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Business Partners (business + partner)
Selected AbstractsIs HR ready to take on the role of business partner?EMPLOYMENT RELATIONS TODAY, Issue 3 2002Laura Sandstrom First page of article [source] A cultural revolution transforms ACUITY as an employer and a business partnerGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 2 2005John Signer It became clear by the late 1990s that ACUITY's approach to relationships with its employees and agents, a product of the insurance company's 70-year history, was untenable going forward. ACUITY committed to a complete change of its corporate culture. The five-year effort led to many improvements that have had positive, tangible results for both employee and agency relationships, as well as for overall operations, culminating in ACUITY's selection as best mid-sized employer in America and the best company for agents to do business with. © 2005 Wiley Periodicals, Inc. [source] How Are Digital Signatures Changing International Business?JOURNAL OF CORPORATE ACCOUNTING & FINANCE, Issue 6 2001Kamal Khan Digital signatures can help you authenticate the identity of a distant business partner over the Internet. The author explains the basics and provides a useful checklist for developing your own corporate digital signature policy. © 2001 John Wiley & Sons, Inc. [source] Determinants of new firm success,PAPERS IN REGIONAL SCIENCE, Issue 2 2000Veronique A.J.M. Schutjens New firm growth; success determinants; starter typology Abstract. The differences between new firms, even the differences present right at the start, may affect their life course and success over time. This article addresses the determinants of success of Dutch start-ups from a longitudinal perspective. After an overview of the literature on both the definition of success and the success factors of new firms we test how new firm characteristics relate to firm growth in number of employees using a panel of nearly 2,000 firms. In addition to a large firm size right from the start, good preparation, having a business partner, and some years in salaried employment also enhance firm growth. Based on these success determinants we construct a typology of starters that may be used to predict future growth chances. [source] Trust and Innovation: from Spin-Off Idea to Stock ExchangeCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2004Marko Kohtamäki Trust among entrepreneurs, their co-workers and between the entrepreneurs and their business partners plays a key role in the early stages of formation of a new company. In this piece of research, trust is defined as a belief consisting of eight trusting beliefs, emphasising the rational consideration between these beliefs and other situational factors. The concept of trust is developed through objects, mechanisms and antecedents. The present paper is an empirical exploration of these phenomena in the context of innovativeness in a high-tech company. The goal is to describe the role, content and impact of trust at the different stages of a business evolution process. [source] Rebalancing the accounting professionJOURNAL OF CORPORATE ACCOUNTING & FINANCE, Issue 3 2007Paul A. Sharman An alarming shift of balance has occurred in the accounting profession,a shift from a focus on work that facilitates business and economic development toward an emphasis on satisfying regulatory requirements. One result is that accountants are increasingly being trained to satisfy these regulatory requirements instead of being provided with the skills they need to become financial professionals who contribute as performance advisors and strategic business partners. This article presents steps needed to rebalance the accounting profession. © 2007 Wiley Periodicals, Inc. [source] Trust and creativity: understanding the role of trust in creativity-oriented joint developmentsR & D MANAGEMENT, Issue 3 2009Francis Bidault In this article we report on the design, prototyping and results of a research effort aimed at identifying whether and how trust affects the innovativeness of a partnership between two players. The methodology combined an experiment and two questionnaires. The research aimed to increase our understanding of trust and its impact on the innovative outcome of cooperation and to derive some guidance for economic actors, namely R&D managers and executives who intend to build innovation-oriented relationships with their business partners. Specifically, we investigated the effect of trust on partners' creativity and willingness to invest financially in a joint development. Our results show that more trustful partners invest higher amounts in the alliance, while there seems to be an optimum amount of mutual trust between partners who maximize their joint creativity and innovativeness; if the level of mutual trust is below or above this threshold, their joint creativity seems to increase less or even to decrease. Our findings suggest that joint development projects should always include explicit trust development activities at the beginning of the project, and that the amount of trust in the joint team should be monitored to avoid the negative consequences of excessive trust. [source] Public-Private Partnerships: Governance Scheme or Language Game?AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 2010Graeme Hodge Accepting that there is much confusion in current debates about the use of public-private partnerships for public infrastructure projects, the article begins by considering the emergence of the ,PPP phenomenon' as a ,governance scheme' and as a ,language game'. The existence of several types of so-called PPPs, and motives for them, is noted, as are criticism of loose assumptions about them in the debates. The argument then focuses on private finance initiative (PFI) schemes as one branch of cross-sectoral mixing arrangements, and examines the benefits and costs of using this mechanism. The conclusion is a pessimistic one: in the PFI arrangement, the potential for the interests of the advocating government and the business partners to dominate over the public interest has been palpable. There is an urgent need to explore further the merit of these infrastructure ,partnerships' to ensure that they do advance the public interest. [source] Corporate engagement in processes for planetary sustainability: understanding corporate capacity in the non-renewable resource extractive sector, AustraliaBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 8 2007Neil Harris Abstract In recent years corporations have come under increasing pressure from governments, consumers, investors, competitors, business partners and communities to balance their pursuit of economic gain with environmental and social concerns. Non-renewable resource extractive corporations in particular, due to their profile, visibility and activities, have come under mounting pressure to embed the concept of ecological sustainability into strategic decision-making processes and operations. In this regard, there is a growing base of evidence that describes efforts, successes and failures in the sector to meet mounting societal expectations. However, to date there has been limited explanatory research into corporate capacity to engage in processes for ecological sustainability. This paper presents an emergent explanation of the internal factors mediating corporate engagement in ecological sustainability in non-renewable resource extractive corporations in Australia. It identifies the five factors of leadership, resources, structures, culture and understanding and conceptualizes these internal factors as capacity for engagement. While all of the factors are seen as interdependent and essential, leadership is identified as the most critical. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment. [source] Does Relationship Marketing Age Well?BUSINESS STRATEGY REVIEW, Issue 4 2001Jonathan D. Hibbard Most managers agree that close co-operative relationships between business partners yield benefits to all parties. However, some question whether these benefits continue as the relationship ages. This article reports on a study designed to answer this question. The study suggests that, however long the relationship, building trust, commitment and the other components of Relationship Marketing (RM) continue to have a positive effect on the performance of business partners. However, it also shows that, over time, the positive effect diminishes. The authors suggest that managers need to recognize this, and to identify the true costs of building relationships so as to judge whether the diminishing returns justify the effort. Ultimately, managers need to vary their handling of each relationship because standardized RM practices are unlikely to be effective. [source] | |||||||||||||