scholarly journals Innovation governance in practice: A business policy approach

2020 ◽  
Vol 16 (2) ◽  
pp. 54-64
Author(s):  
Pedro B. Água ◽  
Anacleto Correia
Keyword(s):  
Main Role ◽  
Competitive Advantages ◽  
Business Policy ◽  
Priority List ◽  
Staff Morale ◽  
The Public ◽  
The Board Of Directors ◽  
Board Directors ◽  
Innovation Governance ◽  
Competitive Products

Innovation is a key driver for any organization’s competitiveness and sustainability. Even in the public sector, a lack of innovation may affect organizations in many different ways, ranging from lost opportunities for more efficient and innovative processes to staff morale decrease; staff that embeds organizational knowledge, values and culture. Innovation can provide new ways of doing things; strengthening competitive advantages or providing more competitive products and services. Innovative organizations also make jobs more fulfilling, and ultimately making the world a better place. Board directors need to be more than just observers. According to Chouaibi, Boujelbene, and Affes (2009), board directors do have a main role in what driving innovation concerns, and that there is a need for an adequate framework in order to promote such involvement from the board of directors. Moreover, Saravia and Saravia-Matus (2017) suggest the problem of the determination of causality has become an increasingly important question in the field of corporate governance. By following a logical thinking process, we ended at a pragmatic and deployable model backed by logical cause and effect. Taking a business policy approach, we argue that it is possible to attain more innovative organizations and innovation governance should be on every board’s priority list.

Hans Sicat and the Transformation at the Philippine Stock Exchange

2014 ◽  
Vol 18 (02) ◽  
pp. 429-454
Author(s):  
Manuel C. Dioquino
Keyword(s):  
Stock Exchange ◽  
Chief Executive ◽  
Business Community ◽  
Foreign Investors ◽  
Listed Firms ◽  
The Public ◽  
Investment Banker ◽  
The Board Of Directors ◽  
The Subject ◽  
Credibility Problem

The Philippine Stock Exchange, Inc. (PSE) was suffering a credibility problem in 2011. Just like the Philippine economy, the PSE was not performing well and the integrity of its leadership and decisions they made was being questioned by the public at large and the business community in particular. Hans Sicat, a retired investment banker, was invited to join the Board of Directors with a tacit agreement that he would be elected Chairman. Events thereafter led to Mr. Sicat's appointment as President and Chief Executive Officer of the bourse. Hans Sicat turns around the stock exchange successfully. How he makes it look seemingly simple is the subject of this case. Hans places all transformative efforts into two “bucket lists”. All of his efforts to increase the volume of trade in the exchange are classified under Liquidity, while all efforts to restore the integrity within the bourse and its listed firms, he refers to as Governance issues. The Philippine Stock Exchange, Inc. transformation does not go unnoticed by domestic and foreign investors, and other stakeholders as well. It breaks the 5,000 point barrier.

scholarly journals Conflict-induced forced CEO turnover and firm performance

2018 ◽  
Vol 44 (9) ◽  
pp. 1134-1154
Author(s):  
Kuntara Pukthuanthong ◽  
Saif Ullah ◽  
Thomas J. Walker ◽  
Jing Zhang
Keyword(s):  
Firm Performance ◽  
Univariate Analysis ◽  
Ceo Turnover ◽  
Main Role ◽  
Corporate Boards ◽  
Firm Characteristics ◽  
Stock Performance ◽  
Content Type ◽  
Strategic Direction ◽  
The Board Of Directors

Purpose The purpose of this paper is to examine operational and stock performance changes around forced CEO turnovers caused by conflicts between corporate boards and CEOs over the strategic direction of the firm. In addition, the authors investigate whether changes in performance can be explained by board, CEO, or firm characteristics. Design/methodology/approach The authors apply propensity score matching to choose matching firms that do not forced CEO turnover but have similar characteristics with the sample firms. The authors compare their operating and stock performances. The authors apply both univariate analysis and multivariate regression analyses. Findings The authors find that the CEO turnovers caused by conflicts between corporate boards and CEOs over the strategic direction of the firms tend to be preceded by significant declines in a firm’s operating and stock performance and that corporate performance improves after turnovers. In addition, the authors find that an increase in long-term incentives and firm size and a decrease in turnover improve firm performance. Originality/value While the existing corporate governance literature emphasizes oversight as the main role of the board of directors and identifies the CEO as the leader who sets the strategic direction of the firm, in cases of conflict-induced forced CEO turnover, it is the board that sets the strategic direction. This paper is the first to provide evidence regarding the implications of conflict-induced forced CEO turnovers.

scholarly journals Role of Public Entities in Suitable Provision of Public Services: Case Study from Slovakia

2021 ◽  
Vol 11 (4) ◽  
pp. 143
Author(s):  
Viera Papcunová ◽  
Roman Vavrek ◽  
Marek Dvořák
Keyword(s):  
Public Administration ◽  
Local Governments ◽  
Public Services ◽  
Slovak Republic ◽  
The State ◽  
Main Role ◽  
The Public ◽  
State Administration

Local governments in the Slovak Republic are important in public administration and form an important part of the public sector, as they provide various public services. Until 1990, all public services were provided only by the state. The reform of public administration began in 1990 with the decentralization of competencies. Several competencies were transferred to local governments from the state, and thus municipalities began to provide public services that the state previously provided. Registry offices were the first to be acquired by local governments from the state. This study aimed to characterize the transfer of competencies and their financing from state administration to local government using the example of registry offices in the Slovak Republic. In the paper, we evaluated the financing of this competency from 2007 to 2018 at the level of individual regions of the Slovak Republic. The results of the analysis and testing of hypotheses indicated that a higher number of inhabitants in individual regions did not affect the number of actions at these offices, despite the fact that the main role of the registry office is to keep registry books, in which events, such as births, weddings, and deaths, are registered.

scholarly journals Digitalization impacts on corporate governance

2018 ◽  
Vol 7 (4) ◽  
pp. 51-63 ◽  
Author(s):  
Hugh Grove ◽  
Mac Clouse ◽  
Laura Georg Schaffner
Keyword(s):  
Corporate Governance ◽  
New Economy ◽  
Disruptive Innovation ◽  
Digital Learning ◽  
Competitive Advantages ◽  
Non Profit ◽  
Starting Point ◽  
The Board Of Directors ◽  
Old Economy ◽  
Privacy Risks

For improved corporate governance in this age of digitalization, the Board of Directors could investigate key operating performance indicators or KPIs for competitive advantages with Digitalization Dashboards. There are over 30 such digital metrics in the Digitalization Dashboard example in this paper. A starting point for developing such key metrics could be the digital values indicated by the “efficient stock market” with the market to book ratio calculation. The ten “new economy” companies had an average market to book ratio of 10.85 while the ten “old economy” companies had an average market to book ratio of 2.64. Why are sophisticated investors indicating that the equity market value or market capitalization of “new economy” companies is almost eleven times larger on average than their equity book value? Why is the average market to book ratio of “new economy” companies over four times larger than for “old economy” companies? What key digitalization metrics and competitive advantages are in play here? Digital dashboards are recommended here to answer such questions. While the awareness on boards regarding risks originating from disruptive innovation, cyber threats and privacy risks has been increasing, board members must equally be able to challenge executives and identify opportunities and threats for their companies. This shift for companies is not only about digital technology but also cultural. How can people be managed when digital, virtual ways of working are increasing? What do robotics and “big data” analysis mean for managing people? One way to accelerate the digital learning process has been advocated: the use of digital apprentices for boards. For example, Board Apprentice, a non-profit organization, has already placed digital apprentices on boards for a year-long period (which helps to educate both apprentices and boards) in five different countries.

Talent management

2021 ◽  
Vol 23 (1) ◽  
pp. 65-69
Author(s):  
MARINA SAVELYEVA ◽  
Keyword(s):  
Public Service ◽  
Talent Management ◽  
Project Teams ◽  
Competitive Advantages ◽  
Creative Activity ◽  
Work Activities ◽  
The Public ◽  
Routine Work ◽  
The City ◽  
Difficult Situations

Developing the talents of the organization’s employees is becoming an increasingly important component for the formation of the organization’s competitive advantages since it is aimed at attracting and retaining high-quality specialists. The concept of talent can be described as a multifaceted phenomenon, including person’s abilities acquired from birth, skills obtained throughout life, and involvement in a favorite type of occupation. The article describes the main ways to identify employees’ talents, such as: “Tricky questions”, “Matrix for determining talent”, and analysis of employee’s personal life. The author recommends paying special attention to the context and examples of difficult situations from the employee’s work activities, the made-up decisions in these conditions, as well as to analyze the most successfully mastered areas. The author also identifies key positions regarding the motivation of talent development and emphasizes that the main driving force in creative activity is not monetary remuneration or evaluation of human efforts but opportunities for employees to show an aptitude to research, learn and develop. As a result of analyzing the experience of talent management in the public service of the city of Singapore, the article highlights such methods of working with talented employees as allocating working time for training, staff rotation, participation in inter- structural project teams, and mentoring. Also, the author considers the trend of introduction and use of artificial intelligence in the organization’s activities and its impact on the work of talented employees. It allows automating routine work and creating conditions for shifting the focus of employees to work creatively.

Specific features of social and economic development of the Far-Eastern macro-region

2021 ◽  
Vol 96 (3) ◽  
pp. 31-44
Author(s):  
E. B. Veprikova ◽  
◽  
V. V. Kubichek ◽  
Keyword(s):  
Far East ◽  
Limiting Factors ◽  
Competitive Advantages ◽  
Economic Potential ◽  
Resource Potential ◽  
The Public ◽  
The Far East ◽  
The Social ◽  
Social And Economic Development ◽  
Far Eastern

The authors proposed the approach for assessing the state and development potential of the macro-region. The specificity of the Far-Eastern macro-region is revealed in comparison with the other macro-regions of Russia. The assessment includes the natural and resource potential of the macro-region, the availability of infrastructure, the habitability of the territory as well as the indicators of economic and social development. Competitive advantages and limitations in the development of the Far East are presented. Proposals on the directions of implementation of the public policy of spatial development of the Far-Eastern macro-region, including the social and economic potential and the limiting factors, are formulated.

The Role of the Directors

2021 ◽  
pp. 125-194
Author(s):  
Eva Micheler
Keyword(s):  
Public Interest ◽  
Company Law ◽  
Economic Interests ◽  
Financial Reports ◽  
The Public ◽  
Company Directors ◽  
The Board Of Directors ◽  
The Law ◽  
The Uk

This chapter describes the role of the directors. The duties of the directors are owed to the company and while the shareholders are the primary indirect beneficiaries of those duties, the law integrates the interests of creditors and also of wider society. The law is primarily focused on ensuring compliance with the Companies Act and the constitution rather than with the enhancement of economic interests. The Company Directors Disqualification Act 1986 serves as a mechanism through which the public interest is integrated into company law, while the UK Corporate Governance Code adds a further procedural dimension to the operation of the board of directors. The chapter then looks at how the idea of designing remuneration in a way that guides the directors to act either for the benefit of the shareholder or for the benefit of the company is flawed and has served as a motor justifying increasing rewards without bringing about commensurate increases in performance. It also analyses the duties of the directors to keep accounting records and to produce financial reports.

The Public Company Transformed

2018 ◽  
Author(s):  
Brian Cheffins
Keyword(s):  
World War Ii ◽  
Dominant Role ◽  
Departure Point ◽  
Public Companies ◽  
Managerial Capitalism ◽  
The Public ◽  
Corporate Scandals ◽  
Public Company ◽  
The Board Of Directors ◽  
History Of

The publicly traded company has played a dominant role in the American economy for decades. The Public Company Transformed examines the history of the American public company from the mid-twentieth century through to the present day. The analysis is oriented around constraints that have affected the discretion available to public company executives, such as monitoring by the board of directors, activism by shareholders, complying with regulation, dealings with unions, and pressure from competitors. The chronological departure point is the managerial capitalism era, which prevailed in large American corporations following World War II. Managerial capitalism’s rise, its 1950s and 1960s heyday, and its fall in the 1970s and 1980s are canvassed. Prosperity that American public companies and their executives enjoyed during the 1990s is described, as is a reversal of fortunes in the 2000s precipitated by corporate scandals and the financial crisis of 2008. The Public Company Transformed concludes by offering conjectures on the future of the public corporation, indicating in so doing that predictions the public company will soon be an afterthought are likely to be proved incorrect.

scholarly journals STRATEGI COMPETITIVE ADVANTAGE UNTUK MEMBANGUN CITY BRANDING KOTA BATU SEBAGAI KOTA WISATA

IQTISHODUNA ◽  
2016 ◽  
Vol 10 (2) ◽  
pp. 89-98
Author(s):  
Uyunur Rochmawati Miladiyah ◽  
Slamet Slamet
Keyword(s):  
Competitive Advantage ◽  
Competitive Advantages ◽  
City Branding ◽  
Tourist Attractions ◽  
City Brand ◽  
The Public ◽  
Tourism Sector ◽  
The World ◽  
The Impact ◽  
The City

Globalization led to tough competition among cities around the world to win the competition toattract visitors and increase investment. Therefore, not only the company, the cities are also struggling tocreate uniqueness to gain an advantage in competition. It is very important to communicate the competitiveadvantages owned by these cities to the public and all parties to ensure the achievement of objectives. Citybranding is a method used to re-brand the city as identification which is expected to reflect the advantages aswell as its uniqueness. Therefore, in 2013 Shining Batu was introduced as a city brand wich expected to bereflect the competitive advantage of Batu City. The purpose of this study is to reveal aspects of the competitiveadvantages Batu City; strategies that are used in communicating it; as well as how big the impact of thecommunication strategy for the visitors Batu City. The paradigm of this research is qualitatively by case studydesign. Data were obtained by interview and documentation. The results showed that the Batu City has threeinterrelated aspects superior to one another that supports the creation of competitive advantages: geographicand agricultural sectors are packed in the development of the tourism sector. At the same time, the governmentdeveloped the program as a means of communicating Shining Batu and reflects the benefits of the city to thepublic. Shining Batu communicated through various forms of promotion that utilizes a wide variety ofcommunication tools; a variety of Tour Package; and held aa variety of routine and incidental events.Questionnaire showed that aim to dominate the number of respondents traveled, which consists of a visitor,where recreational tourist attractions types over a favorite choice than any natural attractions. Hotel is a topchoice for a place to stay. Most visitors make a visit to Batu City more than once.

scholarly journals Family firms control structure and corporate sustainability

2015 ◽  
Vol 13 (1) ◽  
pp. 1088-1100
Author(s):  
Hsiang-Tsai Chiang ◽  
Fang-Chun Liu
Keyword(s):  
Family Firms ◽  
Control Structure ◽  
Corporate Sustainability ◽  
Internal Degree ◽  
Single Family ◽  
Positive Relation ◽  
The Public ◽  
The Family ◽  
The Board Of Directors ◽  
A Company

A company with CSR devotion reflects this company aims not only in making profit, but also in sustainability. Family-owned companies have possessed of both control and operation right of the company, and family will devote themselves in CSR to signal the company’s commitment and then gains good image in order to sustainable and to maximize family benefit, The result indicated a positive relation between sustainability and the percentage of control shareholding, and negative relations between sustainability and two kinds of characteristic of family firms, which are the internal degree of the Board of Directors and the firm directed by single family. The evidence can offer stakeholders or the public to judge or predict the future development of the family firm.

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