1,727,766 research outputs found
Constraints and opportunities facing women entrepreneurs in developing countries: a relational perspective
No full textPurpose: this purpose of the paper to examine the interplay of constraints and opportunities affecting female entrepreneurship in developing countries. The paper integrates salient micro- and macro-level perspectives and provides a rounded account of opportunities and constraints as part of a holistic interdependent system.Design/methodology/approach: the paper adopts an integrative multi-level research design and an interpretive research methodology, capitalizing on in-depth interviews with ten women entrepreneurs to explore their perceptions and interpretations of constraints and opportunities facing female entrepreneurship in the Lebanese context.Findings: the findings presented in this paper clearly illustrate the relevance of micro-, meso-, and macro-level factors in entrepreneurship research and the usefulness of integrating multiple lens and units of analysis to capture the complexity of the women entrepreneurship experience in any particular context.Originality/value: the value added of this research lies in adapting a framework recently popularized in the context of diversity management for use in entrepreneurship research, helping to capture in turn the dynamic interplay of multiple levels of analysis and objective/subjective factors influencing female entrepreneurshi
Kamsa-ye Jamali
No full textA still unpublished Kamsa (Collection of five poems) discovered by the author (London, India Office, MS Ethé 1284), composed in response to Nezami’s Kamsa by an unknown poet called Jamali (13th -14th centuries), is the object of the present article for the Encyclopaedia Iranica
What is not available online is not worth reading?
Full text linkThis short article discusses an emerging trend in the information-seeking behaviour of scientists, i.e. mere reliance on online information. Based on a study of physicists and astronomers, this article shows that more scientists now assume that if articles are of enough quality and significance, they must be available online and vice versa. Though still in a low minority, a number of scientists believe that what is not available online is not worth the effort to obtain it
Convergence Versus Divergence of CSR in Developing Countries: An Embedded Multi-Layered Institutional Lens
No full textThis paper capitalizes on an institutional perspective to analyze corporate social responsibility (CSR) orientations in the Lebanese context. Specifically, the paper compiles a new theoretical framework drawing on a multi-level model of institutional flows by Scott (Institutions and organizations: ideas and interests, 2008) and the explicit-implicit CSR model by Matten and Moon (Acad Manag Rev 33(2):404-424, 2008). This new theoretical framework is then used to explore the CSR convergence versus divergence question in a developing country context. The findings highlight the usefulness of the compiled multi-layered institutional framework and the varied nuances and profound insights it offers in analyzing CSR in context. They also suggest that a cosmetic level of global convergence in explicit CSR may materialize in light of mimetic isomorphic pressures, but that the path dependence hypothesis is indeed salient in light of national history trajectories and socio-politico configurations. The findings correspond most closely to patterns of CSR crossvergence, combining elements of both convergence and divergence, and reflecting in complex hybridized CSR expressions. The findings and their implications are presented and assessed. © 2011 Springer Science+Business Media B.V.Amaeshi K., 2006, J CORPORATE CITIZENS, V24, P83; American Lebanese Chamber of Commerce (AmCham Lebanon), AM LEBANESE CHAMBER; Blowfield M, 2005, INT AFF, V81, P515, DOI 10.1111-j.1468-2346.2005.00466.x; Brammer SJ, 2006, J BUS RES, V59, P1025, DOI 10.1016-j.jbusres.2006.04.001; Campbell JL, 2007, ACAD MANAGE REV, V32, P946; Chandler A. D., 1962, STRATEGY STRUCTURE C; Davis GF, 2005, ORGAN SCI, V16, P332, DOI 10.1287-orsc.1050.0137; De Mooij M., 2004, CONSUMER BAHAV CULTU; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147, DOI 10.2307-2095101; Economist Intelligence Unit, 2007, COUNTR PROF 2007 LEB; European Commission, 2002, CORP SOC RESP BUS CO; Frynas JG, 2005, INT AFF, V81, P581, DOI 10.1111-j.1468-2346.2005.00470.x; Fukuyama F., 1992, END HIST LAST MAN; Gat A., 2007, FOREIGN AFFAIRS JUL; Glaser Barney, 1967, DISCOVERY GROUNDED T; Greenwood R, 1996, ACAD MANAGE REV, V21, P1022, DOI 10.2307-259163; Hall Peter A., 2001, VARIETIES CAPITALISM; Jamali D., 2006, Business Process Management Journal, V12, DOI 10.1108-14637150610710945; Jamali D, 2009, J BUS ETHICS, V87, P355, DOI 10.1007-s10551-008-9925-7; Jamali D., 2007, BUSINESS SOC REV, V112, P1, DOI [10.1111-j.1467-8594.2007.00284.x, DOI 10.1111-J.1467-8594.2007.00284.X]; Jamali D., 2005, WOMEN MANAGEMENT REV, V20, P581, DOI DOI 10.1108-09649420510635213; Jamali D, 2007, J BUS ETHICS, V72, P243, DOI 10.1007-s10551-006-9168-4; Jamali D, 2010, J BUS ETHICS, V95, P617, DOI 10.1007-s10551-010-0443-z; Jamali D, 2008, CORP GOV, V16, P443, DOI 10.1111-j.1467-8683.2008.00702.x; Kostova T, 2002, ACAD MANAGE J, V45, P215, DOI 10.2307-3069293; KOTLER P., 2005, CORPORATE SOCIAL RES; Kraatz M. S., 2008, SAGE HDB ORG I, P243; LEVITT T, 1983, HARVARD BUS REV, V61, P92; Lounsbury M, 2002, ACAD MANAGE J, V45, P255, DOI 10.2307-3069295; Lund-Thomsen P., 2004, DEVELOPMENT, V47, P106, DOI 10.1057-palgrave.development.1100059; Margolis JD, 2003, ADMIN SCI QUART, V48, P268, DOI 10.2307-3556659; Marquis C, 2007, ACAD MANAGE REV, V32, P925; Matten D, 2005, ACAD MANAGE REV, V30, P166; Matten D, 2008, ACAD MANAGE REV, V33, P404; Meyer KE, 2004, J INT BUS STUD, V35, P259, DOI 10.1057-palgrave.jibs.8400084; OLIVER C, 1991, ACAD MANAGE REV, V16, P145, DOI 10.2307-258610; Patton M. Q., 2002, QUALITATIVE RES EVAL; Perrow C., 1979, COMPLEX ORG CRITICAL; Ralston DA, 2006, MANAGEMENT ORG REV, V2, P67, DOI DOI 10.1111-J.1740-8784.2006.00031.X; Ralston DA, 2008, J INT BUS STUD, V39, P27, DOI 10.1057-palgrave.jibs.8400333; Ritzer G., 2004, MCDONALDIZATION SOC; Schneiberg M, 2006, SOCIOL THEOR, V24, P195, DOI 10.1111-j.1467-9558.2006.00288.x; SCOTT W. R., 1994, SYSTEMRATIONALITAT P, P203; Scott W. R., 2005, SOCIAL MOVEMENTS ORG, P4, DOI 10.1017-CBO9780511791000.003; Scott W. R., 2008, I ORG IDEAS INTEREST; Sidani Y., 2002, INT ENCY BUSINESS MA, P3797; Snider J, 2003, J BUS ETHICS, V48, P175, DOI 10.1023-B:BUSI.0000004606.29523.db; UK Institute of Directors, 2002, GUID CORP SOC RESP, P1; Visser W., 2008, OXFORD HDB CORPORATE, P473; Waddock S, 2008, ACAD MANAGE PERSPECT, V22, P87; WHITLEY R, 1994, ORGAN STUD, V15, P153, DOI 10.1177-017084069401500201; WOOTEN M., 2008, SAGE HDB ORG I, P130; World Bank, 2005, STAT PROGR WOM MIDDL14131
Diversity management rhetoric versus reality: Insights from the Lebanese context
No full text[No abstract available]Arredondo P., 1996, SUCCESSFUL DIVERSITY; Bernardi RA, 2006, J BUS ETHICS, V65, P43, DOI 10.1007-s10551-005-5353-0; Bird R, 2007, J BUS ETHICS, V76, P189, DOI 10.1007-s10551-006-9268-1; Burke R.J., 2006, WOMEN MANAGEMENT REV, V21, P610, DOI 10.1108-09649420610712018; Cassell C., 2006, CONT HUMAN RESOURCE, P306; CEDAW, 2004, IN REP STAT PART CON; Cox T., 1994, 941001 U MICH SCH BU; Cox T.H., 1991, EXECUTIVE, V5, P45; Dickens L., 1998, HUMAN RESOURCE MANAG, V8, P23, DOI 10.1111-j.1748-8583.1998.tb00157.x; Donaldson L., 1993, EQUAL OPPORTUNITIES, V50, P11; Frink DD, 2003, GROUP ORGAN MANAGE, V28, P127, DOI 10.1177-1059601102250025; Gilbert JA, 1999, J BUS ETHICS, V21, P61, DOI 10.1023-A:1005907602028; Grosser K, 2005, J BUS ETHICS, V62, P327, DOI 10.1007-s10551-005-5334-3; Hmaidan C, 2007, INTERNAL SOCIAL RESP; Human Development Report (HDR), 2008, GEND REL DEV IND; Jamali D., 2005, WOMEN MANAGEMENT REV, V20, P581, DOI DOI 10.1108-09649420510635213; Jamali D., 2006, WOMEN MANAGEMENT REV, V21, P625, DOI 10.1108-09649420610712027; Jamali D., 2007, CORPORATE GOVERNANCE, V7, P574; Johnston W. B., 1987, WORKFORCE 2000 WORK; Joplin J. R. W., 1997, ACAD MANAGEMENT EXEC, V11, P32; Kamp A, 2004, ECON IND DEMOCRACY, V25, P525, DOI 10.1177-0143831X04047158; Kandola R., 1998, MANAGING MOSAIC DIVE; Kasparian C., 2003, ENTREE JEUNES LIBANA; Kelly E, 1998, AM BEHAV SCI, V41, P960, DOI 10.1177-0002764298041007008; Kersten A, 2000, J ORGAN CHANGE MANAG, V13, P235, DOI 10.1108-09534810010330887; Konrad AM, 2003, GROUP ORGAN MANAGE, V28, P4, DOI 10.1177-1059601102250013; Lorbiecki A, 2000, BRIT J MANAGE, V11, pS17, DOI 10.1111-1467-8551.11.s1.3; McCabe AC, 2006, J BUS ETHICS, V64, P101, DOI 10.1007-s10551-005-3327-x; Nemeth C., 1986, PSYCHOL REV, V13, P45; Ng ES, 2007, J BUS ETHICS, V76, P177, DOI 10.1007-s10551-006-9266-3; Nkomo S., 2001, INT CROSS CULT PERSP; Page SE, 2007, ACAD MANAGE PERSPECT, V21, P6; Pless NM, 2004, J BUS ETHICS, V54, P129, DOI 10.1007-s10551-004-9465-8; Raynard P., 2002, CORPORATE SOCIAL RES; Richard O, 2003, GROUP ORGAN MANAGE, V28, P107, DOI 10.1177-1059601102250022; Scholtens B, 2007, J BUS ETHICS, V75, P273, DOI 10.1007-s10551-006-9252-9; Sha'rani A., 2004, LEBANESE WOMEN REALI; Sidani Y., 2002, INT ENCY BUSINESS MA, P3797; Soltani E, 2010, MANAGING CULTURAL DIVERSITY IN ASIA: A RESEARCH COMPANION, P352; Townley B., 1994, REFRAMING HUMAN RESO; Valentine S, 2006, J BUS ETHICS, V63, P53, DOI 10.1007-s10551-005-7714-0; Wentling R.M., 2003, WOMEN MANAGEMENT REV, V18, P311, DOI DOI 10.1108-09649420310491486; Winn J., 2004, WOMEN MANAGEMENT REV, V19, P143, DOI 10.1108-0964942041052985; Wood G., 2003, WOMEN MANGEMENT REV, V18, P122, DOI 10.1108-09649420310471082; World Bank, 2005, STAT PROG WOM MIDDL; Wrench J, 2005, RACE CLASS, V46, P73, DOI 10.1177-030639680505001912
Renewable Energy Integration in the Jamali Power System: A Techno-Economic Analysis
No full textThe Indonesian government has set a target to increase new and renewable energy sources in the energy mix by 23% in 2030 and 31% in 2050, which are to be met by investing in hydropower and geothermal energy capacity mainly. However, Indonesia has abundant other renewable energy potentials, which are largely untapped. The Java-Madura-Bali (Jamali) system is Indonesia's largest electricity system. Integration of variable renewable energy resources requires flexibility options such as grid expansion and short- and long-term electricity storage. This research aims to fill the knowledge gap in the literature on the effect that different carbon emission reduction limits have on the Jamali power system design in 2050. This was done by studying the potential of various promising renewable energy technologies (solar photovoltaics, on- and offshore wind, Ocean Thermal Energy Conversion (OTEC), geothermal and hydropower) in combination with short- and long-term storage (lithium-ion batteries and hydrogen storage) and grid expansions to mitigate renewable variability. For this purpose a techno-economic model was developed that optimizes operation and capacities of generation, storage and network simultaneously. The model simulates the system dynamics in the Jamali system in 2050 and was implemented in Python for Power System Analysis (PyPSA). It was found that there is an exponential relationship between system costs and carbon emission reductions in the Jamali power system. Additionally, only moderate system cost increases were found up to 80% emission reductions compared to the reference scenario with no emission mitigation efforts. At higher carbon reduction scenarios the solar capacities reach their maximum installable capacities. As a result, system cost increase exponentially due to the need for OTEC and offshore wind capacities. The high costs increases by offshore wind can be explained by the uniform costs and coarse resolution of the model. In low carbon scenarios high battery capacities were found and network expansion is limited. It is concluded that the Jamali network cannot smooth the variability of wind throughout the power system, therefore, without storage capacities the system cost almost double. On the other hand, the network remains important to transport electricity from rich renewable regions to large demand centers. Based on the results three recommendations were proposed related to the reconsideration of the energy targets for 2050, strategy to achieve the targets and present policies.Complex Systems Engineering and Management (CoSEM
Une inscription de Badr Al-Jamali
No full textSauvaget Jean. Une inscription de Badr Al-Jamali. In: Syria. Tome 10 fascicule 2, 1929. pp. 137-143
Strategic partnerships, social capital and innovation: Accounting for social alliance innovation
No full textThis paper focuses on innovation in the context of business-non- governmental organization (NGO) partnerships for corporate social responsibility (CSR). While different aspects of business-NGO partnerships have been studied, the role of innovation and its potential implications for partnership outcomes have so far not been systematically explored. The paper defines innovation in simple and concrete terms and synthesizes from the literature what can be considered as critical ingredients to foster social alliance innovation. The paper posits in turn that these ingredients correspond closely to the conception of social capital and offers a consolidated framework that helps in probing around these ingredients and social capital in accounting for innovative partnership outcomes. The empirical part consists of a comparative analysis of six case studies of business-NGO collaboration in the context of CSR in the United Kingdom. The evidence presented makes it clear that strategic partnerships are more readily capable of innovation and that social capital as an umbrella concept is very promising in explaining the differential success and performance of social alliances and central to understanding the dynamics of social alliance innovation and value creation. © 2011 Blackwell Publishing Ltd.Adler PS, 2002, ACAD MANAGE REV, V27, P17, DOI 10.2307-4134367; ALEXANDER L, 1997, POLICY REV, V85, P46; Ashman D, 2001, WORLD DEV, V29, P1097, DOI 10.1016-S0305-750X(01)00027-4; Austin J. E., 2000, COLLABORATION CHALLE; Berger IE, 2007, CALIF MANAGE REV, V49, P132; Berger IE, 2004, CALIF MANAGE REV, V47, P58; Birkinshaw J, 2008, ACAD MANAGE REV, V33, P825; Coleman JS, 2000, SOCIAL CAPITAL, P13; DEES JG, 2001, ENTERPRISING NONPROF, P161; de Man AP, 2005, TECHNOVATION, V25, P1377, DOI 10.1016-j.technovation.2004.07.021; Gabbay SM, 1998, SOC SCI RES, V27, P189, DOI 10.1006-ssre.1998.0620; Hansen MT, 1999, ADMIN SCI QUART, V44, P82, DOI 10.2307-2667032; JACKSON IA, 2004, IVEY BUSINESS J, V69, P1; Jamali D., 2006, Business Process Management Journal, V12, DOI 10.1108-14637150610710945; Jamali D., 2007, BUSINESS SOC REV, V112, P1, DOI [10.1111-j.1467-8594.2007.00284.x, DOI 10.1111-J.1467-8594.2007.00284.X]; Jamali D, 2009, J BUS ETHICS, V84, P277, DOI 10.1007-s10551-008-9708-1; Kanter RM, 1999, HARVARD BUS REV, V77, P122; Landry R, 2002, TECHNOL FORECAST SOC, V69, P681, DOI 10.1016-S0040-1625(01)00170-6; Lantos GP, 2001, J CONSUM MARK, V18, P595, DOI 10.1108-07363760110410281; Little A.D., 2006, STRATEGIC DIRECTION, V22, P35; Loza J, 2004, J BUS ETHICS, V53, P297, DOI 10.1023-B:BUSI.0000039415.90007.56; Mandell M. P., 2003, PUBLIC MANAGEMENT RE, V5, P197, DOI 10.1080-1461667032000066417; MASKELL P, 2001, SOCIAL CAPITAL CRITI, P111; Mohan A., 2006, J BUSINESS STRATEGIE, V23, P9; Moir L, 2007, CORPORATE GOVERNANCE, V7, P414; Nahapiet J, 1998, ACAD MANAGE REV, V23, P242, DOI 10.2307-259373; Patton M. Q., 2002, QUALITATIVE RES EVAL; Porter ME, 2006, HARVARD BUS REV, V84, P78; Porter Michael E., 2003, HARVARD BUS REV, P27; Sampson RC, 2007, ACAD MANAGE J, V50, P364; Scholte JA, 2004, GOV OPPOS, V39, P211, DOI 10.1111-j.1477-7053.2004.00121.x; Sivadas E, 2000, J MARKETING, V64, P31, DOI 10.1509-jmkg.64.1.31.17985; STEFANOVIC M, 2007, INT TRADE FORUM, P6; Tracey P, 2005, J BUS ETHICS, V58, P327, DOI 10.1007-s10551-004-6944-x; TRACEY P, 2002, GROWTH CHANGE, V34, P1; Tsai WP, 1998, ACAD MANAGE J, V41, P464, DOI 10.2307-257085; Uzzi B, 2005, AM J SOCIOL, V111, P447, DOI 10.1086-432782; VANDEVEN AH, 1986, MANAGE SCI, V32, P590, DOI 10.1287-mnsc.32.5.590; WADDELL S, 2000, J NONPROFIT MANAGEME, V4, P24; Warhurst A, 2005, FUTURES, V37, P151, DOI 10.1016-j.futures.2004.03.033; Wolf KD, 2008, HANDBOOK OF RESEARCH ON GLOBAL CORPORATE CITIZENSHIP, P22594
NGOs in development: opportunities and challenges
Full text linkOver the past two decades, non-governmental organisations (NGOs) have increased in
number, size and scope and established themselves in pivotal positions in social, economic
and political landscapes across the globe. Their role in the development world specifically
has been transformed. Originally situated on the periphery of the development community
and often directly opposed to its mainstream, NGOs are now central to contemporary
development discourse and practice. They have also been heralded as new agents with the
capacity and commitment to make up for the shortcomings of the state and the market in
promoting development. In this context, this paper examines the evolving role of NGOs in
the changing development landscape, the main strengths and weaknesses of the sector
and its latent opportunities and constraints. A case study analysis of the involvement of an
international NGO in rural community development projects in Lebanon is also presented,
documenting the developmental roles of a specific NGO and the operational and qualitative
impacts of NGO developmental interventions in a developing country context
The CSR of MNC subsidiaries in developing countries: global, local, substantive or diluted
No full textWith the advent of globalization, the track record of multinational corporations (MNCs) has been mixed at best in relation to their Corporate Social Responsibility (CSR) involvement in developing countries. This article attempts to cross-fertilize insights from the business-society and international business political behavior literature streams to identify relevant dimensions and contingencies that can be used to analyze the CSR of MNCs in developing countries and the extent of standardization or localization of their strategies. The article makes use of the new theoretical framework in the context of an interpretive research methodology to examine the CSR orientations of a sample of MNC subsidiaries in Lebanon. The findings reveal patterns of global CSR being diffused to developing countries, but also being diluted along the way in view of specific subsidiary endowments and host market characteristic
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