scholarly journals Cooperative Firms and the Crisis: Evidence from Some Italian Mixed Oligopolies

2013 ◽  
Author(s):  
Flavio Delbono ◽  
Carlo Reggiani
Keyword(s):  
Cooperative Firms ◽  
Mixed Oligopolies

International Tariffs in a Mixed Oligopoly with Research Spillovers

2016 ◽  
Vol 22 (3) ◽  
pp. 277-293
Author(s):  
Shoji Haruna ◽  
Rajeev K. Goel
Keyword(s):  
Industrial Organization ◽  
Research And Development ◽  
Technical Change ◽  
Large Range ◽  
Policy Implications ◽  
Mixed Oligopoly ◽  
Private Firms ◽  
Second Stage ◽  
Public Firm ◽  
Mixed Oligopolies

AbstractThis paper merges three strands of the literature – industrial organization, international trade, and economics of technical change – to examine the effect of tariffs on international mixed oligopolies which conduct research and development (R&D) that is prone to spillovers. Mixed oligopolies are prevalent in the defense sector, among other sectors. Using a two-stage sequential game with R&D in the first stage and production in the second stage, results show that higher tariffs reduce outputs of both the domestic public firm and foreign private firms, and private R&D. Effects on domestic R&D and welfare, and profits of foreign private firms depend upon spillovers. Within a large range of research spillovers, higher tariffs can in fact lower welfare. Some of these findings are different from traditional oligopolies and from models that ignore research spillovers. Policy implications are discussed.

scholarly journals Social Economy, Environmental Proactivity, Eco-Innovation and Performance in the Spanish Wine Sector

2020 ◽  
Vol 12 (15) ◽  
pp. 5908
Author(s):  
Félix Calle ◽  
Ángela González-Moreno ◽  
Inmaculada Carrasco ◽  
Manuel Vargas-Vargas
Keyword(s):  
Social Economy ◽  
The Other ◽  
Environmental Behaviors ◽  
Environmentally Sustainable ◽  
Community Values ◽  
Cooperative Firms ◽  
Patterns Of Behavior ◽  
Wine Sector ◽  
And Performance ◽  
The One

Concerned about climate change, cooperatives in the wine sector are beginning to adapt their strategies, guided by cooperative principles that encompass high social responsibility and the pursuit of community values. In this context and focused on the analysis of the decisions that drive firms to be more environmentally sustainable, our goal is twofold. On the one hand, we wish to examine whether there exist differences between cooperative and non-cooperative firms as regards their environmental proactivity. On the other hand, we hope to demonstrate the diversity of behaviors within the category of cooperative firms, identifying the possible patterns of environmental proactivity in Spanish cooperatives in the wine sector. We first conducted a difference of means t-test for independent samples (n = 251; sampled in 2017)—cooperatives (51) vs. non cooperative firms (200)- and then a two-stage cluster analysis and a subsequent variance analysis, using SPSS 24. Our results show no significant differences between cooperative and non-cooperative firms concerning their environmental behavior and underlines the diversity within the cooperatives in the wine sector as regards their environmental proactivity, revealing the existence of proactive, preventive and activist patterns of behavior. These patterns also show differences in the motivations for their environmental behaviors and their assessment of financial performance.

scholarly journals Leadership Style and Gender: A Study of Spanish Cooperatives

2020 ◽  
Vol 12 (12) ◽  
pp. 5107
Author(s):  
Inocencia María Martinez-Leon ◽  
Isabel Olmedo-Cifuentes ◽  
MCarmen Martínez-Victoria ◽  
Narciso Arcas-Lario
Keyword(s):  
Sustainable Development ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Management Positions ◽  
Cooperative Firms ◽  
Transformational And Transactional Leadership ◽  
Development Goals ◽  
And Gender ◽  
Female President

The growing global need for social cohesion and sustainable development gives visibility to cooperatives because their principles help to achieve these objectives and the adoption of Sustainable Development Goals (SDGs). Among them, gender equality policies are in the forefront. This paper explains how cooperatives contribute to women’s professional opportunities and to balancing the presence of women in management positions. It analyzes the predominant leadership styles and gender differences in cooperatives with a sample of 114 cooperative firms. The results show that: (a) Both transformational and transactional leadership styles are widely used; (b) no significant differences in leadership styles between men and women exist; and (c) the composition of management teams results in significant leadership style differences. The transformational style is less often used in mixed teams with a male majority and a woman president, and most often used in homogeneous teams (made up of only men or only women). Transactional leadership is more frequently implemented in teams made up only of women than in mixed masculine teams with a female president. These findings identify women’s leadership styles in cooperatives, pointing out their difficulties and introducing innovative proposals for contributing to their success and the achievement of SDGs in cooperatives.

Study for Development Directions and Real Application Cases of Korea Production System (KPS)

2015 ◽  
Vol 752-753 ◽  
pp. 1320-1332 ◽  
Author(s):  
Chong Man Kim ◽  
Jeong Cheol Lee ◽  
Seong Woo Choi
Keyword(s):  
Production System ◽  
Production Lines ◽  
Productivity Improvement ◽  
Real Application ◽  
Continuous Innovation ◽  
The Past ◽  
Manufacturing Innovation ◽  
Cooperative Firms ◽  
Industrial Productivity ◽  
Partnership Program

This research introduces KPS (Korea Production System), which is a type of manufacturing innovation methodology. The KPS has been developed by KPC (Korea Productivity Center), which is a special corporation with the objective of industrial productivity improvement. In this paper, we show theoretical validity of the KPS, in which there are 6 principles (People Involvement, Field Standardization, Continuous Innovation, Flexibility of Production, Commercialization of production Information) and thirty core activities based on the above 6 principles, and the KPS has a list of 140 assessment items for evaluations of the above core activities. In addition, we summarize some differentiations between the KPS and other manufacturing innovation methodologies. During the past three years, the KPS has been used in productivity innovation partnership program between major companies and SMEs (small and mediums-sized enterprises) in Korea. In this program, the KPS has been applied in production lines of various SMEs, which are almost cooperative firms of global and major companies such as Samsung elec., POSCO, LG elec. and so on. To show the effectiveness of the KPS, we introduce outcomes of some real implementation cases in the production lines of SMEs, finally.

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