2009 Peng, Sun, Pinkham, and Chen A R T I 63 C L E The Institution-Based View as a Third Leg for a Strategy Tripod by Mike W. Peng, Sunny Li Sun, Brian Pinkham, and Hao Chen Executive Overview This article identifies the emergence of the institution-based view as a third leading perspective in strategic management (the first two being the industry-based and resource-based views). We (a) review the roots of the institution-based view, (b) articulate its two core
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HIGH-LEVEL EMPLOYEE INVOLVEMENT AT DELTA AIR LINES Bruce E. Kaufman As described in this unique case study, Delta Air Lines operates one of the most advanced, highlevel employee involvement programs in the nation. Based on in-depth field study and personal interviews, the development, structure, operation, and business goals of the program are described. The study then summarizes the business benefits and costs of this type of high-level employee involvement program and concludes with 12 “lessons
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Like most fields of study the safety has a history of development. The idea of safety and health as a humanitarian ideal is a relatively new phenomena. As organized civilizations grew and became more sophisticated the size of the labor pool that was necessary to build buildings, goods, and perform services became much larger. Goal of early safety and health activities was to increase the working life span of slaves and indentured servants in an attempt to conserve the limited human resource. It was
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hkgfkfljhfghjkffhhhkhgfhgfjdsytfgiug egvdbgfbfgdfssdvbdsfsdvxm,;lcmmncxlxnc,sdnclxz ,x .dmclkdsjflksdjfg b fhthethregTHE EFFECTS OF THE SARBANES-OXLEY ACT AND CANADIAN EQUIVALENT, BILL 198/CSA RULES, ON CANADIAN CROSS-LISTED STOCKS Ben Amoako-Adu * Financial Services Research Centre School of Business and Economics Wilfrid Laurier University Waterloo, Ontario, Canada N2L 3C5 Telephone: (519)-884-0710 x 2327 Email: bamoako@wlu.ca Vishaal Baulkaran Financial Services Research Centre
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NBER WORKING PAPER SERIES HUMAN RESOURCE MANAGEMENT AND PRODUCTIVITY Nicholas Bloom John Van Reenen Working Paper 16019 http://www.nber.org/papers/w16019 NATIONAL BUREAU OF ECONOMIC RESEARCH 1050 Massachusetts Avenue Cambridge, MA 02138 May 2010 This paper has been prepared for a chapter in the Handbook of Labor Economics Volume IV edited by David Card and Orley Ashenfelter. We would like to thank the Economic and Social Research Council for their financial support through the Center for
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Building a WorldClass HR Organization Your business is only going to be as good as the people you’ve got. You can have the best strategy in the world, but if you don’t have effective execution by people, it’s going to fail. — Harris DeLoach, Sonoco CEO In order to make progress, we had to somehow decide what things were going to be the same across the company and what things could be or needed to be different to support the businesses. There was a balance that we needed to figure out. — Cindy
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mild-mannered in-house lawyer, wasn't so sure the board had made the right choice -- a feeling that was reinforced when a Kimberly-Clark director pulled him aside and reminded him that he lacked some of the qualifications for the position. But CEO he was, and CEO he remained for 20 years. What a 20 years it was. In that period, Smith created a stunning transformation at Kimberly-Clark, turning it into the leading consumer paper products company in the world. Under his stewardship, the company beat
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Center for Advanced Human Resource Studies (CAHRS) 5-1-1995 Employee Compensation: Theory, Practice, and Evidence Barry A. Gerhart Cornell University Harvey B. Minkoff TRW Corporation Ray N. Olsen TRW Corporation Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/cahrswp Part of the Human Resources Management Commons This Article is brought to you for free and open access by the Center for Advanced Human Resource Studies (CAHRS) at DigitalCommons@ILR. It
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Cornell University ILR School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) 5-1-1995 Employee Compensation: Theory, Practice, and Evidence Barry A. Gerhart Cornell University Harvey B. Minkoff TRW Corporation Ray N. Olsen TRW Corporation Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/cahrswp Part of the Human Resources Management Commons DigitalCommons@ILR is celebrating its 10th anniversary
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Research in Higher Education Journal Centering the business capstone course on the banking crisis: concrete integrated pedagogy Khalid A. Razaki Dominican University Wayne Koprowski Dominican University Peter Alonzi Dominican University Robert Irons Dominican University Abstract The recent financial crisis offers instructors rich material for business programs regarding the relations between accounting, business law, economics, and finance, as well as ethical issues. This paper offers a concrete
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