1,721,087 research outputs found
Corporate social responsibility and corporate financial performance: empirical evidence from large Italian enterprises
No full textThe Japanese management in the ‘90s: new feautures and their transferability abroad: the case of Italian and UK subsidiaries
No full textCorporate responsibility
No full textFamily business (FB) is a mature research field. However, notwithstanding the relevance of Corporate Responsibility (CR) and despite this research field has experienced a remarkable growth recently, so far relatively few studies have coped with CR in FB. Literature on this topic is very sparse and fragmented, as evidenced by the great variety of research fields, analysed issues and journals. Previous studies coped with CR practices, determinants and outcomes, focusing in particular on what characteristics of FB may have an impact on their CR, on differences and similarities between FB and nonfamily business (NFB). However, they did not clearly indicate whether FB are more or less CR oriented than NFB, as well as whether different types of FB can be distinguished on the basis of their CR approach. This entry aims to understand the reasons why FB engages in CR, main practices adopted, differences between FB and NFB, open issues
Successful Business Models for service centres: an empirical analysis
Full text linkPurpose – The purpose of this paper is to analyse the fit between the strategy of service centres and their
business model (BM) and to identify the BM components’ characteristics and links that allow it to stand out in
terms of service delivery and business performance.
Design/methodology/approach – This study applies an inductive qualitative multiple case study approach
through the empirical analysis of top-performing Italian service centres operating in the Medium–Heavy
Commercial Vehicle sector.
Findings – Research findings underline that the BM components of top performers are consistent amongst
each other and with the adopted strategy and make a positive impact on the firm’s performance. In particular,
top performers are characterised by a solid financial structure based on equity, formalised and flexible
organisational structures and processes, clarity in strategic direction and long-term orientation, grounded
capabilities, competences and skills, trustful relationships with main service partners and a comprehensive set
of managerial mechanisms.
Research limitations/implications – This paper presents some limitations, typical of qualitative research
based on case studies. Future works may include other dimensions of performance for identifying top
performers, and extend the empirical analysis to different sectors and national contexts.
Originality/value – This paper supports the relevance of contingency theory – particularly the
strategy-structure-performance paradigm – in the analysis of the role of a BM in successful servitization
strategies of service centres. It highlights that the BMs of the top-performing companies are characterised
by some common elements. From a practical perspective, the authors provide insights that can be useful
for designing successful service-based BMs for service network
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