The culture of communication and the communication of culture in the modern corporate environment

1999 ◽  
Vol 4 (1) ◽  
pp. 77-85 ◽  
Author(s):  
Jonathan Steffen
Keyword(s):  
Corporate Environment

She-E-Os and innovation: do female CEOs influence firm innovation?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hafiz Mustansar Javaid ◽  
Qurat Ul Ain ◽  
Antonio Renzi
Keyword(s):  
Financial Constraints ◽  
Ordinary Least Squares ◽  
State Ownership ◽  
Corporate Environment ◽  
Firm Innovation ◽  
Content Type ◽  
Innovation Activities ◽  
Female Ceos ◽  
Innovation Output ◽  
The Impact

PurposeThis paper empirically investigates whether female CEOs (She-E-Os) have an effect on firm innovation among Chinese listed firms based on patent data. This study also delved further by looking at whether the internal corporate environment moderates the effect of female CEOs on innovation, that is, state ownership. Finally, this study investigates an additional test of financial constraints to examine whether financial constraints also moderate the impact of female CEOs on firm innovation.Design/methodology/approachThis study used the data of all A-share listed companies on the Shanghai and Shenzhen stock exchanges for the period from 2008 to 2017. The authors use ordinary least squares regression as a baseline methodology, along with firm-fixed effect, lagged measure of female CEOs, alternative measures of innovation, Heckman two-step model and negative binomial regression to check and control the possible issue of endogeneity.FindingsThe authors’ findings show that CEO gender plays an important role in producing higher levels of innovation output by improving the governance structure. However, female CEOs have no effect on state-owned enterprises' (SOEs) innovation activities, which suggests that the main goal of SOEs is achieving sociopolitical objectives. Furthermore, female CEOs' influence on innovation output is weaker in firms with financial constraints.Social implicationsThis study adds to the emerging global discussion on gender diversity. Many legislative bodies require a quota for women on corporate boards due to gender inequality. This study's findings reinforce such guidelines by emphasizing the economic benefits of including women in top management positions.Originality/valueThis study provides new insights by highlighting the role of female CEOs in increasing firms' innovation activities. Additionally, this study provides evidence on whether the internal corporate environment (state ownership and financial constraints) moderates female CEOs' effect on innovation.

Cultural Adaptation of E-Learning Courseware

2012 ◽  
pp. 192-209
Author(s):  
Randall Stieghorst ◽  
Andrea L. Edmundson
Keyword(s):  
Instructional Design ◽  
Design Process ◽  
Ethical Dilemmas ◽  
Code Of Conduct ◽  
Corporate Environment ◽  
Web Based ◽  
Global Organizations ◽  
Learning Modules ◽  
Instructional Design Process ◽  
E Learning

Web-based and self-paced learning modules have become a common-and sometimes primary-tool used by the Ethics & Compliance departments of global organizations to educate employees worldwide. These e-learning modules provide guidance around such topics as the company’s Code of Conduct, specific policies or laws, globally applicable corporate standards, and how best to manage ethical dilemmas in a corporate environment. In this case, the authors describe the instructional design process that were used on various ethics and compliance courses to achieve a more global, regional, or country-specific applicability, including an overview of changes made to content and methodology that was originally perceived as “very American.”

Challenges in Leading and Managing Design Teams

2017 ◽  
pp. 799-809
Author(s):  
Kin Wai Michael Siu ◽  
Satyakam Sharma
Keyword(s):  
Creative Process ◽  
Competitive Market ◽  
Design Teams ◽  
Corporate Environment ◽  
Consumer Durables ◽  
Creative Solutions ◽  
Industrial Designers

Design has become an indispensable part of any business today. While the designers deliver creative solutions to enable the businesses to survive in the highly competitive market, their unique “designerly” style of thinking and working potentially poses several challenges to management in the corporate environment. Designers are right-brainers (creative personalities), who rely on their artistic, irrational, and amorphous creative process to devise meaningful creations. Their non-conforming, independent, playful nature and their passion towards the creative profession equip them to address complex challenges through their creative process. The creative nature of designers is oftentimes at odds with the more strictly constrained approach of the business and may lead clashes of views and to the development of a seemingly. The chapter discusses the diverse facets of these challenges and associated rationalities behind them. It elaborates and recounts these by sharing relevant experiences, particularly from the consumer durables sector, where industrial designers play a key role in the success of the organization. It is based on the learning from a decade-long experience in practicing and managing design across consultancies and corporates.

Clustering Analysis of Networked Organizations

2011 ◽  
pp. 199-208
Author(s):  
Hakki Eraslan ◽  
Melih Bulu ◽  
Metin Turkay
Keyword(s):  
21St Century ◽  
Clustering Analysis ◽  
Business Processes ◽  
Competitive Advantages ◽  
Corporate Environment ◽  
Roles And Responsibilities ◽  
Activity Network ◽  
Hard Time ◽  
Network Organizations ◽  
Networked Organizations

The corporate environment of organizations in the 21st century are expected to be very demanding, flexible, and competition driven as discussed by Drucker (2001). The organizations will have a very hard time sustaining their competitive advantages under these conditions. Therefore, individual organizations must collaborate with other organizations for survival and sustainable success (Wilkinson, Mattsson, & Easton, 2000). This translates itself into network organizations that specialize in certain functions of business of activity. Network organizations are defined as a system established by individual organization with designed roles and responsibilities (Achrol, 1997). Network organizations are established by the need of organizations to interact with each other for the purpose of establishing links and improving performance and business processes of individual organizations.

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