Catalogue Search | MBRL
Are you sure you want to remove the book from the shelf?
{{itemTitle}}
35,249
result(s) for
"Leadership Strategy"
Sort by:
How Contingency Adjusts Corporate Social Responsibility (CSR) in the Tourism Industry: A Quasi-Experiment in China
Numerous organizational researchers have acknowledged that COVID-19 reduced the profit in the tourism industry. Some tourism firms decreased the cost by reducing the investment of CSR in order to increase the profit. However, the relevant literature remains scarce. The main purpose of this study is to explore the effect of COVID-19 on CSR investment in the tourism industry. This study fills the gap between stakeholder and cost stickiness theories. Based on a quasi-experiment of listed Chinese tourism companies from 2017 to 2021, the study finds that COVID-19 caused tourism firms to increase strategic CSR and decrease a responsive one. In addition, tourism firms that adopted cost leadership strategies trimmed responsive CSR more than strategic CSR. Tourism firms with differentiation leadership strategies increased strategic and decreased responsive CSR. Tourism firms with higher levels of political connections increased responsive CSR, while tourism firms with higher organizational resilience increased strategic CSR. At the theoretical level, this study reveals the theoretical mechanism of COVID-19 on tourism firms’ adjustment of CSR from the perspective of cost stickiness. On a practical level, it helps inform tourism firms’ decision-making regarding CSR adjustments for sustainable development when they face widespread crisis scenarios.
Journal Article
The handbook of global outsourcing and offshoring
This book offers a broad perspective on issues relating to the sourcing of systems and business processes in a national and global context, examining the client's and the vendor's involvement in sourcing relationships by putting the emphasis on the capabilities that each side should develop as a result of their interactions with each other.
eBook
Influencers of leadership styles used by farmer organisations in Uganda
Abstract AbstractAlthough leadership determines the performance of farmer organizations, the leadership styles used by farmer organizations in Uganda and factors influencing such styles have received limited attention in empirical studies. The available studies have focused mainly on the influence of leadership on performance, effectiveness, accountability, and transparency. This study determined: (1) leadership styles used by farmer organizations in Uganda; (2) differences in farmer organizational characteristics across the styles; and (3) factors that influence such styles. This study contributes to the understanding of leadership styles used by farmer organizations in Uganda and the factors that influence the choice of such styles. In order to collect quantitative data, a cross-sectional survey of 272 systematically selected farmer organizations was conducted in 12 districts of central and northern Uganda. 59.56% of farmer organizations used both democratic and autocratic leadership styles, according to the findings. Furthermore, savings and loan scheme, leadership passion, farm management training, leadership and management training, leaders’ expertise, and leadership committee numbers varied across leadership styles. The logit results showed that the savings scheme, number of organizational departments, leadership passion, usage of market outlets, total costs, and leadership and management training influenced the use of both democratic and autocratic leadership styles. However, the use of solely the democratic leadership style was influenced by committee size, total income, and value-added training. Farmer organizations should continue to use both democratic and autocratic leadership styles for efficiency and effectiveness. Governments and other development partners should strengthen leadership and management training for farmer organizational leaders.
Journal Article
The art of war
\"A new translation of the ancient Chinese classic on the art of war by warrior-philosopher Sun Tzu, with new notes and introduction by translator Peter Harris. Includes the traditional commentary and a map.\"--Provided by publisher.
Book
International business in the digital age: Global strategies in a world of national institutions
Digital technologies are changing how businesses strategize and organize internationally. They not only enable cost reduction in businesses crossing national boundaries but also enable novel types of products and business models. Yet, barriers to cross-border businesses persist or even re-emerge, such that the study of international business remains important in the digital age, but may have to shift focus. We argue that businesses operating internationally develop digital business strategies that are interdependent with their internationalization strategies. In doing so, they have to account for differences across national contexts including informal institutions, formal institutions, and resource endowments. We offer a conceptual framework linking external and internal antecedents to digital business and internationalization strategies. We focus in particular on three digital strategies: owning digital platforms, participating in digital platforms, and transforming traditional businesses for the digital world. On this basis, we discuss the contributions of the papers in this special issue and conclude by outlining an agenda for future research.
Journal Article
The strategists : Churchill, Stalin, Roosevelt, Mussolini and Hitler - how war made them, and how they made war
Churchill. Hitler. Stalin. Mussolini. Roosevelt. Five of the most impactful leaders of WW2, each with their own individualistic and idiosyncratic approach to warfare. But if we want to understand their military strategy, we must first understand the strategist.
BOOK