الصفحة 1
الصفحة 1
Internal communication and management : Theory and praxis communication-centered management
Deals with these topics Fundamentals of corporate management Introduction to communication-based management theory Perspectives of internal communication in the context of agile management Tasks of corporate management Factors of leadership communication, including normative leadership, strategic controlling and innovation management Outlook for future developments in internal communication
Enterprise Risk Management : Modern Approaches to Balancing Risk and Reward
Demonstrates how Enterprise Risk Management creates value in strategic- and decision-making-processes. The author introduces modern approaches to balancing risk and reward based on many examples of medium-sized and large companies from different industries. Since traditional risk management in practice is often an independent stand-alone process with no impact on decision-making processes, it is unable to create value and ties up resources in the company unnecessarily. Herewith, he serves students as well as practitioners with modern approaches that promote a connection between ERM and corporate management. The author demonstrates in a didactically appropriate manner how companies can use ERM in a concrete way to achieve better risk-reward decisions under uncertainty. Furthermore, theoretical and psychological findings relevant to entrepreneurial decision-making situations are incorporated.
Cross-Business Synergies : A Typology of Cross-Business Synergies and a Mid-range Theory of Continuous Growth Synergy Realization
Sebastian Knoll investigates what cross-business synergies actually are and how they are realized successfully. In a first step, a theory-based typology of cross-business synergies is developed and two new types of synergies are conceptualized: (1) Growth synergies, i.e. profitable growth advantages from recombining complementary operative resources across businesses, and (2) corporate management synergies, i.e. performance advantages from leveraging corporate management capabilities across businesses. In a second step, the author focuses on growth synergies and inducts a framework for their continuous realization from a longitudinal in-depth single case study. He suggests that the successful realization of growth synergies is associated with a selective focus on specific growth opportunities, decentralized cross-business collaboration that motivates productive business unit self-interest, and a corporate management approach that guides and balances this self-interest in an evolutionary fashion.
Contractual Management : Managing Through Contracts
Contractual Management offers a holistic approach to managerial decision-making based on contracts or business processes that are related to contracts. It explains management from the point of view of the contract, just as it interprets the contract from the point of view of management. Thus, the approach highlights the great inherent potential of contracts for managing companies, transactions and business relationships.
Managing Critical Infrastructure Risks
At the beginning of each year, there is a deluge of top-10 lists on just about every subject you can imagine. A top-10 list of biggest news stories, best-selling books, most popular music and movies, richest companies, and best places to visit or live. It seems everyone has his or her own top-10 list, reflecting, perhaps, differences in regional, national, and cultural values. Companies and governments most often tend to focus their top-10 lists on economic priorities, or priorities related to national defense, security, public health, and new infrastructure. This year, 2007, was no exception. Yet, increasingly, we see governments, private organizations, and companies advocating a new type of prioritization. This framework needs to reach beyond the realms of economics, world trade, and corporate management to include the environment, stakeholders, public preferences, and social goals. Moreover, corporations and individuals are not only interested in generic 10-best lists; they want lists tailored to their values, goals, and current economic and social state. For example, the U. S.
A Stakeholder Rationale for Risk Management : Implications for Corporate Finance Decisions
Ordinarily, only the interests of shareholders, debtholders, and corporate management are taken into account when analyzing corporate financial decisions while the interests of non-financial stakeholders are often neglected. Gregor Gossy develops a so-called stakeholder rationale for risk management arguing that firms which are more dependent on implicit claims from their non-financial stakeholders, such as customers, suppliers, and employees, prefer conservative financial policies. In order to perform panel data analyses of the determinants of corporate financial decisions, the author uses data from Austrian and German industrial companies. He shows that variables for a firm’s most important non-financial stakeholders explain the firm’s capital structure and cash holding decisions. His findings suggest that a firm’s choice of accounting standards have a moderating effect on the determinants of corporate finance decisions.
