strategic Management |
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Issue of 2020‒03‒02
four papers chosen by João José de Matos Ferreira Universidade da Beira Interior |
| By: | Igor Letina; Armin Schmutzler; Regina Seibel |
| Abstract: | This paper provides a theory of strategic innovation project choice by incumbents and start-ups. We apply this theory to identify the effects of prohibiting start-up acquisitions. We differentiate between killer acquisitions (when the incumbent does not commercialize the acquired start-up’s technology) and acquisitions with commercialization. A restrictive acquisition policy reduces the variety of research approaches pursued by the firms and thereby the probability of discovering innovations. Furthermore, it leads to strategic duplication of the entrant’s innovation by the incumbent. These negative innovation effects of restrictive acquisition policy have to be weighed against the pro-competitive effects of preserving potential competition. |
| Keywords: | innovation, acquisitions, mergers, competition, start-ups. |
| JEL: | O31 L41 G34 |
| Date: | 2020–02 |
| URL: | http://d.repec.org/n?u=RePEc:ube:dpvwib:dp2003&r=all |
| By: | Nikolaou, Paraskevi |
| Abstract: | The purpose of this paper is to outline human resource management strategies in educational institutions and investigate the implications of the systemic approach. The methodology is the combination of primary and secondary research. Primary research is quantitative and refers to a case study on conflict management in an educational organization between the Director and his subordinates. The method of collecting data was the on-site observation from the position of deputy director, since it is an experiential experience. Secondary research is based on content analysis from different case studies, draws data from modern literature, leads to critical analysis of human resource management strategy theories and examines their effectiveness. Conflict in an educational organization is influenced by both structural and personal factors. According to modern theories of management education, conflicts in an educational organization can be both positive and negative and can positively contribute to activating people for greater effort and efficient operation. This research argues that a comprehensive analysis of the environment and complex systems can contribute to the understanding of contemporary issues. It is based on the principles of systemic theory and suggests the imperative need of knowledge of conflict management by education executives. There are bibliographic gaps in the recording and analysis of case studies, dealing with the management and resolution of conflicts between education staff and subordinates. |
| Keywords: | system approach, human resources management, conflict management, structural and personal factors, effective communication |
| JEL: | I21 M12 |
| Date: | 2018–10–19 |
| URL: | http://d.repec.org/n?u=RePEc:pra:mprapa:98628&r=all |
| By: | Roberta De Santis (ISTAT); Cecilia Jona Lasinio (ISTAT); Piero Esposito (LUISS) |
| Abstract: | In this paper, we empirically analyse the environmental regulation-productivity nexus for 14 OECD countries in the period 1990-2013. Our findings support the hypothesis that environmental policies have a productivity growth enhancing effect through innovation as suggested by Porter and Van Der Linde (1995). We provide evidence that both market and non-marked based policies foster labour and multifactor productivity growth and that the positive association is better captured by environmental adjusted productivity indicators. Moreover, we find that productivity increases resulting from changes in the environmental regulation pass through a stimulus to capital accumulation and this effect is concentrated in high ICT intensive countries. Overall, the need to speed up the transition towards a “green economy” for environmental protection purposes can be seen also as an opportunity to improve competitiveness generating a virtuous circle between innovation and environmental friendly production techniques. |
| Keywords: | Inenvironmental regulation, productivity, innovation, Porter hypothesis, |
| JEL: | D24 Q50 Q55 O47 O31 |
| Date: | 2020 |
| URL: | http://d.repec.org/n?u=RePEc:lui:lleewp:20153&r=all |
| By: | Grover,Arti Goswami; Torre,Ivan |
| Abstract: | Using the management and operational practices survey in the Russian Federation, this paper finds that an average Russian manufacturing firm adopts 43 percent of the structured management practices (a score of 0.43), a value that is far from the frontier (for example, the United States scores 0.62). This average mask the wide heterogeneity in practices, where a large share of firms adopt few structured management practices and only 3.5 percent of them have a score over 0.75. Consistent with the findings in other countries, better managed firms in Russia show stronger firm performance, measured as gross revenue per employee, value added per employee, total factor productivity, and employment growth. Improving the management score from the 10th to the 90th percentile is associated with an increase in sales per worker by 87 percent, value added per worker by 30 percent, and total factor productivity by 13.5 percent. What drives better management capabilities? Russian firms are similar to those in other countries, such that exporters and firms with foreign linkages are better managed. Switching from operating purely in the domestic market to being globally linked is associated with a significant increase in management capabilities. However, unlike the results in other countries, management capabilities in Russia are not associated with firm age, implying that firms do not learn to be better managed over their life cycle. This result points to the possibility of inefficient allocation of resources, such that learning and selection mechanism does not weed out the badly managed firms, perhaps due to the lack of pro-competitive forces. |
| Date: | 2019–09–04 |
| URL: | http://d.repec.org/n?u=RePEc:wbk:wbrwps:8996&r=all |