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New Articles – Business Administration and Management


TOWARDS AN EFFICIENT APPROACH FOR IDENTIFICATION AND SELECTION OF STAKEHOLDER ENGAGEMENT STRATEGIES: A CASE STUDY

Mohammad Khalilzadeh, Omid Kebriyaii, Jonas Šaparauskas, Natalija Lepkova

Freeman (1984) describes stakeholders as “those groups who can affect or is affected by the achievement of the firm’s objectives”. “Each stakeholder will either expect or demand to be part of all critical decisions on the project” (Kerzner, 2009). The stakeholder engagement is the most substantial matter in any project (Abidin, 2010). Stakeholders are defined as legal entities or individuals who have stakes in a project or are able to affect project execution (Olander, 2005). McGrath and Whitty (2017) define stakeholder as “an entity with a stake (interest) in the subject activity”. Stakeholders can significantly influence on project outputs. At each project phase, the number and type of stakeholders may vary and have different interests that should be effectively met (Oppong et al., 2017). These different interests may conflict with each other and certainly make it even more difficult to determine stakeholder engagement strategies. It is not practically possible to make all project stakeholders satisfied.
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IMPRESSION MANAGEMENT STRATEGY OF COPING WITH ENTREPRENEURIAL FAILURE STIGMA: A TWO-PATH THEORETICAL MODEL

Zhuang Xiong, Junzhou Yan, Lingling Wang

In recent years, despite the slowdown in the world economic performance, the trend of world innovation is still booming. The Global Innovation Index 2019 released by the World Intellectual Property Organization (WIPO) showed that the growth rate of global research and development expenditure is higher than that of global economy. As the foundation of entrepreneurship, the continuous improvement of innovation develops entrepreneurial activities. Moreover, the scale of entrepreneurial groups is expanding, and a vigorous entrepreneurial boom has formed through the implementation of positive entrepreneurial policies (Wang et al., 2019). However, the uncertainty and high risk in the entrepreneurship process determine that entrepreneurship is not smooth sailing. In particular, COVID-19 continues to spread throughout the world, and the business environment faced by new ventures is more difficult. More and more enterprises are unable to survive. The phenomenon of entrepreneurial failure exists objectively. Relevant data show that the failure rate of Chinese youth first venture is as high as 90% (Zheng et al., 2019). Furthermore, even the Chinese unicorn enterprises, such as OFO sharing bicycles, is from the favorite of the capital market to the end of brand failure.
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DEVELOPMENT AND STANDARDIZATION OF A TOOL TO MEASURE KNOWLEDGE OF LABOUR LAWS AMONG EMPLOYEES

M. M. Sulphey, Awad Ali Alanzi, Martin Klepek

In the current world, there is an informational imbalance in employer-employee relationships (Cabrelli, 2019). While employers usually enjoy higher levels of resources, expertise, and access to information about labour conditions, employees are disadvantaged than employers as they have to face multiple issues and barriers. Employees are in a difficult situation concerning contract negotiation and writing. Due to better resources, employers are in a better place regarding eliciting unilaterally favourable contractual terms. As employers have a form of monopoly, they tend to be involved in intimidating and unprincipled behaviours like treating employees inconsistently, which could be detrimental (Deakin, 2012). There is also a gap in the process of monitoring and enforcement of contractual obligations (Wachter, 2012). This situation tends to affect employees far more than an employer, e. g. any cost overrun for the employer is often passed down indirectly to employees in reduced compensation and deferred benefits.
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CASE STUDY: DESIGN VALUE MEASURING BY SYSTEM DYNAMICS

Eva Šviráková, Jan Kramoliš

Design is an important factor that contributes to the business success thanks to its potential to strengthen their competitiveness (D’Ippolito, 2014). There is a correlation between the use of design and business performance and subsequent macroeconomic growth (Denmark National Agency for Enterprise and Housing, 2003). An example of an economy significantly influenced by design is Great Britain’s economy. Design Economy created a gross value added of 85.2 billion GBP in the United Kingdom in 2016, corresponding to 7% of British gross value added. In a longterm perspective, between 2009 and 2016 the economy influenced by design grew by 52% and expanded far beyond fields that are part of creative industries (Benton et al., 2018). Design is a specific subtype of Innovation (OECD/Eurostat, 2018); it is an important business factor and it is integrated into many aspects of production and deliveries of products. The use of design helps companies to innovate, it increases companies’ productivity and turnover (Benton et al., 2018).
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GENERATION Y AND GENERATION Z EMPLOYMENT EXPECTATIONS: A GENERATIONAL COHORT COMPARATIVE STUDY FROM TWO COUNTRIES

Dana Egerová, Lenka Komárková, Jiří Kutlák

Generational differences in various workrelated characteristics such as work values, motivational drivers, preferences and workplace expectations have become a widely discussed research and intervention topic in recent years (Lyons & Kuron, 2014; Campbell et al., 2015; Sobrino-De Toro et al., 2019). The growing interest reflects the impact of the demographic, economic and technological shifts in society on the world of work and on how organisations maintain a multigenerational workforce (Lub et al., 2016). In recent years, research has primarily focused on the members of three generations (Baby Boomers, Generation X and Generation Y) to explore the features that differentiate these generations from each other in terms of workplace values, expectations, attitudes and organisational outcomes (Moore et al., 2015). At present, the next generation of employees – Generation Z – is about to enter the labour market, which will present challenges and opportunities for both researchers and companies (Knapp et al., 2017; Rodriguez et al., 2019).
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