176 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No full textA still unpublished Kamsa (Collection of five poems) discovered by the author (London, India Office, MS Ethé 1284), composed in response to Nezami’s Kamsa by an unknown poet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
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
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
Erratum: An overview of the pathogenesis and natural history of post-transplant T-cell lymphoma (Leukemia and Lymphoma (2007) vol. 48(6) (1237-1241))
No full text[No abstract available]Jamali FR, 2007, LEUKEMIA LYMPHOMA, V48, P1237, DOI 10.1080-104281907012995720
Gendering CSR in the Arab Middle East: An institutional perspective
No full textThis paper explores how corporations, through their Corporate Social Responsibility (CSR) activities, can help to effect positive developmental change. We use research on institutional change, deinstitutionalization, and institutional work to develop our central theoretical framework. This framework allows us to suggest more explicitly how CSR can potentially be mobilized as a purposive form of institutional work aimed at disrupting existing institutions in favor of positive change. We take the gender institution in the Arab Middle East as a case in point. Our suggestion is that the current context of the Arab Spring, which combined with increasingly obvious endogenous institutional contradictions, has created a fertile ground for shaping change processes within the gender institution. 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MNCs and international accountability standards through an institutional lens: evidence of symbolic conformity or decoupling
No full textCorporate Social Responsibility, International Accountability Standards, Multinational Corporations, Institutional Theory,
A stakeholder approach to corporate social responsibility: a fresh perspective into theory and practice
No full textStakeholder theory has gained currency in the business and society literature in recent years in light?of its practicality from the perspective of managers and scholars. In accounting for the recent ascendancy of?stakeholder theory, this article presents an overview of?two traditional conceptualizations of corporate social?responsibility (CSR) (Carroll: 1979, ‹A Three-Dimensional Conceptual Model of Corporate Performance', The Academy of Management Review 4(4), 497–505 and Wood: 1991, ‹Corporate Social Performance Revisited', The Academy of Management Review 16(4), 691–717), highlighting their predominant inclination toward providing static taxonomic CSR descriptions. The article then makes the case for a stakeholder approach to CSR, reviewing its rationale and outlining how it has?been integrated into recent empirical studies. In light of this review, the article adopts a stakeholder framework – the Ethical Performance Scorecard (EPS) proposed by Spiller (2000, ‹Ethical Business and Investment: A Model For Business and Society', Journal of Business Ethics 27, 149–160) – to examine the CSR approach of a sample of?Lebanese and Syrian firms with an interest in CSR?and?test relevant hypotheses derived from the CSR/stakeholder literature. The findings are analyzed and implications drawn regarding the usefulness of a stakeholder approach to CSR
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