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Company Management (company + management)
Selected AbstractsOrganizational Alternatives for Companies' Management of Occupational Risks: The Examples of Spain and ArgentinaINTERNATIONAL SOCIAL SECURITY REVIEW, Issue 1 2001Eugenia Suárez Serrano This study discusses the various options available to companies for the management of occupational risks. In this context, occupational accident insurance schemes in Spain and Argentina are analysed, with reference to the theory of organizational economics. Spain has 75 years' experience of such schemes, while in Argentina they have only recently been introduced. Although the two models have similar goals, their differences, in terms of competition, regulation and ownership, lead to different incentives for those concerned: workers, companies, insurers and regulatory bodies. [source] Factors influencing the publication of social performance information: an Australian case studyCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2005Tony McMurtrie Abstract Traditional research into the social responsibility information published by firms has concentrated on the information published in the annual report and has not considered closely the driving forces that have guided the identification and preparation of information that is to be included in that publication. This paper reports on a case study that has examined some of the internal factors that have driven the publication of social responsibility information, and shows that while the annual report is still a major publication medium the internet plays a very significant role in the dissemination of information. Factors that impact on the publication media and the content of the published information in these cases were seen to be the nature of the information system used, the intended audience and their perceived power, and the level of corporate conservatism that guided the companies' management. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment. [source] Preliminary evidence on the appointment of institutional solutions to franchisor moral hazard,the case of franchisee councils,MANAGERIAL AND DECISION ECONOMICS, Issue 1 2007Olivier Cochet Besides franchisee opportunistic behavior, franchisor moral hazard is a central concern in franchise chains. Economic literature thus far focused on the sharing of franchisee revenues as an incentive for curbing franchisor malfeasance. In this paper, we ask whether and how the obligations of chains may be enforced through institutional arrangements like franchisee councils. Consistent with expectations, the appointment of a council empirically turned out to be more likely as decision rights,a proxy for the scope of moral hazard,were increasingly allocated to companies' management. We found this relationship to be negatively moderated by the contractual share parameter. Copyright © 2007 John Wiley & Sons, Ltd. [source] Operational Improvement: The Key to Value Creation in Private EquityJOURNAL OF APPLIED CORPORATE FINANCE, Issue 3 2009Gary Matthews With credit tightening having reduced the availability of leverage and intensified the competition for new deals, the economic recession has caused many companies in private equity firm portfolios to under-perform. These changes are forcing the private equity firms to depend even more on their ability to improve operating performance to achieve their investment goals and generate attractive returns. But few PE firms have proved capable of achieving such improvements in portfolio companies consistently over time. In this paper, the authors discuss several ways that private equity firms use their operating expertise to drive value in their portfolio companies. They also examine the analytical framework used by some PE firms when assessing and prioritizing the many operational initiatives that could be undertaken within a newly acquired company. Part of that examination involves a detailed look at how private equity firms assemble an attractive mix of operational improvement projects in their initial 100-day plans. Finally, the authors explore one of the challenges faced by private equity firms when attempting to implement operational enhancements in newly acquired companies: bringing about change without alienating company management. The real-world application of this approach is demonstrated with a case study that shows how one private equity buyer put its operational skills into practice to help create value within a mid-sized portfolio company. [source] CORPORATE GOVERNANCE IN JAPAN AND THE UK: CODES, THEORY AND PRACTICEPACIFIC ECONOMIC REVIEW, Issue 5 2009Mitsuru Mizuno We reflect on the evolution of corporate governance and the role of institutional investors in enhancing governance in Japan and the UK. Japan places emphasis on stakeholder capitalism, whereas the UK places emphasis on shareholder capitalism. Nonetheless, in both countries, institutional investors have exerted significant influence on the evolution of corporate governance. Institutional investors in the UK have more power over company management than their Japanese counterparts, although it is alleged that these powers are not exercised to their best potential in either country. [source] Bodies for Rent: Labor and Marginality in Southern LouisianaANTHROPOLOGY OF WORK REVIEW, Issue 3 2005Rylan Higgins Abstract In southern Louisiana, supplying a workforce for the offshore oil and gas industry's least desirable jobs requires manipulation of non-market forces that shape access to labor. Specifically, a labor camp system, evolving since the late 1970s, recruits and deploys disempowered workers (or "bodies") to fulfill the manual labor needs of a wide variety of oil and gas companies,a process that generates profits for the individuals who own labor camps while reproducing the continuities between work and poverty for the marginalized underclass of US cities. This essay explores the perpetuation of the camp system, arguing that it is not company desires for cost-saving mechanisms but demands for a tractable workforce that explain the primary relationships between camp workers, managers and owners, on the one hand, and oil company management, on the other. Understandings of how social capital, cultural capital and drug dependency factor into employment at one camp provide key insights into the anatomy of the labor camp system. [source] Managers as Monitors: An Analysis of the Non-executive Role of Senior Executives in UK CompaniesBRITISH JOURNAL OF MANAGEMENT, Issue 1 2000Noel O'Sullivan An important aspect of current governance practice is the use of non-executive directors to monitor the behaviour of company management. This paper examines the extent to which senior executives are utilized as non-executives in large UK companies. The results suggest that executive directors are not an important source of non-executive directors. The average number of non-executive directorships held by each executive is 0.22. Indeed, 85% of executives hold no additional directorships. The holding of non-executive directorships is positively related to the strength of board monitoring in the executive's company, executive tenure and company size. Executives in companies with greater growth opportunities and operating in regulated industries are less likely to hold non-executive directorships. [source] The Challenges of Socially Responsible Investment Among Institutional Investors: Exploring the Links Between Corporate Pension Funds and Corporate GovernanceBUSINESS AND SOCIETY REVIEW, Issue 1 2009LAURA ALBAREDA VIVÓ ABSTRACT During the last few decades, globalization of finance markets has come under increasing pressure to manage the many risks that companies face due to the negative impact that certain financial crises have had on securities quoted on the stock exchange. Simultaneously, there is a growing tendency among different institutional investors to take into account nonfinancial aspects,social, environmental, and ethical values,of company management. In this respect, increasing numbers of asset managers are aware of the importance of nonfinancial aspects of company management for finance markets. Asset managers integrate corporate social responsibility, sustainability policies and corporate governance strategies as indicators in risk management and the search for long-term investments. The largest segment of socially responsible investment (SRI) screened and mutual funds are portfolios that are privately managed on behalf of institutions. Socially responsible investors include private and public pension funds, mutual funds, and private accounts that are managed on behalf of institutional investors such as corporations, universities, hospitals, religious institutions, and nonprofit organizations, among others. The aim of this paper is to analyze the development of SRI-screened management corporate pension plans in the Spanish finance market. Spain is one of the European countries with a less developed SRI institutional market. Since SRI is still at the fledgling stage in the Spanish institutional market, this analysis is restricted to the awareness of SRI among a sample of the total number of corporate pension funds or schemes in Spain. The paper concludes with some proposals to encourage wider SRI acceptance and practice in Spain. [source] | |||||||||||||