1,720,993 research outputs found
Managerial incentives and strategic choices of firms with different ownership structures
Full text linkWe examine how ownership structure affects managerial incentive alignment mechanisms and strategic objectives. We compare large Indian firms with dispersed equity ownership with business-group affiliates operating within the same institutional frameworks. We find that the performance sensitivity of CEO pay and turnover differ significantly across group affiliates and stand-alone firms. The strategic choices of firms also differ in response to managerial incentives. However, we find that, regardless of those differences, firm performance is similar for both types of firms. Overall, this paper suggests that ownership structure and managerial incentives can adjust to optimize strategic choices and firm performance. (C) 2017 Elsevier B.V. All rights reserve
Stakeholder Preference and Strategic Corporate Social Responsibility
Full text linkThis paper investigates the role of stakeholder preference on corporate social responsibility (CSR) strategies. Using a staggered difference-in-difference approach, we show that Indian firms increase CSR expenses when trade restrictions (Antidumping) are initiated against competing Chinese exports from countries with a high stakeholder preference for CSR. However, when these shocks emanate from countries with a lower stakeholder preference, CSR expenses re-main unchanged. Capital expenditure and R&D of Indian firms increase following AD shocks, irrespective of their country of origin. Finally, CSR increases firm value only when the demand shocks originate from countries with a higher CSR preference. Collectively, we provide evidence for consumer-driven CSR strategies
International Competitiveness and Sugar Strategy Options in Australia, Brazil and the European Union
No full textDeterminants of International Competitiveness: A Comparative Study of the Sugar Industry in Australia, Brazil, and the European Union
No full textThe dissertation involves an investigation into the circumstances of international competitiveness and how it is pursued by firms from different sugar producing and marketing nations. Understanding of competitiveness has primarily been pursued in terms of economic variables and market conditions. The roles of the government, the socio-cultural-political context in international business, and their effects on competitiveness have largely been ignored. This study integrates perspectives from strategic management, the resource-based view of the firm, and international business to propose a conceptual framework of international competitiveness. The work advances understanding of competitiveness in international business in two ways. First, it develops a conceptual framework that captures the socio-political element of a nation's industry and the crucial role it plays in achieving international competitiveness. Second, it combines firm, industry, strategy, and socio-political influences. Those are involved in a multi-level hierarchical process between firms, industry and the nation that effectively generates competitiveness. The dissertation employs a qualitative method of comparative analysis between Australia, Brazil and the European Union, which are the three dominant sugar producing and exporting economies in the world. A series of propositions are presented on the four identified influences on international competitiveness. How firms from different nations pursue these is highlighted. After considering the varied approaches for attaining international competitiveness, implications for further research and for theory, policy and practice are outlined
Modes for enhancing competitiveness: an application of transaction cost in Australian sugar supply chain
No full textThe concept of international competitiveness accords a notion of highly competitive marketplace with countries, industries, and firms fiercely vying for dominance, market share, and profit. However, the arena of competition and competitive advantage is moving from individual operations towards supply chains using coordination mechanisms. In such an environment, competitive capacity for agricultural products, and sugar in particular, needs to be based on supply chain coordination and cooperation. As the world sugar industry is under intense pressure to deregulate and become competitive, the importance of co-operating increases. This paper aims at reinforcing the relation between cooperation and competitiveness by examining Australian sugar supply chain activities from the perspectives of transaction cost economics. It lays the groundwork in which various transaction costs in the supply chain can be segregated and assessed. The main conclusion is to develop relationship among chain members based on trust with a common goal for improving competitiveness
Competitiveness, New Institutional Economics and Social Capital: A Brief Application to Australian Sugar
No full text
Competitiveness, Social Capital and Regional Development: A Brief Application to Australian Sugar
No full textSugar supply chains and regional development
No full textThe coastal Queensland regions are heavily dependent upon the sugar industry and are likely to remain so. The interplay between sugar industry and regional development is little understood beyond the historical record. Yet current reform proposals place great store on regional initiatives to rejuvenate both sugar and its host communities. Such proposals are at best naïve as will be seen in this paper. \ud
A key feature of sugar and like industries is a high degree of supply chain interdependence which is embedded in place and time. Reflecting this, sugar regions have a more diverse skills mix and a more advanced manufacturing and services capability than many other agriculturally-oriented regions, notably broadacre grain and beef. \ud
Central to the emergence of such a regional industrial structure are inter-industry transactions. These will be considered in both an input-output framework and from a transactions cost basis. Associated insights point to the inadequacy and likely failure of initiatives based on current “efficiency/productivity‿ thinking. Alternative ways to view the industry are discussed along with a recommendation that those involved with sugar regionally revisit current plans
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