This paper examines the growing number of publications on multinational enterprise management of sustainability issues. Based on an integrative literature review and thematic analysis, the paper analyses and synthesises the current state of knowledge about main issues arising. Key issues identified include the following: choice of sustainability strategies; management of the views of headquarters towards sustainability; local cultural sustainability perspectives in developed and developing host countries; MNEs with home in developing/emerging countries; and resource availability for implementing sustainability initiatives. Findings (...) indicate that although the literature is tending towards growing acceptance about sustainability and its challenges most researchers have focused on corporate social responsibility and investigate their own niche problem, industry, and country, using their own chosen theory and do not consider the need for consolidation and integration of social, environmental and economic performance. Avenues for future research are identified which will provide a means for the ethical foundations of theory and practice to be improved. (shrink)

This major work challenges some widely held positions in epistemology - those of Peirce and Popper on the one hand and those of Quine and Kuhn on the other.

There is a lack of theoretical consensus on how multinational enterprises (MNEs) should implement corporate social responsibility (CSR) to build legitimacy, particularly those operating in the smaller Asian emerging market context, where current growth in the global economy is being felt more acutely than elsewhere. This paper argues for theoretical integration of business ethics (BE) and international business (IB) research to address this concern. Hence, we explore the management of CSR strategies by MNE subsidiaries with specific interest on their proactive (...) adoption of strategic CSR to obtain legitimacy in a foreign host country. Drawing on the recent CSR literature and related theories, including stakeholder theory and institutional theory, propositions and a conceptual framework are developed and presented. The framework integrates BE and IB concepts on the different dimensions of CSR and provides a theoretical derived explanation of the process for strategic adoption of global through to more local CSR strategies by MNE subsidiaries to build legitimacy in an emerging market context. In addition, the framework provides valuable insights into the adoption of different ethical approaches or CSR strategies based on the level of ethical pressure in a host country and the degree of CSR ingrainedness in the parent company. (shrink)

Building on the literature on hybrid organizations, this manuscript explores the relationship between the organizational activity of social enterprises backed by venture philanthropy investors and income inequality. Using Ashoka’s portfolio of Indian social enterprises as empirical context of Western venture philanthropy investing activity, our results suggest that Indian municipalities with social enterprises that have received venture philanthropy investments experience a decrease in income inequality level and when these social enterprises are dominated by a collectivistic organizational identity orientation the effect is (...) stronger. Our findings have implications for the research on hybrid organizations, financing of social entrepreneurship and grand ethical challenges. (shrink)

This study focuses on the managerial issue of should social enterprises become more marketing oriented. It adapts the Kohli et al. MARKOR marketing orientation scale to measure the adoption of marketing by SEs. The items capture Vincentian-based values to leverage business in service to the poor as a measure of a Vincentian marketing orientation. A VMO is an organisational wide value-driven philosophy of management that focuses a SE on meeting its objectives by adopting a more marketing orientated approach to serve (...) the needy and poor in a just and sustainable manner. SEs that exhibit a VMO seek to understand and respond to both the needs of their beneficiaries and stakeholders. They are constantly generating, disseminating, and responding to environmental, beneficiary, and stakeholder information and develop their business propositions to more effectively and efficiently meet the needs of the poor, while guided by a philosophy of leveraging business for social good. This study of SEs in Australia found that a VMO is strongly and positively correlated with social, economic, and environmental performance. These findings suggest that SEs may benefit by leveraging marketing capabilities to better serve their beneficiaries and stakeholders. (shrink)

Recent initiatives from the Employment Department in the UK have promoted ‘enterprise education’. This paper discusses the relationship of enterprise education to the more established notion of a liberal education. It is argued that enterprise education should be understood not as replacing the aspirations of a liberal education, but rather as supporting or extending them. It does this (i) by helping pupils to understand what is arguably a significant form of life; (ii) by developing understanding of the (...) economic conditions of our social functioning; and (iii) by developing personal qualities which equip us practically to pursue our chosen paths in a competitive and sometimes hostile world. (shrink)

We propose conscious awareness as a mechanism for creating “shared value”; a form of value that Porter describes as putting social and community needs before profit. We explore the mechanism empirically in an entrepreneurial context and find that spiritual practices increase conscious awareness which, in turn, shapes entrepreneurial intentions and venture characteristics focused on shared value.

Launched in 1982, the so-calledBerliner Wissenschaftsladen e. V.(WILAB) belonged to the scattered West-German ventures in “counter-science”. This article situates the origins of the “Laden” (~ workshop)—an “alternative” spin-off of sorts, spawned from the Technical University of Berlin—in the context of contemporary advances in regional science policy. In this connection, the ailing, de-industrializing “island city” arguably even played a certain pioneering role: elements of its multipronged “innovation offensive”, which peaked in the early-to-mid 1980s, were visible beyond city limits, including the trade (...) showBIG TECHand, notably, theBerlin Center for Innovation and New Enterprises(BIG), the FRG’s first start-up “incubator”, which opened in 1983.In other words, politically-minded scientists in tendency now had to deal with conditions that were less and less conducive to dreams of a “socially engaged” and “non-alienated” (counter-)science. Indeed, while hardly opposed to the new gospel of innovation, it’s not surprising that ventures such as WILAB, committed as they were to the production of “socially useful” science, found themselves increasingly marginalized. It’s as such a marginal venture, my argument goes, that WILAB’s prima facie hopeless attempt to initiate a different, more “humane” information technology sheds an instructive light on the emergence of “entrepreneurial” science in the FRG during the 1970s and 1980s. (shrink)

We live in a 'bimoral' society, in which people govern their lives by two contrasting sets of principles. On the one hand there are the principles associated with traditional morality. Although these allow a modicum of self-interest, their emphasis is on our duties and obligations to others: to treat people honestly and with respect, to treat them fairly and without prejudice, to help and are for them when needed, and ultimately, to put their needs above their own. On the other (...) hand there are the principles associated with the entrepreneurial self-interest. These also impose obligations, but of a much more limited kind. Their emphasis is competitive rather than cooperative: to advance our own interests rather than to meet the needs of others. Both sets of principles have always been present in society but in recent years, traditional moral authorities have lost much of their force and the morality of self-interest has acquired a much greater social legitimacy, over a much wider field of behavior, than ever before. The result of this is that in many situations it is no longer at all apparent which set of principles should take precedence. In this book, John Hendry traces the cultural and historical origins of the 'bimoral' society have also led to new, more flexible forms of organizing, which have released people's entrepreneurial energies and significantly enhanced the creative capacities of business. Working within these organizations, however is fraught with moral tensions as obligations and self-interest conflict and managers are pulled in all sorts of different directions. Managing them successfully poses major new challenges of leadership, and 'moral' management, as the technical problem-solving that previously characterized managerial work is increasingly accomplished by technology and market mechanisms. The key role of management becomes the political and moral one of determining purposes and priorities, reconciling divergent interests, and nurturing trust in interpersonal relationships. Exploring these tensions and challenges, Hendry identifies new issues of contemporary management and puts recognized issues into context. He also explores the challenges posed for a post-traditional society as it seeks to regulate and govern an increasingly powerful and global business sector. (shrink)

The paper responds to Professor Bridges's paper:‘Enterprise and liberal education’, the thesis of which is taken to be that enterprise education is not only compatible with liberal education, but a necessary part of it. A number of reasons are urged against this claim. In particular, it is argued that being enterprising is neither necessarily generalizable nor always desirable; that enterprise education is inextricably, though ambiguously, related to ‘the enterprise society’, yet ignores the harmful aspects of such (...) a society; and that the claim that enterprise education is liberal because it uses progressive pedagogic methods, is unsustainable. (shrink)

Emotion recognition is an important part of building an intelligent human-computer interaction system and plays an important role in human-computer interaction. Often, people express their feelings through a variety of symbols, such as words and facial expressions. A business ecosystem is an economic community based on interacting organizations and individuals. Over time, they develop their capabilities and roles together and tend to develop themselves in the direction of one or more central enterprises. This paper aims to study a multimodal ER (...) method based on attention mechanism. It analyzes the current emotional state of consumers and the development direction of enterprises through multi-modal ER of human emotions and analysis of market trends, so as to provide the most appropriate response or plan. This paper firstly describes the related methods of multimodal ER and deep learning in detail, and briefly outlines the meaning of enterprise strategy in the business ecosystem. Then, two datasets, CMU-MOSI and CMU-MOSEI, are selected to design the scheme for multimodal ER based on self-attention mechanism. Through the comparative analysis of the accuracy of single-modal and multi-modal ER, the self-attention mechanism is applied in the experiment. The experimental results show that the average recognition accuracy of happy under multimodal ER reaches 91.5%. (shrink)

A shipping war has broken out between two friendly neighbouring countries: Estonia (a rather poor land; liberated of Soviet occupation in 1991), and Finland (a wealthy one; independent since 1918). Led by their trade union the Finnish dockers boycott Estonian ships demanding for Estonian sailors the salary in the same range as that is in wealthy West-European countries. Estonian Sailors'' Union finds that such a war is not for their better work-conditions but against their working possibilities: the cheap labour force (...) is the only possibility for a poor country to entice foreign investments in it.No matter how the shipping war will be solved – the problem will remain. This is the problem of two opposites – cheap labour force of poor countries and expensive one of wealthy countries –, and international enterprises standing between them. Could such an enterprise survive without using the cheap labour force? And if it could, how could the poor countries survive then? Could there be found a clear unambiguous ethical solution? What ought to be the role of trade unions in such international business conflicts? (shrink)

This study explores social enterprises’ strategies for addressing mission drift. Relying on an inductive comparative case study of two Italian social enterprises, we show how stakeholder engagement combined with social accounting can successfully support a social venture to re-balance its positioning between wealth generation and social value creation. Indeed, stakeholder engagement helps the internal actors of a social enterprise to rationalize and embody pro-social values previously abandoned, while social accounting reinforces this embodiment process by showing the reintroduced social commitment (...) of the social enterprise to external audiences. Conversely, strategies focused only on social accounting and without significant engagement of external stakeholders prove to be unsuccessful in counterbalancing mission drift because they fail to activate the necessary process of internal re-introduction and operationalization of pro-social values and objectives. (shrink)

The figure of today’s threat is the suddenly irrupting, locally self-organizing, systemically self-amplifying threat of large-scale disruption. This form of threat, fed by instability and metastability, is not only indiscriminate, it is also indiscrimin able; it is indistinguishable from the general environment. The figure of the environment shifts: from the harmony of a natural balance to the normality of a generalized crisis environment so encompassing in its endemic threat-form as to connect, across the spectrum, the polar extremes of war and (...) the weather. Michel Foucault characterizes the dominant contemporary regime of power, coincident with the rise of neoliberalism, as ‘environmental’: a governmentality which will act on the environment and systematically modify its variables. Its actions, he emphasizes, are not standardizing since the shift in the figure of the environment has moved it out of reach of normalization. Given the indiscriminateness of the environment’s autonomous activity, environmentality must work through the ‘regulation of effects’ rather than of causes. It must remain operationally ‘open to unknowns’ and catch nonlinear, transversal phenomena before they amplify the stirrings to actual crisis proportions. What systematicity is this? And: does power’s becoming-environmental mean that, politically, we are dealing with natural subjects? Where Foucault’s question ends is where, today, we must begin, in light of how the recomposition of power whose dawning he glimpsed in 1979 has since played out. In the context of Foucault’s theories of power, the question amounts to asking: is this still ‘biopolitics’? (shrink)

Instead of the currently prevailing competitive model, a more collaborative strategy is needed to address the concerns related to the unsustainability of today’s business. This article aims to explore collaborative approaches where enterprises seek to build long-term, mutually beneficial relationships with all stakeholders and want to produce sustainable values for their whole business ecosystem. Cases here analyzed demonstrate that alternative ways of doing business are possible. These enterprises share more democratic ownership structures, more balanced and broader governance systems, and a (...) more comprehensive view of organizational goals and performance – which goes beyond the narrow concept of financial bottom line and into a stronger and systematic care of the needs and requirements of the different stakeholder groups. Thanks to this evidence and different theoretical and empirical contributions, we suggest that the strength and sustainability of enterprises come from their ability to fit into the environmental, social, and cultural context in which they operate. By creating values for all stakeholders, enterprises can involve them and gain deep support based on their commitment. This may lead to superior performance from a multiple-bottom-line perspective. (shrink)

In Lister v Hesley Hall [2002] 1 AC 215 the House of Lords reformed the law on vicarious liability, in the context of a claim arising over the intentional infliction of harm, by introducing the ‘close connection’ test. The immediate catalyst was the desire to facilitate recovery of damages on the part of victims of child abuse. The precise form the revision assumed was derived from two Canadian Supreme Court cases: Bazley v Curry [1999] 174 DLR (4th) 45 and Jacobi (...) v Griffiths [1999] 174 DLR (4th) 7. The Canadian jurisprudence contains a detailed review of the policy factors underpinning the law of vicarious liability and expresses the view that the most significant of these is ‘enterprise liability’. This article attempts to establish whether enterprise liability holds the same significance in the UK. And, on the assumption that it does, the article goes on to consider any difficulties that may ensue and any further common law reforms that may result. In particular it considers whether the law on vicarious liability for independent contractors is likely to change. (shrink)

In this article we argue that the emergence of a new form of organization – community enterprise – provides an alternative mechanism for corporations to behave in socially responsible ways. Community enterprises are distinguished from other third sector organisations by their generation of income through trading, rather than philanthropy and/or government subsidy, to finance their social goals. They also include democratic governance structures which allow members of the community or constituency they serve to participate in the management of the (...) organisation. Partnerships between corporations and community enterprises therefore raise the possibility of corporations moving beyond philanthropic donations toward a more sustainable form of intervention involving long-term commitments to communities. At the same time they change substantively the nature of any collaboration by allowing relationships to proceed on the basis of mutual advantage, thereby broadening their appeal and scope. In doing so, partnerships build capacity and enfranchise communities in a way that avoids the paternalism that has traditionally characterised relationships between corporations and voluntary sector organisations. Power relations are transformed because partners are seen as sources of valuable assets, knowledge and expertise, rather than recipients of patronage or charity. (shrink)

Factory floors throughout the global economy are rapidly transforming themselves into potentially fertile laboratories for research in the cognitive sciences. The information revolution has challenged our understanding of perception and cognition. Innovations in information technologies have also provided us with new methods and environments for the study of cognition. On the business and economic front, information technology is supporting the development of new corporate information systems-Enterprise Systems-that will revolutionize the decision-making, reporting and reward environments in corporations. These systems are (...) pervasive and transforming. At all levels, employees will be presented with potentially unlimited amounts of accurate, real-time information and will be expected to use that information effectively. The possibilities for research, especially for modeling the learning and decision-making processes, are unparalleled. Research conducted in these environments offers extraordinary opportunities to address research questions formerly requiring limited synthetic environmental situations. Data collected in firms as they deploy enterprise information systems can be more extensive and accurate and more easily quantified than data from traditional synthetic experiments. Research programs in these settings can also address more complex problems of human interaction and collaborativity. This article describes the aspects of enterprise systems that will be of greates interest to cognitive scientists. It also outlines the nature of potential collaboration between economists and cognitive scientists and offers a list of outstanding questions for systems design and development. (shrink)

Philosophy is a cognitive enterprise. In multiple senses, it is continuous with other sciences (including natural sciences, social sciences, and Humanities). (1) As far as its subject matter is concerned, like other sciences, philosophy is also a part of the overall efforts of human beings to understand the world in which we live. (2) In terms of their methodologies, there is no substantive difference between philosophy, common sense, and science. Just as scientific methodology is the refinement of common-sense methodology, (...) philosophical methodology is also the refinement and summary of common sense and scientific methodologies. (3) In terms of their utilities, philosophy and science are both designed to help people live better in the world, and to lead a decent and dignified life, especially a meaningful and valuable life. (4) It is the correct attitude and practice of dealing with the relationship between philosophy and the history of philosophy to study and enter philosophy through the history of philosophy, to critically reflect on the previous philosophical theories, to open up new fields, to use new methods, and to put forward new theories to develop philosophy. (5) The following two assertions about philosophy and science are just taken for granted, and specious: science relies on observation and experiment, and philosophy resorts to interpretation and understanding, while science focuses on "what is" and philosophy focuses on "what it should be". (shrink)

In Australia young people have emerged as a popular target for social enterprises and enterprising activities (Barraket, Mason and Blain, 2016). The reasons for engaging young people in enterprise-based projects include claims that they help address young people's deficits in entrepreneurialism and risk-taking as well as prepare young people to thrive in risky futures characterised by uncertain labour markets and precarious work (Foundation for Young Australians, 2015, 2016a, 2017a). The risk category is also central to a good deal of (...) policy concerning young people and underpins many agendas and programmes that aim to govern what many people claim to be young people's 'natural' tendencies to experiment and take risks (Bessant, 2008). This article explores how differing and arbitrary accounts of the relationships between young people and risk help to justify enterprise-based initiatives into young lives that might not serve young people's best interests. (shrink)

The best way to understand a demand for freedom is to consider what it is directed against. The free enterprise movement began in the 18th century as a protest against various restrictions on business enterprise imposed by governments and by corporations sanctioned by government. Corporations (guilds, colleges, companies, universities) had existed since Roman times, ostensibly to guarantee their member's good behaviour, and especially good service to the public. But they served their members' interests also at the expense of (...) the public by restricting competition. Non-members were excluded from the trade; to become a member one had to serve a long and low-paid apprenticeship to an established member, and to pay various sums of money (for entry fee, graduation fee, compulsory gifts and banquets, etc.). Government sanctioned these practices, and imposed restrictions of its own, ostensibly in the public interest, but also to raise revenue and to provide fees and bribes for officials: the guild had to pay for its monopoly. Viewed cynically, government was an ancient and successful branch of organised crime, a respectable protection racket. (shrink)

In lieu of an abstract, here is a brief excerpt of the content:Utopian Enterprises: Growing Up with Star TrekMark Jendrysik (bio)It might be hard to imagine today, when new Star Trek entertainment product seems to be everywhere, that there was once a time when Star Trek meant the seventy-nine episodes of the original series and nothing else. And it might be hard to imagine a time when episodes of a television series had to be watched at one particular time, with (...) no guarantee those episodes would ever be seen again—before the VCR, before streaming, when you had to race home and not miss a moment of the program. When Star Trek came on at 4 p.m., I sat glued to the TV, hoping my mother wouldn’t call me to dinner until 5. You might also remember telling friends who missed the program about the plot and experiencing the Rashomon effect as debates raged about what happened or did not happen on the show the afternoon before.In this article, I try to reconstruct the experience of watching Star Trek (“the Original Series,” or TOS, not that we called it that) for the first time as a child in the mid-1970s. This will be a reconstruction in Margaret Atwood’s sense of the term. I cannot at this distance of time be certain that my recollections have not been modified with the knowledge of years, or by a desire to make the experience of Star Trek perhaps more central to my life than it [End Page 359] was at the time. I will also reflect on Star Trek as a utopian and anti-utopian artifact. I do this because it seems to me that the Original Series has become the object of various caricatures that don’t do justice to the complexity and ambiguity of the program.Sci-fi in a Simpler Time?I ask you, if you are old enough, to cast your mind back to a time when Star Trek was not a multiplatform cultural juggernaut. I was born in 1964 and, perhaps predictably, I was enthralled by the space program as a child. After all, I grew up in the waxing years of the space race, just after Alan Shepard made his orbit around Earth. I was five years old when Neil Armstrong made his famed walk on the moon. The moon landings and Skylab missions provided hours of respite for my mother, too, as I sat glued to the television listening to Walter Cronkite’s calm voice. I read issues of National Geographic about the space race until they fell apart. I read all the books in my school’s library about space. A picture book with an introduction by Werner Von Braun showing future space habitants seemed to present an obvious future path for humanity.1 My friends and I were firmly convinced that one day, and soon, we would go live and work in space!By the early 1970s I had become a big fan of science fiction. In that simpler time sci-fi meant my Uncle Tom’s collection of anthologies that he had left at my grandmother’s house. On many afternoons in her sunroom, I tried to work through stories that were more than a little above my reading level. Poul Anderson’s story “The Queen of Air and Darkness” (1971) made a particularly strong impression on me in its treatment of colonialism and resistance (not that I would have used those terms at the time). Isaac Asimov’s Y/A2 book series Lucky Starr: Space Ranger (1952–58) was another favorite. I was enthralled with the stories set on Mars, Venus, and across the solar system. When I met the author in 1974, he seemed embarrassed by my love of these fairly slight works that he had published under the pseudonym “Paul French.” When I asked him to sign one of my “Lucky Starr” books, he laughed and said something like “those were a long time ago.”Sci-fi also meant movies that showed up on our local independent television stations, often as part of programs with titles like “Sunday Adventure Theater.” My friends and I became quite the connoisseurs of various voyages to the... (shrink)

Digital transformation of traditional enterprises can better develop new customer relationships and help mitigate the business risk of their over-reliance on single-customer relationships. However, little research has been conducted on the internal mechanisms of how enterprise digitalization reshapes corporate customer relationships. In this manuscript, from the perspective of dynamic capability theory, we construct conceptual models of enterprise digital transformation, innovation capability, operational cost, and customer satisfaction, and explore the internal mechanisms of enterprise digital transformation to reduce the (...) dependence of enterprises on large customers. The model is empirically studied by obtaining data on the degree of digital transformation of enterprises through “search statistics” of keywords in the annual reports of Chinese listed companies during 2011–2019. This manuscript finds that digital transformation significantly reduces the concentration of large customers and has become a powerful driver of business model innovation in the digital economy, and this finding remains robust to the use of PSM and instrumental variable methods to address endogeneity. Digital transformation reduces firms’ dependence on large customers through three mechanisms: improving firms’ innovation capabilities, reducing firms’ operating costs, and increasing customer satisfaction. The impact of digital transformation on reducing the dependence of non-state enterprises on large customers is greater than that of state-owned enterprises; the implementation of digital transformation strategies is more helpful for enterprises that have active interactions with customers to reduce their customer concentration; and the reduction of customer concentration is greater for enterprises in regions with higher levels of digital development compared to those in regions with lower levels of digital development. The economic consequence test finds that digital transformation diversifies customer structure and reduces business risks. The analysis of the innovation effect and customer satisfaction effect on reducing the concentration of large customers of enterprisesby implementing digital transformation enriches and expands the dynamic capability theory and provides important insights for enterprises to diversify their customer structure. (shrink)

This paper falls into three parts. In the first part I will briefly review the current process of reform that the United Kingdom National Health Service is undergoing. Two fundamental motivations for reform, the desire for increased efficiency and for an increased responsiveness to patients' needs and preferences will be discussed in greater detail. The second part attempts to provide a perspective on the moral debate concerning health care reform by introducing the distinction between ‘civil association’ and ‘enterprise association’ (...) as proposed by the political philosopher Michael Oakeshott. In the final part, this distinction will be used to analyze the moral and political constitution of the National Health Service, in order to establish the relevance and scope of concerns with efficiency and patient and public accountability. A framework within which the current reforms can be assessed is thereby outlined. Keywords: access to health care, civil association, enterprise association, freedom of choice, health care reform, United Kingdom National Health Service CiteULike Connotea Del.icio.us What's this? (shrink)

Enterprise performance is a critical component of any organizational success that is directly affected by its employees and the culture prevailing in the organizations. In order to gain strategic advantage from the employee brand equity it is important that organizations make efforts in retaining such employees that benefit the organizations. Therefore, this research examines the impact of employee brand equity and knowledge sharing culture on the enterprise performance with the mediating role of innovative capabilities. A self-administered survey was (...) conducted among the 323 employees of information technology sector working in the software houses in China. Smart PLS has been used to analyze the data through partial least square structural equation modeling. Results of the study have demonstrated that knowledge sharing culture plays a significant role in the enterprise performance while employee brand equity could not find statistically significant impact on enterprise performance. In addition, the SEM analysis further showed that employee brand equity and knowledge sharing culture play a significant role in the innovative capabilities. Results also revealed that innovative capabilities mediate the effect of employee brand equity and knowledge sharing culture variables on the enterprise performance. This research enriches the literature by examining the role of knowledge sharing culture in enterprise performance and innovative capabilities. This research further offers certain implications for the human resource department in developing their human resources. This can be achieved by availing the maximum skills of the branded employees by creating learning opportunities for the other employees through training sessions where they help and share their experiences. (shrink)

Enterprise strategy provides an accepted theoretical framework for integrating the moral responsibilities of organizations into their strategy formulation and implementation processes. We argue that, when extended to the ecological level of analysis, enterprise strategy provides a sound theoretical framework for ethically and strategically accounting for the ultimate stakeholder, planet Earth. Within the framework of enterprise strategy, a value system based on sustainability can provide a sound ethical basis for developing ecologically sensitive strategic management systems which allow organizations (...) to satisfy the demands of the myriad green stakeholders that represent the planet in the immediate business arena. This provides a new "flavor" of enterprise strategy in which organizations "stand for sustainability." We call this new flavor "eco-enterprise strategy.". (shrink)

The current and prevailing paradigm of intensive agricultural production is a straightforward example of the mainstream way of doing business. Mainstream enterprises are based on a negativistic view of human nature that leads to counter-productive and unsustainable behaviours producing negative impact for society and the natural environment. If we want to change the course, then different players are needed, which can flourish thanks to their capacity to serve others and creating values for all the participants in the network in which (...) they are embedded. In the article, through the analysis of the Slow Food movement and the use of recent theoretical and empirical contributions in behavioural sciences and psychology, we support the collaborative enterprise model as an alternative to the still prevailing, mainstream business models. Evidence shows that caring and responsible efforts of economic agents are acknowledged and reciprocated even in highly competitive markets. (shrink)

This article examines the problems of forming a strategy for enterprise development in a post-industrial society. A characteristic feature of the contemporary post-industrial society is the constantly evolving new knowledge. Globalization processes and comprehensive digitalization affect the economic behavior of all economic entities and should be taken into account in the formation of strategies for their development. The driving force of progress in Contemporary conditions is closely related to the development of the abilities of a person, whose interests and (...) needs are becoming one level higher. New transformation processes require enterprises to carry out balanced investment activities, research markets, competitors, suppliers, and conduct an effective marketing policy. Businesses need to implement planning taking into account the prospects for its development. The enterprise development strategy should be long-term and contain a flexible plan of action in the direction of innovation based on a detailed analysis of the internal and external environment of the enterprise, available resources and potential of the enterprise. For the successful functioning of the enterprise, the objective necessity is the assessment of its competitiveness, which is based on identifying the strengths and weaknesses of the enterprise for its maximum improvement and finding hidden opportunities for development. The implementation of the development strategy requires efficient investments and optimal use of available resources to achieve the planned results. In the process of creating a development strategy, companies need to take into account the various characteristics that affect it. (shrink)

This paper explores labour negotiations between nurses and government in the public health sector in Australia between 1996 and 2005. During this period, industrial negotiations between nurses and government in the public health sector moved from centralized wage determinations to agreements made at the level of the enterprise through the Workplace Relations Act 1996. Simultaneously, public sector nurses reported increased work intensification, a result of new public management strategies. This led to the Australian Nursing Federation negotiating enterprise agreements (...) that included the introduction of highly specified workload algorithms in an attempt to de‐intensify nurses’ labour. The irony of this strategy is that these calculations and tools operate as both a human resource mechanism for maximizing productivity as well as an industrial relations tool for reducing work intensification. (shrink)

The book focuses on two pillars of China's economic success: industrial enterprises and the national system of innovation. The first part investigates the nature and evolution of productive enterprises, concentrating on the rounds of transformation of their ownership structure. The second part analyses the structure of China's national innovation systems. The analysis is based on a thorough study of statistical data provided by the China Statistical Yearbook, the World Bank and other sources. Alberto Gabriele emphasizes two key points, which constitute (...) a partly novel interpretation of two aspects of China's unique development. The first point is the crucial role of public ownership of the country's core means of production, in the framework of a harmonious market where different types of property coexist. China, the author argues, gradually abandoned old-fashioned administrative command tools and is relying more and more on indirect and value-based forms of strategic control of productive assets. The second point is China's strategic emphasis on technological progress and innovation, accompanied by an effort to develop national capacity and reduce its dependence on other countries. China's drive to become a first-class technological power revolves around the enhancement of its national innovation system, the author says. Big private high-tech companies play a crucial role; however, the main engines of progress are state-controlled enterprises, universities and research centres. (shrink)

(2000). Russian Enterprises in conditions of Globalization. World Futures: Vol. 55, Challenges of Evolution at the Turn of the Millennium: Part III: The Chllenges of Globalization and Sustainability, pp. 173-181.

Cross cultural ethical conflicts are a major challenge for managers of multinational corporations (MNEs) when an MNE''s business practices and a host country''s practices differ. We develop a set of decision principles to help MNE managers deal with these conflicts and illustrate with examples of ethical conflicts faced by MNEs doing business in contemporary Russia (DeGeorge, 1994). We discuss the generalizability of the principles by comparing them to the Donaldson (1989) and Buller and Kohls (1997) decision models. Finally we discuss (...) changes in the cross cultural ethical problems facing MNE managers and offer suggestions for future corporate and academic work on these problems. (shrink)

We examine the responses of South African multinational enterprises to corruption in African markets in the context of institutional voids. Corruption is a source of uncertainty and additional transactional costs for MNEs and it necessitates a strategic response. The research employs a qualitative study of a sample of MNEs with experience in internationalising into Africa. The results indicate that corruption in African markets is pervasive and closely associated with the institutional voids in these countries. MNEs see themselves as ‘institution takers’ (...) responding to countries’ institutional makeup at the organisational and individual level but fail to fully appreciate their impact on institutions both positively and negatively. Rather MNEs focus on strategic responses at the organisational level to address corruption operationally in the host country. We add to the existing literature by providing a dynamic framework of the complex webs of association between institutions, MNEs and corruption in conditions of economic underdevelopment. The research suggests that MNEs do not need to get caught in a vicious cycle whereby they perpetuate corruption in conditions of underdevelopment and institutional voids but instead can contribute towards a virtuous cycle through which they institutionalise ethical foundations. (shrink)

The emergence of the virtual network enterprise represents a dynamic response to the crisis of the vertical bureaucracy type of business organisation. However, its key performance criteria—interconnectedness and consistency—pose tremendous challenges as the completion of the distributed tasks of the network must be integrated across the barriers of missing face-to-face clues and cultural differences. The social integration of the virtual network involves the creation of identities of the participating nodes, the building of trust between them, and the sharing of (...) tacit and explicit knowledge among them. The conventional organisation already doing well in these areas seems to have an edge when going virtual. The paper argues that the whole question of management and control must be reconsidered due to the particular circumstances in the ‘Network Society’. The paper outlines a suggestion for an exploratory, socio-technical research approach combining the dimensions of context, subject and action with the twin objectives of contributing to the enhancement of collaborative capabilities in virtual teams as well as improving the insights into the nature of virtual work. (shrink)

As a brand-new marketing method, network marketing has gradually become one of the main ways and means for enterprises to improve profitability and competitiveness with its unique advantages. Using these marketing data to build a model can dig out useful information that the business is concerned about, and the company can then formulate marketing strategies based on this information. Sales forecasting is to speculate on the future based on historical sales. It is a tool for companies to determine production volume (...) and ensure the balance of product supply and sales. It can help companies make correct business decisions to maximize profits. The neural network can approximate the nonlinear function with arbitrary precision, and the time series prediction model based on the neural network can well reflect the nonlinear development trend of information. Based on the analysis of the shortcomings of the traditional BP network, this paper uses a genetic algorithm with good global search capabilities to improve the neural network. The thought and theory of optimizing the initial weight and threshold of the neural network of the GA algorithm are discussed in detail. While expounding the forecasting method, it uses specific examples to analyze the performance and characteristics of the GA-BP network in the enterprise network marketing forecasting. The results show that the GA-BP neural network is higher than the traditional BP neural network in terms of prediction accuracy and adaptability. (shrink)

Cross cultural ethical conflicts are a major challenge for managers of multinational corporations (MNEs) when an MNE's business practices and a host country's practices differ. We develop a set of decision principles to help MNE managers deal with these conflicts and illustrate with examples of ethical conflicts faced by MNEs doing business in contemporary Russia (DeGeorge, 1994). We discuss the generalizability of the principles by comparing them to the Donaldson (1989) and Buller and Kohls (1997) decision models. Finally we discuss (...) changes in the cross cultural ethical problems facing MNE managers and offer suggestions for future corporate and academic work on these problems. (shrink)