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Start-ups operate in dynamic seed stage, start-up stage and growth stage in an uncertain and volatile environment. An analysis of 59 start-ups shows that companies have special characteristics in terms of the organisational characteristics of employer attractiveness and flexible work organisation. The effects of the two organisational characteristics on an agile workforce are proven by a literature study. The study concludes with a theoretical-conceptual model that illustrates the factors influencing employer attractiveness and flexible work organisation. The results of the survey are brought together with the current state of literature and an approach to organisational agility is developed that takes deregulation tendencies into account., IBAL Schriftenreihe: Contributions to Business Administration and Leadership; 2023, 2

Forschungsfrage: Wie wirken sich autoritäre, kooperative und laissez-faire Führungsstile auf die Pro-duktivität und Arbeitseinstellung der Mitarbeitenden im digitalen Arbeitskontext aus? Methodik: Gestaffelte quantitative Inhaltsanalyse zur Führungsstilermittlung und zur Auswirkung in digital basierten Arbeitsbeziehungen Praktische Implikationen: Im digitalen Arbeitskontext wirkt sich der kooperative Führungsstil sowohl auf die Produktivität als auch auf die Arbeitseinstellung am stärksten positiv aus. Research question: How does the authoritarian, cooperative and laissez-faire leadership style affect the productivity as well as employees' work attitudes in a virtual work context? Methodology: Quantitative content analysis to determine leadership style and impact in the digital con-text. Practical implications: In the virtual work context, the cooperative leadership style has the strongest positive effect on both productivity and work attitude.

Die Corona-Pandemie hat im Frühjahr 2020 auch die öffentliche Verwaltung gezwungen, die Arbeit zu einem großen Teil ins Homeoffice zu verlagern. Dieses Projekt stellt die Ergebnisse einer Studie vor, die mittels qualitativer Interviews (N=18) und einer Online-Befragung (N=1.189) Beschäftigte öffentlicher Organisationen zum Umgang mit der Krise und den Erfahrungen mit dem Homeoffice untersucht hat.

CEOs of large firms filing for bankruptcy are more likely to exit the executive labor market after bankruptcy and experience substantial compensation losses (Eckbo et al., 2016). While the fear of reputational scarring can lead to lower risk-taking and manifest itself as lower rates of entrepreneurship and job growth, the mechanisms through which bankruptcy affects CEO careers are not well understood. In this paper, we examine the effect of "random bankruptcy" decisions on small and medium-sized business CEOs' careers. By random, we mean job separation for reasons unrelated to a firm or CEO quality but rather through a court's bankruptcy decision. We control for the unobserved ability of bankrupt and non-bankrupt CEOs by using randomly assigned judges' propensity to liquidate firms as an instrument. We then combine our sample of CEOs with administrative records containing granular information on income, wealth, new employers and job titles. Our results show that bankrupt CEOs find new employment quickly, but that a large share exits the executive labor force. On average, bankruptcy reduces CEOs' variable income components. While the net present value of CEOs' loss of future capital income equals more than 60 percent of annual pre-bankruptcy income, we observe no effect on wage income. We find that displaced CEOs are more likely to reallocate to new industries and new geographic areas, suggesting that managerial skills are portable. We explore how the income and employment effects of bankruptcy vary with industry conditions. Consistent with the executive labor market using bankruptcy as a noisy signal of managerial ability, we find the displacement effect is stronger when industry conditions are good. Our evidence is consistent with the presence of information frictions that could entail important social costs.

Using hand-collected data on CEO appointments during shareholder activism campaigns, this study examines whether shareholder involvement in CEO recruiting affects frictions in CEO hiring decisions. The results indicate that appointments of CEOs who are recruited with shareholder activist influence are followed by more favorable stock market reactions and stronger profitability improvements than CEO appointments that also occur during activism campaigns but without the influence of activists. I find little evidence that shareholder activists increase hiring frictions by facilitating the recruiting of CEOs who will implement myopic corporate policies. Analyses of recruiting process characteristics reveal that activist influence is associated with more resources being dedicated to the CEO search process and with a higher propensity to recruit CEOs from outside the firm. These findings contribute to the CEO labor market literature, which tends to focus on the decision to remove incumbent CEOs but provides limited insights into CEO recruiting.

Rank-order relative-performance evaluation, in which pay, promotion, symbolic awards, and educational achievement depend on the rank of individuals in the distribution of performance, is ubiquitous. Whenever organizations use rank-order relative-performance evaluation, people receive feedback about their rank. Using a real-effort experiment, we aim to discover whether people respond to the specific rank that they achieve. In particular, we leverage random variation in the allocation of rank among subjects who exerted the same effort to obtain a causal estimate of the rank response function that describes how effort provision responds to the content of rank-order feedback. We find that the rank response function is U-shaped. Subjects exhibit “first-place loving” and “last-place loathing”: that is, subjects work hardest after being ranked first or last. We discuss implications of our findings for the optimal design of performance feedback policies, workplace organizational structures, and incentives schemes. Data and the supplementary web appendix are available at https://doi.org/10.1287/mnsc.2017.2907 . This paper was accepted by Uri Gneezy, behavioral economics.

Стаття присвячена актуальним проблемам дослідження сутності мотивації та стимулювання персоналу на сучасних підприємствах. Метою дослідження є вивчення та аналіз особливості мотивації персоналу, взаємозв’язку вмотивованості персоналу та підвищення ефективності функціонування підприємства. У статті розкрито сутність поняття мотивація з точки зору бізнесу та управління персоналом; здійснено аналіз діяльності успішних світових компаній, який дозволив узагальнити певні правила ефективної мотивації; доведено важливість керівникам володіти практичними знаннями з психології задля відчуття та аналізу потреб персоналу, здійснений опис переваг вмотивованих працівників та доведено взаємозв’язок мотивації та стимулювання персоналу із врахуванням їх потреб, мотивів та стимулів в ефективному управлінні підприємством та підвищенні показників його діяльності. У статті доведено, що такі фактори, як розширення можливостей та визнання, підвищують мотивацію працівників. Якщо розширення можливостей та визнання працівників збільшуватиметься, покращиться також їхня мотивація до роботи, а також їх задоволення та організаційна ефективність. Проте, невдоволення працівників, викликане монотонними робочими місцями та тиском клієнтів, може послабити організаційну діяльність. Тому рівень прогулів на робочих місцях може зрости, і працівники можуть залишити організацію спільних конкурентів, які пропонують кращі умови праці та більші стимули. Якщо керівники здатні зрозуміти, передбачити та контролювати поведінку працівників, вони також повинні знати, чого працівники хочуть від своєї роботи. Тому менеджеру важливо зрозуміти, що насправді спонукає працівників, не роблячи лише припущення. Запитуючи працівника, як він себе почуває. Таким чином, менеджери можуть підвищити свою ефективність, краще розуміючи реальні потреби працівників. The article is devoted to actual problems of researching the essence of motivation and stimulation of personnel in modern enterprises. The purpose of the study is to study and analyse the peculiarities of staff motivation, the relationship of staff motivation and improving the efficiency of the enterprise. The article describes the essence of the concept of motivation in terms of business and personnel management; the analysis of the activities of successful world companies, which made it possible to generalize certain rules of effective motivation; the importance of the managers to have practical knowledge in psychology for the purpose of sensing and analysing the needs of the personnel was proved, the advantages of the motivated employees were described, and the relationship of motivation and stimulation of the personnel with the consideration of their needs, motives and incentives in effective management of the enterprise and improvement of its performance indicators was proved. The article argues that factors such as empowerment and recognition increase employee motivation. As the empowerment and recognition of employees increases, their motivation to work as well as their satisfaction and organizational effectiveness will improve. However, employee dissatisfaction caused by monotonous jobs and customer pressure can weaken organizational performance. Therefore, the level of absenteeism in the workplace can increase, and employees can leave the organization joint competitors, which offer better working conditions and greater incentives. If executives are able to understand, anticipate and control employee behaviour, they must also know what employees want from their work. Therefore, it is important for the manager to understand that he or she is actually encouraging employees, not just making assumptions. Asking the employee how he or she feels. In this way, managers can increase their efficiency by better understanding the real needs of employees.

Протягом тривалого часу досвід управління персоналом в більш розвинених західних країнах не враховувався як теоретиками, так і практиками з усієї України. Але, стало очевидним, що неупереджене ставлення до колосального досвіду цих країн і перенесення його практик, методів, форм в управління підприємствами і персоналом в Україні може зробити механізм управління більш гнучким і чутливим до будь-якого впровадження нової методики управління, ці самі нововведення в більшій своїй мірі сприяють раціональному і адекватному управлінню використання творчого кадрового потенціалу співробітників в організації. В даний час кризові явища в системі управління персоналом як на організаціях і підприємствах світової спільноти, так і в самій Україні спонукали вчених - управлінців до пошуку нових методів вдосконалення і поліпшення управління персоналом, які започаткують ліквідації стереотипів в управлінському мисленні, і до розробки найновіших концептуальних підходів. Варто відзначити, що при цьому і нові підходи до управління персоналом за межами України не відразу ж дали задовільні результати. Це було пов'язано з тим, що західні корпорації спочатку запозичили досвід інших країн, не виконавши для використання даного досвіду необхідних модернізацій в своїй системі управління праці, які визначаються соціально - економічними, організаційними, і етнопсихологічними особливостями країн. У статті охарактеризовано сутність методів управління персоналом як способу впливу на колективи і окремих працівників з метою здійснення координації їх діяльності в процесі функціонування організації. Та зазначено, що за допомогою методів управління персоналом реалізується головне завдання всієї галузі управління персоналом - пошук найбільш ефективних інструментів впливу на персонал організації для розкриття потенціалу співробітників і, відповідно, для досягнення цілей організації. Розглянуто особливості сучасних методів управління персоналом підприємства. For a long time, the experience of HR management in the more developed western countries was not taken into account by both theorists and practitioners from all over Ukraine. But it became clear that the impartial attitude to the colossal experience of these countries and the transfer of its practices, methods, forms to enterprise and personnel management in Ukraine can make the management mechanism more flexible and sensitive to any introduction of the new management methodology, these innovations in a larger to their extent contribute to the rational and adequate management of the creative capacity of employees in the organization. At present, crisis phenomena in the human resource management system both at organizations and enterprises of the world community and in Ukraine itself have prompted managers - managers to search for new methods of improvement and improvement of personnel management, which will begin elimination of stereotypes in managerial thinking, and to development of the latest conceptual . It is worth noting that new approaches to HR management outside Ukraine did not immediately produce satisfactory results. This was due to the fact that Western corporations initially borrowed the experience of other countries, failing to use the experience required to modernize their labor management system, which are determined by socio - economic, organizational and ethno - psychological characteristics of countries.The article describes the essence of methods of personnel management as a way of influencing the teams and individual employees in order to coordinate their activities in the process of functioning of the organization. However, it is noted that using the methods of personnel management, the main task of the entire field of personnel management is realized - to find the most effective tools for influencing the personnel of the organization to discover the potential of employees and, accordingly, to achieve the goals of the organization. The features of modern methods of enterprise personnel management are considered.

Changes in the 21st century are happening more quickly, unexpectedly, not always in the way desired for the smooth functioning enterprises are turning up. It is domain of the globalization, where new events - chances or threats, cause challenges of the market, before which at present permanently all enterprises are being put. More and more he depends on immaterial resources of the enterprise which they constitute about his strategic potential. Companies form and are developing abilities, is exchanging them for competence which are becoming a base of their competitiveness. In this process he is becoming crucial conditioning, not that much what optimum, but competent managing the intellectual capital, of which meaning in the last period still is growing, and joint employing all organizational units is deciding on the market success. Some work demands a lot of the knowledge, of experience and the independent and custom thinking than other. It is essential for all employers in order to notice these differences creating the principle of the management new ketegoria of specialists, having a useful knowledge for functioning of the enterprise - with knowledge workers. Therefore an attempt to show the management system is a purpose of this article with knowledge workers in contemporary enterprises, based on conducted examinations, at turn 2013 and of 2014, in 100 large firms, acting in the area of the Baltic Sea Region.

В сучасних економічних умовах виникає суттєва потреба всебічної перебудови та удосконалення господарської діяльності підприємств України, ефективність якої, у значній мірі, залежить від якості логістичних процесів які відбуваються в середині, та зовні середовища. На сьогоднішній день, менеджери при управлінні підприємствами усе більше зосереджують увагу на такій складовій, як логістика. Це той самий елемент в управлінні, який дає змогу відкоригувати роботу усього ланцюга, та досягти бажаної конкурентоспроможність на ринку. Управління логістичними процесами, як і будь-який інший напрям менеджменту, включає в себе прийняття управлінських рішень на основі двох потоків інформації: внутрішньої та зовнішньої, яка грає невід’ємну роль у подальшому розвитку економічного об’єкта. Умови функціонування, у яких нині перебувають сучасні підприємства, вимагають швидкого реагування на зміни у ринковому середовищі та бізнес-процесах усередині компанії. У статті охарактеризовані сутнісні властивості логістичних процесів на основі порівняння даної економічної категорії із загально прийнятим терміном «процес», визначенні основні категорії логістичних процесів, зосереджена увага на характеристиці внутрішньої структури та обов’язкових елементів логістичного процесу, підкреслена важливість побудови інфраструктури логістичних процесів та представлена структурна декомпозиція інфраструктури логістичних процесів, яка розглядається більш спрямовано. Для удосконалення діяльності підприємств запропонована система методів реінжинірингу логістичних бізнес-процесів на підприємстві, які характеризуються за основними методами, які використовуються на сьогоднішній день. In today's economic conditions, there is a significant need for a comprehensive restructuring and improvement of the economic activity of Ukrainian enterprises, whose effectiveness, to a large extent, depends on the quality of the logistics processes occurring in the middle and outside of the environment. Today, managing companies, managers are increasingly focusing on a component such as logistics. This is the same element in management that allows you to adjust the work of the entire chain and achieve the desired competitiveness on the market. Managing logistics processes, as well as any management direction, involves making managerial decisions based on internal and external information, which plays an integral role in further development. Modern operating conditions of enterprises require a quick response to changes in the market environment and business processes within the company. Management of logistics processes, as well as any direction related to management, includes the adoption of management decisions on the basis of internal and external information, which plays an integral role in the further development of the economic object. The article describes the essential properties of logistic processes on the basis of comparing this economic category with the generally accepted term "process", defining the main categories of logistic processes, focuses on the characterization of the internal structure and obligatory elements of the logistic process, emphasizes the importance of constructing the infrastructure of logistic processes and presents a structural decomposition of the infrastructure of logistics processes, which is considered more directed. To improve the activities of enterprises, a system of methods for reengineering logistics business processes at the enterprise is proposed, which are characterized by the main methods used today.

Основним елементом у даній статті виступає японська модель управління як приклад ефективного менеджменту. Було виявлено її переваги та ключові чинники в методах контролю та управління. Виділено можливі недоліки впровадження східної моделі у різних країнах світу. Базуючись на прикладах успішних компаній охарактеризовано причини покращення стану організацій. Наведено головні переваги та стратегії, притаманні саме японській моделі управління. Розглянуто японську філософію кайдзен з огляду на історичні особливості цього поняття. Виділено взаємозв’язок між технологією канбан та системою just-in-time. Зазначено особливості підходу до управління персоналом, а саме постійна перекваліфікація, тривалість найму, контроль якості виконання завдань. Доведено важливість впровадження інноваційних технологій. Проаналізовано можливість покращення процесу пошуку та підбору персоналу з використанням високих технологій на основі сервісу Google Hire. Виділено основні тенденції у роботі HR-менеджерів. Зазначено принципи розподілу стратегічних обов’язків окремих підрозділів та працівників на підприємстві. Розглянуто приклади компаній, в яких головною цінністю виступають співробітники, що працюють задля досягнення місії організації, постійно навчають один одного та самовдосконалюються кожного дня. Висвітлено питання щодо створення корпоративної культури на підприємстві та її ролі в побудові гарного продуктивного колективу. Запропоновано покращити результативність роботи працівників шляхом автоматизації деяких аспектів з методики організації та стандартизації робочого середовища. Наприклад, задля економії часу, який відводиться працівникам на щоденну перевірку готовності робочого місця можна використати hi-tech-рішення, наприклад роботизованого помічника, який буде здатен підтримувати чистоту та порядок на усьому підприємстві. Адже 5S - це впорядкований спосіб дій для контролювання, організації та стандартизації робочого середовища. Добре структуровані умови роботи полегшують працю і виступають гарним мотивуючим засобом. The main element in this article is the Japanese model of corporate governance as an example of effective management. The advantages and key factors in control and management methods were identified. The potential disadvantages of the introduction of the Eastern model in different countries of the world are highlighted. Based on examples of successful companies, the reasons for improving the status of organizations are described. The main advantages and strategies presented by the Japanese management model are presented. The Japanese Kaizen philosophy is considered in view of the historical features of this concept. The link between Kanban technology and just-in-time system is highlighted. The peculiarities of the approach to personnel management, namely constant retraining, duration of hiring, quality control of tasks fulfilment are specified. The importance of introducing innovative technologies is proved. The possibility of improving the search and recruitment process using high technologies based on the Google Hire service has been analysed. The main tendencies in HR-managers' work are highlighted. The principles of distribution of strategic responsibilities of separate units and employees at the enterprise are outlined. Examples of companies in which the main value are the employees who work to achieve the mission of the organization, are constantly teaching each other and self-improvement every day. The issue of creation of corporate culture at the enterprise and its role in building a good productive collective is discussed. It is proposed to improve the efficiency of work of employees by automating some aspects of the methodology of organization and standardization of the working environment. For example, to save time spent on daily workplace readiness by employees, you can use a hi-tech solution, such as a robotic assistant that can maintain cleanliness and order throughout the enterprise. After all, 5S is an orderly way to create, organize, and standardize the working environment. A well-structured working environment facilitates labour and is a good motivating tool.

Training and skill development represents a process in progress during the whole career and involves specialized training both within the organization and throughout the professional and social environment. Notion of skill/ com-petence has been the object of investigation for many sciences. Clarification of notion of competence/skill is necessary for those who want to deal with compe-tences, no matter is about their competences or of the others. In cognitive psychology and in educational sciences, in ergonomics and in economy or in human resources management, the concept of skill or competence is situated in the middle of the individual and collective performance and all of us want to develop. In education, the art of management is very important because it better highlights the principle’s/ school manager’s personality and his/ her personal example has an essential role in realizing the established objectives for school. The art of running a school is in fact the art of working with people that means a new, modern and distinct dimension of the one who runs the education institution.

This study empirically examines the widespread belief that voluntarily negotiated agreements produce better long-run relationships than do third-party imposed resolutions, such as arbitrator decisions or court judgments. Major League Baseball provides a compelling setting for these analyses because individual performance is well measured, there is the possibility of relationship breakdown, and both voluntary and arbitrator-imposed resolutions routinely occur. Two key outcomes are analyzed: post-resolution player performance and the durability of the club–player relationship. Multivariate analyses of 1,424 salary renegotiations fail to find significant differences in subsequent player performance, but voluntary resolutions are associated with more durable post-resolution club–player relationships.

This paper documents the existence of a CEO Investment Cycle, in which firms disinvest early in a CEO's tenure and increase investment subsequently, leading to "cyclical" firm growth in assets as well as in employment over CEO tenure. The CEO investment cycle occurs for both firings and non-performance related CEO turnovers, and for CEOs with different relationships with the firm prior to becoming CEO. The magnitude of the CEO cycle is substantial: The estimated difference in investment rate between the first three years of a CEO's tenure and subsequent years is approximately 6 to 8 percentage points, which is of the same order of magnitude as the differences caused by other factors known to affect investment, such as business cycles or financial constraints. We present a variety of tests suggesting that this investment cycle is best explained by a combination of agency-based theories: Early in his tenure the CEO disinvests poorly performing assets that his predecessor established and was unwilling to give up on. Subsequently, the CEO overinvests when he gains more control over his board. There is no evidence that the investment cycles occur because of shifting CEO skill or productivity shocks. Overall, the results imply that public corporations' investments deviate substantially from the first-best, and that governance-related factors internal to the firm are as important as economy-wide factors in explaining firms' investments.

Purpose – Under a discontinuous and nonlinear compensation scheme, which is prevalent among car dealerships, the amount of a salesperson’s expected daily commission depends primarily on his position in the pay schedule on the day he makes a sale. Salespeople thus vary their efforts and adopt a different pricing strategy week by week, or even day by day. The purpose of this paper is to examine the incentive effect of such a nonlinear scheme and provide the evidence that salespeople’s behavior is consistent with the theory. Design/methodology/approach – The authors conduct regression analyses using the transaction data provided by two North American auto dealerships. The authors construct a daily measure of varying incentive intensity and evaluate its impact on the distribution of individual daily sales and the dealership’s gross profit rate. Findings – The authors find that the daily measure of varying incentive intensity has a positive effect on the distribution of individual daily sales and a negative impact on the dealership’s gross profit rate. The results suggest that: salespeople adjust their effort levels in response to the intensity of incentives; and they game the system by lowering the prices when the marginal return to doing so is high. Research limitations/implications – The study shows that there is a high cost associated with the discontinuous nonlinear pay scheme, raising the question of why many auto dealerships use it. Originality/value – This paper sheds light on the undesirable aspects of discontinuous and nonlinear incentive schemes, varied performance and gaming, by quantifying the effects of the worker’s behavior.

We present evidence on the labor supply of CEOs, and on whether family and professional CEOs differ on this dimension. We do so through a new survey instrument that allows us to codify CEOs' diaries in a detailed and comparable fashion, and to build a bottom-up measure of CEO labor supply. The comparison of 1,114 family and professional CEOs reveals that family CEOs work 9% fewer hours relative to professional CEOs. Hours worked are positively correlated with firm performance, and differences between family and non-family CEOs account for approximately 18% of the performance gap between family and non-family firms. We investigate the sources of the differences in CEO labor supply across governance types by exploiting firm and industry heterogeneity, and quasi-exogenous meteorological and sport events. The evidence suggests that family CEOs value-or can pursue-leisure activities relatively more than professional CEOs.

This paper examines how networks of professional contacts contribute to the development of the careers of executives of North American and European companies. We build a dynamic model of career progression in which career moves may both depend upon existing networks and contribute to the development of future networks. We test the theory on an original dataset of nearly 73 000 executives in over 10 000 firms. In principle professional networks could be relevant both because they are rewarded by the employer and because they facilitate job mobility. Our econometric analysis suggests that, although there is a substantial positive correlation between network size and executive compensation, with an elasticity of around 20%, almost all of this is due to unobserved individual characteristics. The true causal impact of networks on compensation is closer to an elasticity of 1 or 2% on average, all of this due to enhanced probability of moving to a higher-paid job. And there appear to be strongly diminishing returns to network size.

У статті розроблено на основі інтердисциплінарного підходу, який базується на симбіозі фасилітації, рефлексії та імперативів: синергетичного; інтердисциплінарного; рівноцінності; доповнюваності Н. Бора фасилітаційно-рефлексійну методологію управління енергозбереженням на підприємстві, що враховує логіко-методологічні проблеми при впровадженні енергоефективних заходів, а також специфіку мотивації персоналу. Запропоновано інкорпорувати фасилітаційно-рефлексивну методологію в управління будівельними підприємствами, зокрема в процеси мотивації персоналу до енергозбереження. Представлено схему реалізації економіко-управлінського механізму мотивації персоналу до енергозбереження на підприємстві, що надасть можливість впроваджувати енергоефективні технології виробничо-економічною системою з урахуванням специфіки мотивації персоналу. Проведено її структуризацію, яку представлено функціями суб'єктів і суб'єктно-об'єктних взаємозв'язків, виділенням підсистем інструментальної, формалізовано науково-емпіричної, інформатизації управління змінами, стратегічного та тактичного управління, а також 8 блоками. Запропоновані компоненти схеми, реалізують системно-комплексний підхід до організації процесу мотивації до енергозбереження забезпечують досягнення проміжних цілей, позитивно характеризує ступінь виконання завдання щодо підвищення рівня енергоефективності підприємства, його інвайроментального розвитку, зростання рівня ефективності заходів енергозбереження; зменшення енергомісткості виготовленої продукції. Схема реалізації економіко-управлінського механізму мотивації персоналу до енергозбереження на підприємстві характеризується сукупністю фасилітаційних методів управління процесів мотивації персоналу до енергозбереження, що реалізується на основі блоку «Фасилітаційно-рефлексивної методології» та «рефлексивного управління». Реалізацію стратегічного та тактичного управління забезпечує блок «регламентація процесу мотивації до енергозбереження», та «цілепокладання». Інформаційно-аналітичну взаємодію структурних компонент механізму, що створює умови для реалізації потенціалу та мотивації персоналу до енергозбереження за допомогою блоку «когерентно-когезійної взаємодії», «комплексного збору, обробки та аналізу даних про поточний стан реалізації енергозберігаючих заходів на підприємстві» та «управління змінами». The article is based on the interdisciplinary approach, which is based on the symbiosis of facilitation, reflection and imperatives: synergistic; interdisciplinary equivalence; complementing N. Bohr's facilitation and reflection methodology of energy saving management at the enterprise, taking into account logical and methodological problems when implementing energy-efficient measures, as well as specificity of personnel motivation. It is proposed to incorporate the facilitation and reflexive methodology into the management of construction enterprises, in particular, in motivation of personnel for energy saving. The scheme of implementation of the economic and managerial mechanism of motivation of personnel for energy saving at the enterprise is presented, which will enable to implement energy-efficient technologies with the production-economic system taking into account the specifics of personnel motivation. Its structuring is presented, which is represented by the functions of subjects and subjective-object interrelations, the allocation of subsystems of instrumental, formalized scientific and empirical, information management change, strategic and tactical management, as well as 8 blocks. The proposed components of the scheme, implementing the system-complex approach to the organization of the process of motivation to energy conservation ensure the achievement of intermediate goals, positively characterizes the degree of performance of the task to increase the level of energy efficiency of the enterprise, its invariant development, increase the level of efficiency of energy conservation measures; reduction of the energy intensity of the manufactured products. The scheme of realization of the economic and managerial mechanism of motivation of the personnel for energy saving at the enterprise is characterized by a set of facilitation methods for managing personnel motivation processes for energy saving, which is realized on the basis of the block of "Facilitation and reflexive methodology" and "reflexive management". Implementation of strategic and tactical management is provided by the block "regulation of the process of motivation to energy saving", and "goal-setting". Information-analytical interaction of structural components of the mechanism, which creates conditions for realizing the potential and motivation of personnel for energy saving with the help of a block of "coherent-cohesive interaction", "integrated collection, processing and analysis of data on the current state of implementing energy-saving measures at the enterprise" and "change management"»

This paper estimates the effect of increasing shareholder “voice” in corporations through a new governance rule that provides shareholders with a regular vote on pay: Say on Pay. We apply a regression discontinuity design to Say on Pay shareholder proposals to deal with prior expectations and the endogeneity of internal governance rules. Adopting Say on Pay leads to large increases in market value (5.4 percent), firm profitability, and long-term performance. In contrast, we find small effects on the level and structure of pay. This suggests that Say on Pay operates as a regular confidence vote, increasing efficiency, and market value.

Globalization and changes in technology forced enterprises to adopt contemporary management approaches in order to gain a sustainable competitive edge. To this end, human resources gained a great interest as a managerial tool to sustain that advantage. While managers are expected to display appropriate leadership style and to create a suitable climate, employees are anticipated to display adaptive performance and innovative work behaviors. This study, therefore, aims at investigating the relationship among key variables for human capital management in terms of innovative practices. A survey is carried out with 254 employees in hospitality business in Turkish Republic of Northern Cyprus and it is concluded that ethical climate perception has a positive effect on innovative work behavior. Furthermore, a mediation role of servant leadership on the relationship between ethical climate perception and innovative work behavior is observed., peer-reviewed

Each individual is directly or indirectly in the position of being a member of the organization. At this point, carrying on their activities successfully and reaching their determined goals will probably bring about some gains both for the organizations and the employees. It is stated that employees’ high level of organizational commitment is related to the managers who take people into consideration, have a supportive and participative leadership approach, agree with the decisions taken and who is fair in the distribution of gains. The purpose of this study is to determine the interaction between leadership perception, organizational justice and commitment. Questionnaire method was used for data collection. The collected data was analyzed with the statistical methods. The sample of this study consists of 683 academic and administrative staff personel.

This paper presents an approach to conduct risk assessments of complex incentive systems, using a case study of the normative Peer Review Process (PRP). This research centers on appliances and adaptations of the Conflicting Incentives Risk Analysis (CIRA). First as an approach to Root Cause Analysis of a known incident, and then for a full assessment of the incentives in the PRP together with possible risk treatments. CIRA uses an alternative notion of risk, where risk modeling is in terms of conflicting incentives between the risk owner and the stakeholders concerning the execution of actions. Compared to traditional risk assessment approaches, CIRA provides an insight into the underlying incentives behind a risk, and not just the technical vulnerability, likelihood and consequence. The main contributions of this work are an approach to obtain insight into incentives as root causes, and an approach to detecting and analyzing risks from incentives in the normative PRP. This paper also discusses risk treatments in terms of incentives to make the PRP more robust, together with a discussion of how to approach risk analysis of incentives. © 2015 by the author; licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution license ( http://creativecommons.org/licenses/by/4.0/).

The research study has been focused to study the contributing factors towards employee’s performance. Performance of employees is one of the most significant factors for the growth and success of every organization. Data was collected through the distribution of questionnaires. 120 questionnaires as the sample size were distributed among the employees of local NGOs. The returned questionnaires were 106 having a response rate of 88.33%. The findings of the study found that job security, relationship with colleagues, relationship with supervisor, working conditions and employee’s empowerment were found to have significant impact on employee’s performance.

In England, public sports facilities and libraries provided by local government are being transferred to management and delivery by volunteers. The catalyst for this development has been reductions in local government budgets. However, case studies explore if this asset transfer “offers a way of restoring the ideal of committed public service in the face of widespread bureaucratic failure and retreat”, as a form of associative democracy and empowerment of both the volunteers and those for whom the services are provided.

We extend traditional agency theory by exploring the roles for formal measures when managerial behavior is not governed by rules, formulas, or contracts. Part I describes relational incentive contracts with informal weights on formal performance measures. More importantly, it also explores how formal measures could be used in models of informal management, such as adaptation and coordination, politics and influence, leadership, and informal authority. Part II considers the benefits from allowing key stakeholders to develop their own, potentially inferior, performance measures. The collaboration to create a “balanced scorecard” of performance measures can help change an organization's culture.

Does the “soft side” of management matter? Many managers assert that “firm culture” is strongly correlated with productivity, but there are few robust tests of this assertion. In a set of field experiments, we study driver productivity within a large US logistics company that is arguably transitioning from one relational contract to another, while leaving formal practices and incentives unchanged. We find that sites under the new contract are associated with 1/8 percent higher productivity. Our findings suggest that relational contracts have a first-order effect on productivity and that they can be altered over time.

Borders of countries and continents have become more and more blurred by now, while distances have turned out to be less important. Markets of continents or countries are not separated anymore therefore competition between companies has gotten fiercer and much faster than earlier. What kind of instruments may companies in the processing industry use to maintain their existence and to remain competitive in the fragile system following the economic crisis in 2008? This research aims at finding out how the effects of components belonging to the concept of strategic management system influence outstanding achievement and success. It primarily analyses, in what ways instruments considered being the most determinative, i.e. strategic a structural success factors affect the processing industry. In order to do that the research defines the factors having an influence. Thereafter it explains successful operation of companies with factors emerging via the use of regression models. It uses the balance scorecard as a tool for success criteria describing success. The research tackles the issue of sustainability with a high priority in this system as a success component: the fifth perspective among the other four classic ones. Thus the results of the research will show how strategic and structural success factors can make a company successful and the satisfaction of which groups of interest they affect the most.

[EN] In the modern era firms should look for a sustainable and profitable business model. They operate in highly volatile and competitive markets. Innovation is a key element that allows firms to survive in these complex environments. Accordingly, some companies are developing human resource models that align to the actual competitive context. For instance, they establish democratic systems, flexible work practices, they focus on responsibility and initiative and increase the self-control of team members. In this framework, firms tend to use resources such as creativity, capacity for innovation or development of human talent. Therefore, innovative teams are able to adapt and react to turbulent, complex and dynamic environments, which allow them to handle in a more efficient way several subtasks. This fact gives rise to a higher effectiveness in the activities of firms. This paper analyze the characteristics and performance of multifunctional teams, virtual teams, open-innovation teams and self-managing teams. It also study the case of Semco, a company that is characterized by its innovative practices in human resources management and focus on responsibility and initiative and increase the self-control of team members. [ES] En la era moderna las empresas deben buscar un modelo de negocio sostenible y rentable, dado que desarrollan su actividad en mercados altamente volátiles y competitivos. La innovación es un elemento clave que permite a las empresas sobrevivir en estos ambientes complejos. En consecuencia, algunas empresas utilizan un modelo de recursos humanos de acuerdo con la situación actual y establecen un sistema democrático, con el trabajo flexible, centrándose en la responsabilidad y la iniciativa y aumentando el autocontrol de los miembros del equipo. Utilizan recursos tales como la creatividad, la capacidad de innovación o el desarrollo del talento humano. En la mayoría de los casos, los equipos innovadores son capaces de adaptarse y reaccionar a los entornos turbulentos, complejos y dinámicos, que les permiten manejar de manera más eficiente varias tareas. En este trabajo analizamos las características y el funcionamiento de los equipos multifuncionales, equipos virtuales, equipos de innovación abierta y los equipos autogestionados, y finalmente nos centramos en un caso de estudio, Semco, una empresa que se caracteriza por sus prácticas innovadoras en la gestión de recursos humanos y centrada en la responsabilidad y la iniciativa y aumentar el autocontrol de los miembros del equipo.

This study empirically investigated how small and medium-sized Chinese apparel enterprises (SME) formed their strategy as a response to the characteristics of business environment in order to achieve competitive business performance. An environment-strategy-performance model was proposed and tested. Using primary data gathered by a questionnaire survey of the Chinese apparel industry, factor analysis and structural equation modeling (SEM) were conducted for measurement and structural model analysis and hypothesis testing. Results show the proposed model met parsimonious statistical criteria. The differences in strategy responses to environment between high- and low-performing firms were striking. Confronting an increasingly turbulent business environment, high performers emphasized differentiation strategy through higher quality, better delivery performance, and greater flexibility than cost reduction. In contrast, low performers prioritized low cost while quality and flexibility were given certain weights. The lack of clear focus on strategies could result in a relatively lower performance. While the process of government-led industrial upgrading continues, forward-looking firms have proactively shifted their strategic focus from solely or mainly cost reduction to a variety of differentiating factors which bring in added value and are less imitable by competitors.

Until now very little has been spoken in Central and Eastern European countries about the importance of intercultural competence in conjunction with the process of internationalization. The present article deals with the interaction of intercultural competence and internationalization on the grounds of the answers given by the experts from small and medium Lithuanian enterprises. As the research results show, there is a lack of theoretical as well as practical training in the level of intercultural communication for employees of various organizations. Human intercultural competence strongly depends on an individual who is perceived as personality. Developed intercultural competence would assist in successful processes of internationalization and save both time and finance. (Vzťahu medzi interkultúrnou kompetenciou a internacionalizáciou hospodárskych vzťahov sa v štátoch strednej a východnej Európy doposiaľ nevenovala dostatočná pozornosť. Predkladaný článok si kladie za cieľ vyplniť túto medzeru v literatúre a preskúmať uvedený vzťah na základe odpovedí expertov z litovských malých a stredných podnikov. Výsledky výskumu ukazujú, že v podnikoch vo všeobecnosti existuje nedostatok teoretických aj praktických tréningov interkultúrnych zručností. Interkultúrna kompetencia v ľudskej komunikácii pritom silno závisí od osobnosti jednotlivca. Jej rozvoj má potenciál zvýšiť úspech procesov internacionalizácie a ušetriť firmám tak čas ako aj finančné prostriedky.)

This paper endeavours to extend existing theories on talent and knowledge management by applying theoretical concepts on real management of organisations. The examination of different definitions of talent management and knowledge management is crucial for capturing their practical impact on central human resource development practices such as education, training, and development. The main aim of the paper is to identify key factors that describe the main approaches to talent management (TM) and ensuring knowledge continuity (EKC), based on analysis of current approaches of organisations in the Czech and Slovak Republics. The results reveal three possible approaches to employees and organisational development. The first type of organisation develops employees within their own organisational rules, the second type of organisation does not support development of employees in any way, and the third type of organisation does not affect employees’ development but the employees develop themselves - these can be characterized as ‘knowledge employees’. The paper identifies the practical benefits for organisations resulting from talent management and ensuring knowledge continuity. Knowledge continuity and its development guarantee that knowledge is retained within an organisation. Knowledge needs to be transferred to relevant successors who can participate in a talent management programme.

This study is designed and developed based on the assumption that education reform (Education) is part of the reform leading Romanian society in its evolution towards modernization and performance. The economy of the future, prefigured even now, is an economy of knowledge (information), involving full participation of the human factor, especially in the size of its human capital, intellectual properly prepared. Education, in all its forms of organizing and developing represent provider (manufacturer) of the main capital. The role of education and training in the construction of the future outlined itself in the programming of the European Union, according to the European economy which should have become far more efficient and competitive economy of the world. To fulfill its historic mission school at all levels should be organized and financed appropriately. In this context, the authors intend to highlight a number of issues important in their opinion on financing and decentralization of educational activity from the perspective of Education Law no. 1/2011 (updated and republished in 2013), preceded by the Education Law no. 84/1995 (republished).

The aim of this paper is to examine stress and time in educational management in Maroua University. These two phenomena are profound in educational issues in Cameroon due to the complex administration or management. Education comprised of diversity of activities ranging from administration, discipline, teaching, evaluation and learning. Each of these activities requires time schedule to avoid stress in the face of pressure. Administration requires planning, organizing, controlling, commanding, coordinating, reporting and budgeting. Each of these managing variables requires time, just as discipline, teaching, evaluation and learning should need. The situation may be affected by higher authority interference and cause a rush thus affecting every schedule in the system on this note, it is necessary that every administrator on management cadre should develop a list of activities such as admissions, examinations, sports, vacations and other ceremonies which requires his attention on daily, weekly, or monthly bases and there after allocate in a tentative fashion the most appropriate times for dealing with such activities. Some profile recommendations are: strict adhering to schedules to avoid overlapping or prolongation to other programs; the schedules should be pasted or placed at a convenient point in the office for reference to avoid forgetfulness: as an administrator, time should be allocated for meeting or consulting with visitors and subordinates; he should delegate functions to his accredited subordinates to crave chance or time for essential duty; he should review the school or organization programs on daily, weekly or monthly bases the degree to which his administration goals have been attained and he (i.e. administrator) should crave time for rest i.e. holidays, relaxation and various forms of physical exercises to revitalizes the body for subsequent activities. The paper recommends planning which is vital in management to avoid time waste which is scarce and organizing to avoid repetition and also derailed. Hence, a healthy climate may encourage staff participation in decision making, program, daily routines to avoid time constraint and stress, which by-products are hypertension, insomnia and poor or unsuccessful accomplishment of education programs in Maroua University in particularly and nation wide in general.

The purpose of this study is to examine which personality traits explain the amount of variance in organizational dissent and whether organizational climate has a moderating role on the relationship between personality traits and organizational dissent. A convenience sampling was used and 527 Turkish participants completed the survey questionnaire. The results show that conscientiousness, agreeableness, and openness to experience personality traits explain the variance in upward dissent. In addition, extraversion and emotional stability contribute to displaced dissent whereas emotional stability predicts the variance in latent dissent. Moreover, humanistic climates have a moderating role on the relationship between conscientiousness and upward dissent. On the other hand, formalization climates have a moderating effect between extraversion and displaced dissent. Overall, the results support the association between personality and employee dissent and the partial moderating role of organizational climate on this relationship. Organizations may utilize the results in their efforts to create an organizational climate that supports the expression of different ideas and thoughts. Organizational leaders may apply the study outcomes about role of employee personality and organizational climate to motivate employees’ upward dissent.

With the improvement of technology, use of information technologies has become widespread in organizations. Information technologies have been used as a matter of course and sometimes could be used out of purpose as surfing on internet and following social media. Use of information and communication technologies out of purpose in offices has been named as cyberloafing. The aim of the research is to measure the effect of cyberloafing on organizational learning capacity of employees. At the end of the research, it has been concluded that important cyberloafing behaviors have affected organizational learning capacity (in terms of participative decision making and interaction with the external environment dimensions) positively. This issue has revealed that cyberloafing behaviors, which have caused the loss of productivity in the organization, could also affect learning capacity positively. When looked through to the research regarding of contribution to science and business world, it has come up with the agenda that how this research could be directed to the organization’s benefit than the prohibition of cyberloafing behaviors which has contributed to organizational learning capacities.

This paper will try to analyze the impact of relational network characteristics on the absorption capacity and the external resources of contractors. The originality of our approach lies in the choice of the context in which our empirical analysis is applied, and relative to the Tunisian context. In addition, a range of theoretical approaches are integrated that have examined the links between absorption capacity and relational network.

The abstract will not exceed 100 words. It will mention the aim of the paper, research goals and expected results. The management of human resources is a component of the general management of an entity and has become, in the last decades, an area in continuous expansion in what concerns theoretical, methodological and applicative research, this being one of the direct consequences of evolution in the management practice and thought. The scientific approach in this paper is based on the conviction that success, performance and competitiveness of a football club and of other entities depend largely on the quality of the employees. Employees are a key to the success of any business, they are the difference between the use of human resources and the provision of competitive services. This is why I would like to emphasize in this paper, by using case studies based on scientific rigour, the potential of human resources management in football, a field known more for its effects and less for the scientific aspect of the issues involved.

The paper presents the phenomenon of whistle blowing in the public sector and tries to explain its complexity. The concept has different significance in various countries, some of them perceive the phenomenon and whistle blowers as moral, and others have an opposite image. The article will present the concept, the regulation and procedures from different countries, in order to protect those involved, with a focus on Romanian case. We also analyzed the connection between encouraging or discouraging whistle blowing and the level of ethics in a public institution. There are a lot of questions in the professional literature we tried to give an answer to, making an exploratory research. We presented in the paper our perspective regarding this phenomenon and how it should be integrated in the management of a company or public institution, ensuring a higher control on it.

In this paper, a short historical review and the research results are presented, which are focused on the quality management systems used by the Hungarian SME’s. The research was based on an original empirical survey, conducted using a random sample of fifty managers from small and medium sized Hungarian enterprises. All of them use certified quality management systems. The paper presents their current state in the light of their responses, under several aspects. In conclusion, suggestions are given for the problems, such as measurement, development, and education on the research topic.

The main objective of management must be to ensure maximum prosperity of both the employer and the employee. Within an organization, the maximum prosperity is not only profit, but also the developments of all aspects of the organization ensure permanent prosperity. For employees of the organization, the maximum prosperity is not just high salaries, but also their capacity to achieve the level of qualification achievements in each. It is obvious phenomenon of mutual dependency between management and employees, and the need to work together to achieve the common objective of increased prosperity.

We marketed a training program for lower level managers (line supervisors) to large factories in the Bangladeshi ready-made garment industry. Take-up of the program (even for a free slot) was low, due to intense production pressures, fire-fighting and concerns over retention of trained workers. Take-up is quite insensitive to pricing. There was higher interest and demand in training modules aimed at improving production processes and quality, rather than human resources and social compliance. Since the program was priced close to a commercially viable rate, it might be possible to develop a market provided they could be proved to be effective.

Die ostdeutsche Wirtschaft hat fast 25 Jahre nach der Wiedervereinigung noch nicht zur westdeutschen Wirtschaft aufgeschlossen. Im Vergleich zu Westdeutschland erreichte die Wirtschaftsleistung der ostdeutschen Bundesländer pro Kopf im Jahr 2013 nur etwas mehr als 70 Prozent. Auch kurz- oder mittelfristig werden die neuen Bundesländer nicht auf das westdeutsche Niveau aufschließen, da ihre Wachstumsdynamik zu gering ist. Einer der Gründe dafür ist die Kleinteiligkeit der ostdeutschen Wirtschaft. Insbesondere fehlen in Ostdeutschland Großunternehmen und vor allem Unternehmens- und Konzernzentralen. Stattdessen wird die ostdeutsche Wirtschaft von kleinen und mittleren Unternehmen dominiert. Dieser Wochenbericht zeigt, dass neben abweichendem Innovations- und Exportverhalten ostdeutscher Unternehmen auch die Persönlichkeitsmerkmale der Unternehmer eine wichtige Rolle für diese Entwicklung spielen. In the 25 years since the reunification, the East German economy still has not caught up to the West German economy. In 2013, the per capita economic performance in the East German states was only 70 percent of that in the West German states - and, due to low growth momentum, the East German economy will not catch up to the West German economy in the short- or medium-term. One explanatory factor is the fragmented nature of the East German economy. Notably, East Germany lacks large companies and more importantly, it lacks corporate headquarters. Instead, the East German economy is dominated by small and medium-sized companies. This Wochenbericht shows that in addition the East German companies' differing innovation and export behavior, the personality traits of the businessmen themselves play an important role in this development.

Bu çalýþmanýn amacý Türkiye baðlamýnda iþadamý kavramýnýn betimlenmesidir. Ýþadamý kavramý oldukça farklý anlamlarý içinde barýndýran karmaþýk bir kavramdýr. Ýþadamý içinde bulunduðu kurumsal çevreyi etkilemekte ve ayný zamanda bu çevreden etkilenmektedir. Ýþadamý faaliyet gösterdiði kurumsal çevreyi yaratmak, sürdürmek ve yýkmak amacýyla çeþitli kurumsal iþler yapmaktadýr. Bu çalýþmada iþadamý kavramý iþadamýnýn yürüttüðü kurumsal iþler aracýlýðýyla betimlenmektedir. Amaçlý olarak seçilen kurumsal bir biyografi aracýlýðýyla, baðlam baðýmlý olarak, iþadamýnýn öncelikle genel kabul görmüþ iþadamý tanýmýný yýktýðý, daha sonra iþadamý kavramýna iliþkin yeni bir anlam üretme çabasýna giriþtiði ve daha sonraki dönemde de iþadamý kavramýný sürdürme ve güçlendirme adýna farklý kurumsal iþlere giriþtiði belirlenmiþtir.

Leadership is a major factor of managing the companies during the change, but also throughout the problem, because only a leader is capable of creating an environment in which his co-workers are encouraged to be leaders and to cooperate and develop, thus contributing to the development of companies. Leadership obviously contributes to business performance. The goal of this paper is to investigate the relationship of leadership and performance of the companies measured by the Balanced Scorecard Approach. In order to attain this goal, a survey has been conducted on the sample of Croatian companies. The results of the research indicate that authoritarian leadership style has in general a negative effect on business performance of Croatian companies, while democratic leadership style has in general a positive effect. The impact of laissez-faire leadership style was mostly neutral. Further research should focus on the impact of leadership style on business performance of companies with various characteristics, e.g. different stages of their development.

The paper analyzes ethics management in public sector through the perspective of public services’ consumers in Romania. The areas taken into account are education, medical system, parliament, police, army, public administration and other public institutions. The objective of the paper is to understand the mechanism of corruption in public sector, as the most important part of unethical behavior in this sector. The methodology used consists of a quantitative research conducted in October 2014 on a number of 171 people. The questionnaire was distributed online, respecting the confidentiality of respondents. The results of the study could be used by public managers or by government to create adequate strategies in order to increase the ethical level in public sector and also developing a better image of these institutions.

A performance appraisal system forms an integral part of any developed management concept. The efficiency of such an appraisal system is fostered in institutions which prioritise quality and continuous improvement, and where innovationfriendly actions are joined by those that build confidence. An efficient appraisal system is characterised as follows: it is systemic in character, regular, universal, flexible, concrete, transparent and simple in application. When implementing a modern appraisal system, care should be taken to adhere to ethically sound principles such as fairness, objectivity, goodness and truthfulness.

¿Sirve de algo gestionar los recursos humanos en los ayuntamientos? En el momento de crisis actual, ¿está justificado el gasto en esta área? Aunque a nivel de empresa privada se ha estudiado ampliamente la inversión en gestión de recursos humanos, en el ámbito de la administración pública española la investigación es escasa. Para cubrir este hueco, este trabajo realiza un estudio sobre una muestra de 85 ayuntamientos españoles de más de 20.000 habitantes. Los análisis efectuados apoyan la idea de que efectivamente la adopción de ciertas prácticas de recursos humanos tiene un efecto positivo en los resultados de las corporaciones locales. De hecho, aunque hay prácticas que están muy reguladas por la normativa de la función pública se pueden gestionar de forma más eficiente sin colisionar con la legalidad vigente. / Is human resource management in local councils useful? In the current crisis, is the expenditure in this area justified? Although investment in human resources management has been widely studied at the private enterprise, research is scarce in the area of Spanish public administration. To fill this gap, this work carried out a study on a sample of 85 Spanish municipalities of more than 20,000 inhabitants. Analysis supports the idea that actually some practices of human resources have positive effect on the results of local corporations. In fact, although there are practices that are very regulated by the public service regulations you can manage more efficiently without colliding with the law in force.

There is a wind of change in the past few years in the business environment regarding the customer value perspectives. This paper delivers a framework that entails the value creation development. Academics and business practitioners are interested in defining the concept of value and, more clearly, customer value. The objective met by the system of values in a company is to create principles that deliver the image of company internally and externally. It is about what the employees should know and what the customer should feel or see related to that company. It is very important from the point of view of competition in the market. The purpose of this study is to analyze and characterize through an econometric model the importance of customer oriented system of value in the companies from Iasi through a defined database. Identification of subgroups within the database could help elucidate trends and facilitate future model value building. The main objective is to reveal if the companies from Iasi have a stated or applied system of value and which is the place of customer-oriented value occupies in any system of value from the companies from Iasi. The foundations of the projects ensure that the design is conducted effectively and efficiently. Findings can be used as recommendations for the firms in Iasi because this paper considers and quantifies how the system of value of an organization is addressed and its importance in the context of the companies of Iasi County.

La littérature académique en gouvernance d’entreprise étudie en particulier la séparation entre propriété et contrôle au sein de l’actionnariat des entreprises privées. Cet article propose une synthèse critique et des illustrations internationales des résultats les plus récents en la matière. En particulier, il détaille les mécanismes permettant aux actionnaires dominants d’accroître leur contrôle d’une société, parmi lesquels : les structures pyramidales, les participations croisées et les actions à droits de vote multiples, qui offrent la possibilité de découpler le contrôle de la part effectivement détenue dans le capital de l’entreprise. Ces phénomènes, plus ou moins présents dans les différentes régions du monde, jouent un rôle fondamental puisqu’ils contribuent à l’accroissement des asymétries entre actionnaires d’une même entreprise et engendrent des opportunités de bénéfices privés en faveur de certains d’entre eux. Leur impact s’étend bien au-delà de la sphère de l’entreprise concernée et peut affecter le fonctionnement même des marchés financiers. La quantification du niveau de contrôle au sein d’un empire industriel peut être obtenue à l’aide de diverses méthodes. Les développements récents en la matière sont résumés et l’application à des cas internationaux réels est discutée., The academic literature on corporate governance has taken a particular interest in the separation of property and control within bodies of corporate shareholders. This article provides a critical synthesis and international examples of the most recent results in this area. More particularly, it outlines the mechanisms through which controlling shareholders increase their control over a corporation (including pyramid structures), cross-shareholding, and shares with multiple voting rights. All of these mechanisms potentially provide the means of divorcing control from the proportion of corporate capital stock effectively held. These phenomena, present to a lesser or greater degree across the planet, play a fundamental role as they increasingly skew the relationship among shareholders of the same corporation while also creating opportunities for private benefits for some. Their impact extends well beyond the sphere of the corporation itself and may even affect the operation of financial markets. There are several ways of quantifying the level of control within an industrial empire. Recent developments in this field are summarized, and their application to true international cases is discussed.

There is growing evidence that social pressure shapes firms' behavior. Given how sensitive communities are to downsizing, this suggests that firms are likely to be under strong social pressure when considering reducing employment. Using French linked employer-employee data, we show that social pressure induces firms to refrain from dismissing at short distance from their headquarters. More specifically, we find that, within firms, secondary establishments located further away from headquarters have higher dismissal rates than those located closer, taking into account the possible endogeneity of plant location. We also find that the positive effect of distance on dismissals increases with the visibility of the firm in the local community of its headquarters. This effect is also stronger the greater the degree of selfishness of the community in which the headquarters are located. This suggests that local social pressure at headquarters is a key determinant of the positive relationship between distance to headquarters and dismissals. We show that our results cannot be entirely accounted for by alternative explanations of the distance-dismissal relationship that are put forward in the literature.