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European Firms (european + firm)
Selected AbstractsThe Diffusion of Calculative and Collaborative HRM Practices in European FirmsINDUSTRIAL RELATIONS, Issue 4 2006ERIK POUTSMA The aim of this paper is to trace and explain variations in calculative and collaborative human resource management (HRM) practices between companies and across national borders. Variations and similarities are explained in terms of the convergence and divergence of HRM practices determined by national institutions, and the increasing influence of multinational companies (MNCs). We explore the diffusion of HRM practices in Europe over time, using data sets from two surveys conducted in several European countries in 1995 and 2000. We use institutional explanations for the development of three selected bundles of HRM practices: individual, calculative performance-oriented practices; collective incentive schemes for the alignment of interests; and collaborative practices that seek to enhance the commitment of employees. We found substantial effects of country-specific institutions and of the country of origin of MNCs, which clearly support the institutional duality thesis. Foreign-owned MNCs, especially those that are US-based, appear to moderate country-specific institutional effects on the diffusion of the three HRM bundles. [source] ZIMBABWE,EU: European Firms Added to Sanctions ListAFRICA RESEARCH BULLETIN: ECONOMIC, FINANCIAL AND TECHNICAL SERIES, Issue 1 2009Article first published online: 9 MAR 200 No abstract is available for this article. [source] ,I could be dead for two weeks and my boss would never know': telework and the politics of representationNEW TECHNOLOGY, WORK AND EMPLOYMENT, Issue 2 2009Andrea Whittle This article presents data from a qualitative study of teleworking consultants in a European firm. We examine the ,gap' between the utopian visions produced by the consultants for the benefit of clients and the tales of isolation, disconnection, disaffection and cynicism we observed when clients were not present. The study highlights the power and politics involved in the diffusion of popular images of technology-enabled flexibility. [source] The Association Between Web-Based Corporate Performance Disclosure and Financial Analyst Behaviour Under Different Governance RegimesCORPORATE GOVERNANCE, Issue 6 2007Walter Aerts In this study, we assert and test that the determination of corporate performance communication and financial analysts' earnings forecasting work are closely intertwined processes. The resulting endogeneity in capital markets' information dissemination and use is strongly influenced by a country's governance regime. Results from simultaneous equation regressions show significant interrelationships between financial analysts' activities and corporate disclosure transparency for North American firms. Moreover, analyst following underlies corporate disclosure, which ultimately leads to a reduction in the dispersion of analysts' earnings forecasts. In contrast, capital markets' information dynamics for continental European firms are much weaker. [source] The euro and the competitiveness of European firmsECONOMIC POLICY, Issue 57 2009Gianmarco I.P. Ottaviano SUMMARY EMU and competition Much attention has been paid to the impact of a single currency on actual trade volumes. Lower trade costs, however, matter over and beyond their effects on trade flows: as less productive firms are forced out of business by the tougher competitive conditions of international markets, economic integration fosters lower prices and higher average productivity. We assess the quantitative relevance of these effects calibrating a general equilibrium model using country, sector and firm-level empirical observations. The euro turns out to have increased the overall competitiveness of Eurozone firms, and the effects differ along interesting dimensions: they tend to be stronger for countries which are smaller or with better access to foreign markets, and for firms which specialize in sectors where international competition is fiercer and barriers to entry lower. , Gianmarco I.P. Ottaviano, Daria Taglioni and Filippo di Mauro [source] Payout Policy Pedagogy: What Matters and WhyEUROPEAN FINANCIAL MANAGEMENT, Issue 1 2007Harry DeAngelo G35; G32; H25 Abstract This paper argues that we should abandonMM (1961)irrelevance as the foundation for teaching payout policy, and instead emphasise the need to distribute the full value generated by investment policy (,full payout'). Because MM's assumptions restrict payouts to an optimum, their irrelevance theorem does not provide the appropriate prescription for managerial behaviour. A simple example clarifies why the correct prescription is ,full payout', and why both payout and investment policy matter even absent agency costs (DeAngelo and DeAngelo, 2006). A simple life-cycle generalisation explains the main stylised facts about the payout policies of US and European firms. [source] Environment,Flexibility Coalignment and Performance: An Analysis in Large versus Small FirmsJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 3 2006Antonio J. Verdú-Jover This paper takes a wide-ranging transnational look, within the frame of he European Union, at the differences between large and small firms based on practices of flexibility. More specifically, the research aims to evaluate whether small firms form a homogeneous body in applying flexible practices as opposed to large firms, as well as observing the differential effects on performance when there are discrepancies in the coalignment levels between a firm's actual flexibility and that required by the environment. The hypotheses are tested using data from 417 European firms. The results reveal that (1) good coalignments between actual and required flexibility (flexibility fit) have a greater influence on business performance in the case of small firms; (2) there are significant differences between small and large firms as regards operative flexibility, strategic flexibility, financial flexibility (organizational slack), and performance. The large firms analyzed coalign their flexibility fit better in their various dimensions (structural, operative, and strategic); (3) the degree of metaflexibility can be greater among small firms, which represents a greater information processing capacity, thus enabling the flexibility fit to be constantly coaligned to changes in the environment. However, a greater metaflexibility is not immediately reflected in the flexibility fit; and (4) this greater flexibility fit among large firms can be favored by their greater financial flexibility. [source] BPR implementation in Europe: the adaptation of a management conceptNEW TECHNOLOGY, WORK AND EMPLOYMENT, Issue 1 2006Eneka Albizu This paper analyses Business Process Re-engineering (BPR) implementation in 20 European firms. In contrast with the radical postulates of the early orthodox literature, the find- ings reveal that BPR was used in a preventive way, with implementation time lengths directly related to the scope of the organisational changes attempted and generating moderately positive results according to corporate performance indicators, with relatively low social cost. [source] The Relative Importance of Interfirm Relationships and Knowledge Transfer for New Product Development Success,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 2 2007Mette Praest Knudsen The relationship and network literature has primarily focused on particular partner types, for example, buyer,supplier relationships or competitor interaction. This article explores the nature and relative importance of different types of interfirm relationships for new product development (NPD) success. The underlying premise of the study is that not only the type of interfirm relationships but also the combination of relationships are important for NPD performance. The interaction with a specific type of partner is expected to influence innovative performance by means of appropriate knowledge transfer. Varying needs for external knowledge, and thus types of relationships, are observed depending on the particular stages in the NPD process, the character of the knowledge base of the firm, and the industrial conditions. The absorption of external knowledge is discussed using the degree of redundancy in knowledge, which is defined as the degree of overlap in the knowledge base of the sender and the recipient of knowledge. Hence, the degree of redundancy has direct implications for the ease and, hence, use of knowledge shared with an external partner. The article is based on data from the Know for Innovation survey on innovative activities among European firms, which was carried out in 2000 in seven European countries covering five industries. The article explores the extent of use of external relationships in collaborative product development and finds that customers are involved more frequently in joint development efforts. Second, the industry association of the most important relationship is studied, and the results show that firms tend to partner with firms from their own industry. The danger in this approach is that firms from their own industry tend to contribute similar knowledge, which ultimately may endanger the creation of new knowledge and therefore more radical product developments. The analyses combine the finding that relationships with customers are used most frequently at both early and late stages of the product development process, with a second and more contradictory finding that at the same time customer relationships have a negative impact on innovative success. Moreover, the combination of customers, with both universities and competitors, has a significant negative effect on innovative performance. The potential causes of this apparent paradox can be narrowed down to two: (1) the average customer may be unable to articulate needs for advanced technology-based products; and (2) the average customer may be unable to conceptualize ideas beyond the realm of his or her own experience. Based on this evidence the article cautions product development managers to think explicitly about what certain customers can contribute with and, more importantly, to match this contribution directly with their own sense of what direction product development should go in the future. Finally, the role of complementary as well as supplementary knowledge is investigated for innovative success finding that sharing of supplementary knowledge with external partners in NPD leads to a positive effect on innovative performance. The article is concluded by a discussion of the implication of this finding for building knowledge within the firm and for selecting external partners for NPD. [source] Innovation and competitive advantages from the integration of strategic aspects with social and environmental management in European firmsBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 5 2009Marcus Wagner Abstract This paper analyses the nature and details of the association that the integration of social and environmental considerations with corporate strategy has for different competitive advantages and innovation activities at the firm level. Its objective is to answer the question as to whether a positive link exists between integration and the effects of environmental and social performance on these different dimensions of economic performance. The question of the specific form of this relationship is also raised. These questions are analysed using cluster analysis and regression models. Results are presented for four different dimensions of competitive advantage, and for two types of innovation activity. These raise the possibility that the process of integration is more important for bringing about a positive link than a resulting integration type. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment. [source] | |||||||||||||