1,720,986 research outputs found
Creazione di Valore e Value Based Management
No full textIl Value Based Management (VBM) é descritto in letteratura come un insieme di metodi di gestione che ha come obiettivo la massimizzazione di valore per gli azionisti. VBM offre uno schema di riferimento per unificare i principi che guidano le scelte nelle aree critiche dell’impresa: strategie, finanza, allocazione delle risorse, misura delle performance, incentivi al management. Negli anni di maggiore diffusione, un numero consistente di imprese ha dichiarato di aver ottenuto attraverso il metodo del VBM un aumento rilevante del valore creato per gli azionisti contribuendo così alla diffusione di questa tecnica. I successi sono venuti in concomitanza con mercati azionari in crescita e con economie nazionali che assorbivano senza scosse profonde le ristrutturazioni dettate da regole drastiche, come l’abbandono di imprese o progetti che distruggevano valore per gli azionisti. Tuttavia, quando la tendenza dei mercati ha subito una drastica inversione (anni 2000-2001) sono stati messi in discussione i principi sui quali VBM si basa ed in particolare l’obiettivo della massimizzazione del valore per gli azionisti. Questo lavoro ha lo scopo di esaminare le varie proposte da parte di accademici e consulenti per la realizzazione del Value Based Management, individuando le ragioni del suo parziale insuccesso. Anzitutto occorre rilevare che la maggior parte della letteratura in materia di Value Based Management ha trascurato questo argomento
Gaining Flexibility by Rethinking Offshore Outsourcing for Managing Complexity and Disruption
No full textThe challenges confronting management in making decisions on offshore outsourcing have inevitably changed dramatically over the last decade. Offshore outsourcing today is characterized by a higher level of complexity and disruption brought about mainly factors of change, as: (1) the new waves of globalization; (2) the rapidly shifting conditions in the marketplace, which have made offshoring a vital part of global strategies, leading the way to new business models; (3) the increasing variety of models in the global supply chain; (4) the inroads of previous providers that have emerged as world-class competitors; and (5) the irresistible march of technological disruption. Threatening events, as terrorist attacks and wars, had disrupted the world economy since the 2000s. In these cases, supply chains were disrupted although soon restored. After these critical events, globalization was severely weakened by the arrival of the COVID-19 pandemic, on the threshold of 2020, and Russia’s invasion of Ukraine dealt a blow to global supply chains, by 2022. Due to these complexities, the trend to outsource production to other countries might increasingly push companies to transform themselves into virtual organizations. Outsourcing strategies could therefore evolve moving towards a digital era
Gaining flexibility and innovation through offshore outsourcing
No full textRecently, offshore outsourcing has become extremely important for companies that compete worldwide. In many industries, only companies that manage to be competitive globally can aspire to attain sustainable competitive advantages. Therefore, offshore outsourcing has become essential for many companies and recently has become more and more a vital part of the long-term strategies of the leading firms. The rapidly shifting conditions in the marketplace is forcing management to constantly review and defend its core competencies. Management is now confronted with a higher level of complexity and disruptions brought about in particular by the new waves of globalization and the irresistible march of technological changes. For these reasons, offshore outsourcing is transforming the functions of the traditional firms into a network of competencies. The tendency to offshore most of the productive and economic activities and processes can lead companies to transform themselves into virtual organizations, where all the functions could be outsourced through the formation of flexible networks and agile organizational structures
Sustainable Management and Total Quality Management in Public Organizations with Outsourcing
Full text linkQuaderni dell’Università dell'Insubria, Facoltà di Economia, n. 2009/
Outsourcing e nuove relazioni di trasporto Europa-Asia
No full textNelle relazioni industriali di traffico tra Europa ed Asia, quella principale è stata - fino a questi anni - quella del trasporto merci marittimo, cresciuto negli ultimi decenni soprattutto grazie, da un lato, all’esistenza e diffusione dei container, dall’altro, al gigantismo navale, che insieme hanno consentito di ridurre i costi unitari di spedizione anche attraverso il perseguimento di economie di scala.
Nell’ultimo biennio si è andata affiancando la modalità ferroviaria che, in un numero di giorni circa dimezzato, permette di mettere in relazione le due aree continentali mediante le linee trans-asiatiche, attraversando per di più i mercati orientali europei e russi. L’articolo delinea caratteristiche tecniche ed economiche di tali connessioni ferroviarie, richiamando i presupposti dell’outsourcing e le relative relazioni con la globalizzazione dei mercati
La responsabilità sociale dell’impresa. Si a filosofie aziendali che premiano gli stakeholders, prudenza verso la tutela di esclusivi interessi dei soli shareholder.
No full textUrban ropeways for sustainable mobility: a literature review to delineate the development strategies in Italy
No full textModern context faces crucial needs in terms of sustainable mobility, including energy transitions, environmental protection, optimisation of urban spaces and safety, especially considering the social seriousness of road accidents. The ropeway demand has shown a significant increase in urban contexts in recent years. In some European cities cable-driven installations are now operating, although funiculars have been used for decades in municipalities. Their development is driven by a series of advantages.
The main solution key for urban ropeways, also named cable-driven Automated People Movers (APM), can be associated to the climate neutrality target declared by 100 cities in Europe in 2023 for 2030. Ropeways have a great potential on their side; however, as is commonly known, they are subject to various constraints that may restrict their applicability. The development of these innovative transport systems might effectively drive many Italian cities, so as other European ones, to win the challenge to achieve the carbon neutrality in sustainable mobility, as a ring of a multimodal transport chain
La terziarizzazione in generale, nella logistica e nei trasporti
No full textL'efficienza produttiva e dei servizi resi dipende, direttamente o indirettamente, da tutte le funzioni dellazienda, tuttavia per comprendere la convenienza delloutsourcing come fattore di incremento di efficienza, particolarmente rilevanti sono le funzioni di produzione, marketing e R&D delle quali si ritiene utile delineare le caratteristiche principali. La misura più semplice dellefficienza produttiva è rappresentata dal fabbisogno unitario dei fattori, cioè la
quantità di input che occorre impiegare per produrre una data quantità di output. Iniziando dalla funzione di produzione, si delinea come lefficienza della produzione dipenda da alcuni fattori principali, tra i quali i seguenti sono fondamentali: 1) economie di scala; 2) effetti di apprendimento; 3) curve di esperienza; 4) produzione flessibile o produzione snella (lean production)
The corporate responsibility report between private interest and collective welfare
No full textThis study seeks to analyse how the search for the conditions of internal and external teleonomy in production firms represents the basis for the formation of the managerial objectives function (Mella 2008) and how the achievements of such equilibriums must be supported by an appropriate operational and information
tool: the corporate responsibility report.
Firms are permanent organizations, created and governed for longevity; in particular, productive organizations, as “instruments of human activity in the economic field”:
a) possess endogenous teleonomy to the extent that, from an internal perspective, they provide value to
the suppliers of capital and labour, so that it is in their interest to keep the system going. The value obtained from the organization's existence keeps the organizational ties cohesive and guarantees that efficient metabolic processes can be carried out;
b) enjoy exogenous teleonomy – from an external perspective – since they can provide value to those with an external interest in the firm (clients, suppliers and society) by continually renewing their instrumental processes while searching for ever higher levels of efficiency.
Starting from these premises this study tries to identify the main factors of endogenous and exogenous teleonomy, demonstrating in particular that:
- endogenous teleonomy implies a satisfying and stable profitability that guarantees satisfactory levels of shareholder value for the suppliers of capital and adequate monetary and non-monetary motivation for collaborators, thereby favouring conditions of “happiness”; endogenous teleonomy implies maintaining conditions of maximum productivity, economic efficiency and profitability (as shown by the key performance indicators) at every level of the organization;
- exogenous teleonomy implies the continual increase in the value of products for the market – through improvements in the price-quality relationship – in order to ensure stable customer appreciation and trust, a stable and constructive relationship with suppliers and a structural tie that is compatible with the physical, social and political environment. Such conditions are revealed by a convenient balanced scorecard system and assume the total acceptance of social responsibility.
The conditions of teleonomy must be pursued by successfully fighting the numerous endogenous and exogenous
factors that threaten the life of the organization, among which the weakness of governance, the interference of external organizations and the insufficient competence of managers, which makes the business and managerial control of the organization scarcely effective; internal organizational conflict, which inhibits the pursuit of conditions of efficiency; the withdrawal of economic value flows, which reduces the internal resources available for growth and the attractiveness of the firm to capital suppliers;
the heightened dynamics of the sector, which increases the risk from competitors; uncontrollable market dynamics, which increases the demand risk for products and the supply risk of resources; and the lack of control of productivity.
These considerations indicate that management, in forming the objectives function that guides the strategic process toward the achievement and maintenance of the conditions of endogenous and exogenous teleonomy, must be focussed on:
- value based management and activity based management to guarantee the suppliers of capital adequate
volumes of shareholder value, while maintaining the teleonomic conditions that allow them to benefit from adequate volumes of financial flows needed for growth;
- knowledge management, in order to favour an organizational behaviour that is informal, motivated,
efficient and open to learning on the part of all members of the organization; this allows the firm to maintain the teleonomic conditions of organizational learning which are indispensable for dealing with the growing complexity;
- total quality management to guarantee the maximum value for clients and the market in order to maintain the conditions of exogenous teleonomy related to the appreciation of and trust in the company;
- community management and social accountability that guarantee value for the entire group by augmenting
the conditions of exogenous teleonomy linked to the stable trust that ensures sustainable growth.
Against this conceptual framework the study proposes to examine how the above-mentioned modern tendencies of management can be brought together in a single approach that also provides the available information and operational instruments – among which the planning approach that focuses on the integral
growth of the organization, social accounting and the use of performance indicators – that reveal the state of the conditions of teleonomy
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