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Of Industries (of + industry)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting80%

Kinds of Of Industries

  • variety of industry
    		•

    Selected Abstracts

    Psychological capital: A positive resource for combating employee stress and turnover

    HUMAN RESOURCE MANAGEMENT, Issue 5 2009
    James B. Avey
    Abstract Workplace stress is a growing concern for human resource managers. Although considerable scholarly and practical attention has been devoted to stress management over the years, the time has come for new perspectives and research. Drawing from the emerging field of positive organizational behavior, this study offers research findings with implications for combating occupational stress. Specifically, data from a large sample of working adults across a variety of industries suggest that psychological capital (the positive resources of efficacy, hope, optimism, and resilience) may be key to better understanding the variation in perceived symptoms of stress, as well as intentions to quit and job search behaviors. The article concludes with practical strategies aimed at leveraging and developing employees' psychological capital to help them better cope with workplace stress. © 2009 Wiley Periodicals, Inc. [source]

    Agrarian Transformation and Rural Diversity in Globalizing East Asia

    INTERNATIONAL JOURNAL OF JAPANESE SOCIOLOGY, Issue 1 2004
    Atsushi Kitahara
    Abstract:, In East Asia the rural society is not a society based upon agricultural industry anymore and the peasant society with its long history has been disappearing. The occupation and income sources of rural inhabitants have diversified and among them those who specialized in farming are the minority. There is a shortage of rural labor, which used to be abundant in the past, and presently it is not as easy to hire the farm workers. The reason for the diversification of the rural occupations is, to put it simply, because people cannot live merely on farm income. Indeed the farm operation costs have become more expensive due to labor saving techniques, but the livelihood costs have become more expensive due the new uniform lifestyle standards from globalization. Electric machines and education are the typical of these increased costs. The background of this rural change is industrialization and urbanization in the context of globalization and its strong impact is penetrating into the rural society through the regional urban center as the relay point of the global mechanism. This change is different based upon the location of each rural society. Generally, rural societies around a big urban center enjoy opportunities for the younger generation, but remote areas have serious problems with few employment opportunities and a smaller youth population. To reproduce and sustain the regional society as a whole, it is necessary to attract younger people and make them stay. We should plan to develop a variety of industries and the resultant diversified work opportunities in the broader region beyond the narrowly demarcated village and community. Subsistence and commercial agriculture might merely be a part of such diversity. [source]

    Gaining and Losing Pieces of the Supply Chain

    JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 1 2003
    P. Fraser Johnson
    SUMMARY This research focused on changes in supply chain responsibilities. The primary research question was: What are the reasons (drivers) for major changes in supply chain responsibilities? Over 200 such changes, comprising 158 additions and 44 deletions, were documented in the research. The findings are based on 10 case studies in large multi-business unit companies, seven head quartered in the United States and three in Europe, representing a variety of industries. Findings indicated three drivers of change for supply chain responsibilities. The chief purchasing officer and his or her staff members had a great deal of influence, particularly in additions to category 1 (acquisition of specific organizational needs) and category 2 (activities within the total supply chain). [source]

    Innovation as response to emissions legislation: revisiting the automotive catalytic converter at Johnson Matthey

    R & D MANAGEMENT, Issue 2 2010
    Lan Tao
    Can environmental legislation spur innovative response? This case describes the development of the automotive catalytic converter (ACC) at Johnson Matthey (JM), a precious metals company that entered the automotive industry as a component provider. The market was unfamiliar to JM and highly competitive, but in the 1970s the US Environmental Protection Agency (EPA) introduced standards for emissions control by automotive companies well ahead of current practice. JM responded to the prospect of market demand for a technology that could meet the regulations. The EPA policy of technology ,forcing' stimulated collaboration for innovation among companies from a variety of industries. Our case evidence shows that the key innovator, JM, achieved its breakthrough as a result of proactive R&D management by the product champion together with sustained corporate support at a high level and partnership strategies. [source]

    An analysis of predictors of team satisfaction in product development teams with differing levels of virtualness

    R & D MANAGEMENT, Issue 5 2009
    Eric M. Stark
    The purpose of this study is to empirically examine and assess the moderating effects of extent of virtualness on a variety of well-established predictors of new product development team satisfaction. We focus our study on 178 different new product development teams from a variety of industries and use extent of virtualness as a structural characteristic of the teams, measuring it on a continuum. The predictors of team satisfaction we studied are relationship conflict, familiarity, goal clarity and preference for group work. Primary findings include: (1) relationship conflict has a more deleterious effect on team member satisfaction as teams become more virtual, mainly because it is very difficult for team members of virtual teams to resolve their interpersonal disputes; (2) the relationship between preference for group work and team satisfaction is moderated by extent of virtualness, such that preference for group work increases team satisfaction more as virtualness increases; (3) goal clarity and familiarity are not moderated by extent of virtualness, but have a significant direct effect on team satisfaction. Managerial and research implications of these findings relative to new product development teams are also discussed. [source]