48,036 research outputs found
Loss leader or low margin leader? Advertising and the degree of product differentiation
No full textThis paper attempts to isolate the conditions that give rise to loss leader pricing. I show that for sufficiently low distance between firms, the advertised good is priced below cost irrespective of whether firms advertise the same or different products. Instead, if products are sufficiently differentiated, loss leader pricing may result only if firms advertise the low reservation value product, otherwise the advertised good is a low margin leader. Thus, whether the advertised good is a loss leader or a low margin leader is primarily a function of the extent of differentiation between competing firms.Informative advertising, loss leader, low margin leader, product di¤erentiation
The role of emotional intelligence in the quality of leader-follower relationship
No full textThis study aims to examine the moderating effects of leader emotional intelligence and dyad emotional intelligence on the relationship between Islamic leader-member exchange (ILMX) and work related outcomes, and as part of this developing an Islamic measure of respect in leadership. Many studies have attempted to explain the concept of emotional intelligence in order to better understand how aspects of individual difference may help to explain variations in leadership behaviour. Research in the field of emotion regulation has suggested that this ability plays a central role in the development of high quality relationships. Other scholars also emphasized that research on emotional intelligence and leadership effectiveness needs to be focused on those approaches to leadership that involve emotional elements, because relationship approaches to leadership are inherently emotional. This clearly shows that emotions play a significant role in leadership. This study has been divided into two stages. The first stage was developing a validated measure of Islamic respect. In this stage, focus group sessions were conducted to generate the items for Islamic respect. Those items generated from the focus group sessions were further used in instrument development in an online survey questionnaire for scale reduction and validation. Factor analysis was employed for the purpose of scale reduction. Meanwhile, a confirmatory factor analysis (CFA) was performed with Analysis of Moment Structures (AMOS) for the purpose of scale validation. The second stage of this study used a cross-sectional design and measures collected through the use of a questionnaire. The participants were 203 matched leader-subordinate dyads in a Malaysian Islamic Insurance company. Based upon hierarchical regression analysis, the results showed that the combination of both leader and follower emotional intelligence moderated the relationship between Islamic leader-member exchange and a number of important work related outcomes. The results suggest that emotional intelligence can help leaders and subordinates to facilitate stronger identification and emotional attachments with each othe
Success of LEADER Program in the Bihar-Sárrét Area
No full textA szakdolgozatom célja a LEADER Program sikerességének bemutatása a Bihar – Sárrét térségben. Dolgozatomban e cél a Bihar – Sárrét Vidékfejlesztési Egyesület (BSVE) működésén és tevékenységein keresztül kerül bemutatásra. A dolgozatban először bemutatom a Közös Agrárpolitika történetét, a Vidékfejlesztési Programot, majd a LEADER Programot. Ezután ismertetem a Bihar és Sárrét térség természeti, gazdasági, társadalmi jellemzőit, majd elemzem a helyi akciócsoport működését, szervezeti egységeit, stratégiáját. Kérdőíves felmérések alapján felmértem a LEADER Program ismertségét, illetve megkérdezésre kerültek az általam választott helyi akciócsoport, a Bihar – Sárrét Vidékfejlesztési Egyesület tagjai pályázatairól, azok hatásairól, jövőbeli terveiről.KEgazdasági és vidékfejlesztési agrármérnökBSc/B
La constituency communication al tempo dei 5S: Leader e temi
No full textIl drastico cambio di scenario politico avvenuto con le elezioni del 4 marzo ha introdotto sostanziali elementi di novità sul piano della rappresentanza politica in termini sia di costruzione della leadership personale che di constituency communication. Questo lavoro si propone di evidenziare le caratteristiche della constituency communication al tempo dei 5S analizzando il ruolo che i 329 rappresentanti 5S si sono ritagliati nelle diverse arene per effetto delle istanze provenienti dal governo, dai territori, dai media, e dalla piattaforma Rousseau, e lo spazio comunicativo che hanno occupato nei social media, analizzando, inoltre, la comunicazione strutturata dei gruppi parlamentari. Il paper realizza una doppia comparazione: nel M5S in modalità diacronica – prendendo in osservazione due distinti periodi – e con la Lega – confrontando il M5S con la constituency communication dell’alleato/avversario. Leader e temi rappresentano qui le due direttrici principali a cui la comunicazione dei parlamentari è ancorata, nella difficile ricerca di un nuova modalità di rappresentanza. Si tratta di un update della ricerca presentata a SISP2018 e risultato di una metodologia ancora sperimentale che, tracciando le timeline di utenti di comodo, mira ad esplorare l’universo della comunicazione grillina via Social
Wine Roads in Greece: A Cooperation for the Development of Local Tourism in Rural Areas
No full textAn association of Wine Roads was developed in Greece at the beginning of the 1990s in an attempt to boost rural tourism. The association was created by wine producers in the regions of Macedonia and was then extended to Epirus, Thessaly and Thrace. Its main purpose has been the promotion of wine companies and the association's regional members, while its specific targets have been the development of local tourism, the support of cultural heritage and the improvement of product quality and related services. The Wine Roads initiative has received substantial financial support from the European Union and the State of Greece, mainly through the LEADER II program. However, socioeconomic results for the participating companies and regions appear to differ. An assessment using a questionnaire showed a positive effect on the enhancement of relations among members, the increase in tourist visits, publicity for the regions and cultural events. In contrast, there have been no significant positive effects on employment. Finally, it should be noted that some of the participating districts and companies have been more active and have taken better advantage of this initiative.Wine roads, rural tourism, cooperation, financing, LEADER program, Greece, Community/Rural/Urban Development,
Leader Firms in the Dutch Maritime Cluster
No full textThe cluster-concept is often-used to analyse a country's key industries. The maritime industry is one of the most well-defined clusters in the Netherlands. Although the competitiveness of a cluster depends on the interaction in a cluster, research on cluster dynamics is limited. This paper discusses the presence and impact of 'leader-firms' in the Dutch Maritime Cluster. Leader firms are firms with the ability and incentive to make investments with benefits for other companies in the cluster. Benefits are created in three ways; encouraging innovation, enabling internationalisation and enhancing labour pool quality. The structure of the paper is as follows. First, we briefly discuss the Dutch maritime cluster. Second, we provide a theoretic framework to analyse leader firm behaviour in clusters. Third, we identify the leader firms in the Dutch maritime cluster and analyse their behaviour. In this section the results of surveys among 18 leader firms and the results of 25 case studies of maritime leader firms in the Netherlands are presented. We finalise the paper with conclusions and implications for government policy.
The LEADER program in Hungary–Examinations at the Dél-Zemplén Local Action Group
No full textAz elmúlt évtizedekben felismerést nyert, hogy a vidéki területek számos veszélynek vannak kitéve. Ezen problémák megoldására a vidék előtérbe helyezése volt a cél, ahogy azt a Corki deklaráció is megfogalmazta. A vidékfejlesztési politika 2000-től az Európai Unió Közös Agrárpolitikájának második pillérévé vált, majd 2007-től külön finanszírozási alapot kapott. A vidékfejlesztést szolgálták a Közösségi kezdeményezések is, melyek a gazdasági-társadalmi kohézióra törekedtek. Több ilyen kezdeményezés is működött, ilyenek voltak az Equal, az Interreg, a Leader valamint az Urban. A Leader programmal az Európai Unió megalkotott egy olyan intézkedést, mellyel az volt a célja, hogy a vidéki gazdaságot elősegítse. Dolgozatomban a Dél-Zempléni Leader Helyi Közösség településeit vizsgáltam több szemszögből. Azért esett erre a csoportra a választásom, mert jómagam is a csoporthoz tartozó egyik településen élek. Kíváncsi voltam, hogy a Magyarországon 2001 óta jelenlévő Leader betölti-e valós funkcióját, illetve, hogy rendelkeznek-e az emberek valamilyen információval, a programmal kapcsolatban. Arra is szerettem volna választ kapni, hogy vajon az itt élők hozzáállása segíti, segítheti-e a programot, hajlandóak lennének-e tenni településük fejlődése érdekében. Dolgozatom első részében fontosnak tartottam, hogy a szakirodalom áttekintésével megismerjem magát a programot, annak kialakulását az Európai Unióban és hazánkban. Két kérdőíves felmérésre támaszkodva kerestem a válaszokat a bennem felvetődött kérdésekre. Az első kérdőíves felmérés alapján kiderült, hogy még mindig magas azoknak a száma, akik még nem hallottak a programról. Felismerést nyert az a tény is, miszerint a csoport jelenleg túl sok települést foglal magába, szám szerint 30-at, és így nehéz az együttműködést biztosítani a települések között. Jelenleg, a települések többsége nem érzi a szomszédos településekkel történő összefogás szerepét. A második kérdőívemmel a program alkalmazását jártam körül. Az eredmények megszületése előtt olyan gondolat fogalmazódott meg bennem, hogy a Leader jelenleg futó rendszere túl összetett, nehézkes és lassú. Önkormányzatok töltötték ki a kérdőívet, és támasztották alá a véleményemet. Megállapítást nyert, hogy a program alapvetően jó célt szolgál, de sikeres megvalósítása még sok feladatot jelent, ezek között kiemelt szerepet kap a társadalmi tanulás, a többszintű kormányzás megvalósítása.gazdasági és vidékfejlesztési agrármérnökBs
Leader Affective Displays and Attributions of Charisma: The Role of Arousal
No full textResearch suggests that leader displays of positive affect are conducive to attributions of charisma. We qualify and extend this conclusion by arguing that this mainly holds for displays of positive affect that are associated with high levels of arousal. Results of a scenario experiment and a survey support this hypothesis, and show that besides the transfer of positive feelings per se, it is the transfer of arousal that mediates the relationship between leader affective displays and attributions of charisma.Arousal;Charisma;Leader Affect;Positive Feelings
Group lending and the role of the group leader
No full textGroup lending, Group leader, Moral hazard, Monitoring, D82, G29, L26, O16,
Kind leaders: how small gestures can contribute to organizational well-being and define a company's future.
No full textreservedSe i capi di una volta cercavano dipendenti che eseguissero gli ordini, negli ultimi decenni inizia a introdursi anche uno stile di gestione diverso, che introduce la fiducia e la maggiore considerazione dei propri dipendenti. La figura tra le più recenti, e discusse, è la figura del leader gentile, colui che ascolta in modo empatico e lavora sulle emozioni per raggiungere una maggiore soddisfazione dei propri dipendenti. Leader gentile è sinonimo di un leader frutto di collaborazioni, un leader premuroso che motiva e comprende chi lo circonda. I benefici di questa figura si espandono apparentemente sia sui collaboratori che sull'ambiente lavorativo, ma anche su una maggiore produttività e crescita dell'organizzazione.
Si vuole capire se si riuscirà davvero ad avere dei leader gentili o se si tratti solamente di una tendenza passeggera, analizzando quindi l’importanza o meno di investire risorse e tempo per migliorare l'ambiente, cercando di comprendere se veramente la forma più efficace che un leader può assumere è quella gentile
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