...Nature and nurture are the two factors that determine human personality. First, the genetic code of a human being, which is unique and based on hereditary and other factors, will be an indicator of personality. For example, some very young babies will already clearly be "shy" or "extroverted". However, the personality of a baby will be vastly modified by a child's upbringing, and the way they are nurtured by his or her mother and father, or legal guardian. Nature • One example of the way nature affects a baby is brain disorders who are inherited, and which will affect personality. For example, psychological problems related to brain chemistry, such as schizophrenia, are believed to have a strong genetic component. These diseases will be present as mutated genes in a baby, and, over time, they will create behaviour problems that may manifest themselves as a child grows into adulthood. However, the way a child handles their genetic difficulties will be affected by the child's upbringing. Nurture • A child with a genetic disorder that affects personality will handle things better when they are loved, hugged, and well taken care of in the formative years. From babyhood, children require affection, warmth, intellectual stimulation, and respect in order to develop to their best possible potential. Children who lack nurturing in the formative years will suffer from issues, such as poor self-esteem, that affect their ability to socialize and make friends. Children who are...
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...Journal of Consumer Marketing Emerald Article: To buy or not to buy? A social dilemma perspective on green buying Shruti Gupta, Denise T. Ogden Article information: To cite this document: Shruti Gupta, Denise T. Ogden, (2009),"To buy or not to buy? A social dilemma perspective on green buying", Journal of Consumer Marketing, Vol. 26 Iss: 6 pp. 376 - 391 Permanent link to this document: http://dx.doi.org/10.1108/07363760910988201 Downloaded on: 28-05-2012 References: This document contains references to 76 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 4703 times. Access to this document was granted through an Emerald subscription provided by INDEPENDENT UNIVERSITY BANGLADESH For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Additional help for authors is available for Emerald subscribers. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com With over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald...
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...|valuable they are to the company. |information within the organization. If one| | | |member performs at a higher level, this can | | | |cause low morale for the member with the | | | |least performance level. On the other hand | | | |the member with the high performance level | | | |will know what his value and influence is | | | |for the company. This...
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...studies of multinational corporations. Pfeiffer’s arguments will be shown to be of limited application contingent on the context they are being applied to. Symbolic egalitarianism is a conscious strategic decision within the organisation to remove symbols of hierarchy and the differential valuing of employees. This can include decisions such as moving managers from their offices to open plan areas, reducing or removing tiers of titular status, or status symbols attached to seniority or role. Pfeffer argues symbolic egalitarianism signals equality and improves communications, it “diminishes ‘us’ versus ‘them’ thinking” [ (Pfeffer, 2005, p. 101) ] which he believes creates a more collaborative environment with better information flow and cooperation due to the hierarchical barriers between employees and managers being removed. Organisations make a strategic choice in their remuneration and reward programs to enforce either hierarchical or egalitarian culture. Egalitarian systems allow earnings to increase without employees having to move up to more senior roles. This allows for a more flexible workforce that can be moved across jobs without moving up tiers, allowing for greater responsiveness to “new areas, projects or positions” [ (Gomez-Mejia & Balkin, 1992, p. 46) ]. This system can, however, lessen the longevity of the employment relationship. Organisations with a more mature and stable place in their market...
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...time, India has viewed its sphere of influence as stretching far beyond the subcontinent itself but has had little ability to project this influence beyond its borders. It is only in the last few years that India has been able to become more influential both in the surrounding regions and the world at large. This was mainly anchored on its ‘look east policy’ initiated in the early 1990s that saw the country focus on the East Asia and Pacific regions as an economic framework for expanding ties and promoting economic growth. With the new expanded strategic vision – “Look East” policy 2, India has broadened the definition of its security interest in its strategic economic endeavors. It is generally seen that India’s partnership with ASEAN have had an impact on India’s economic, political, and security related involvement ‘in these larger, concentric coalitions around ASEAN…in East Asia and in the Asian Pacific’ (Gujral, 1996, p. 12). The look east policy has integrated a larger regionalization framework and strategy encompassing the Asia Pacific issues (Scott, 2007). WE ARE TECHNOLOGY THESIS EXPERTS! ORDER NOW! WWW.UKESSAYHUB.COM The Indians-ASEAN links do not only have economic frameworks but strategic underpinnings as well. As Scot (2007) has indicated, china has been a factor in all of the India’s initiatives albeit blurred in economic progressions. Some analysts have argued that the growing Chinese economic and military influence in Asia has been the anchorage on the...
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...dominated by products and services designed for the general consumer. Industries in the consumer markets often have to deal with shifting brand loyalties and uncertainty about the future popularity of products and services. Differences of Business Market from Consumer Marker Market structure and demand * Business market contain Fewer but larger buyers * Business buyer demand is derived from final consumer demand * Inelastic demand is not affected as much in the short run by price changes * Demand in business markets fluctuates more and more quickly * Geographically concentrated buyers Nature of the buying unit * Buying business involves a more professional purchasing effort * Involves multiple buying influences Types of decisions and the decision-making process...
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...All rights reserved First published online as a Review in Advance on September 10, 2004 PROSOCIAL BEHAVIOR: Multilevel Perspectives Louis A. Penner Karmanos Cancer Institute/Family Medicine, Wayne State University, Detroit, Michigan 40202, and Research Center for Group Dynamics, University of Michigan, Ann Arbor, Michigan 48109; email: pennerl@karmanos.org John F. Dovidio Psychology Department, Colgate University, Hamilton, New York 13346; email: John.Dovidio@UConn.edu Jane A. Piliavin Department of Sociology, University of Wisconsin, Madison, Madison, Wisconsin 53706; email: jpiliavi@ssc.wisc.edu David A. Schroeder University of Arkansas, Fayetteville, Arkansas 72701; email: dave@uark.edu Key Words altruism, cooperation, helping ■ Abstract Current research on prosocial behavior covers a broad and diverse range of phenomena. We argue that this large research literature can be best organized and understood from a multilevel perspective. We identify three levels of analysis of prosocial behavior: (a) the “meso” level—the study of helper-recipient dyads in the context of a specific situation; (b) the micro level—the study of the origins of prosocial tendencies and the sources of variation in these tendencies; and (c) the macro level—the study of prosocial actions that occur within the context of groups and large organizations. We present research at each level and discuss similarities and differences across levels. Finally, we consider ways in which...
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...internationalization of SMEs: Self-commitment as a success factor for International Entrepreneurship Matthias Fink a, Rainer Harms b, Sascha Kraus a c,* Vienna University of Economics and Business Administration, Department of Small Business Management and Entrepreneurship, Augasse 2-6, A-1090 Vienna, Austria b University of Twente – NIKOS, Dutch Institute for Knowledge Intensive Entrepreneurship, Postbus 217, NL-7500 AE Enschede, The Netherlands c ¨ University of Liechtenstein, Furst-Franz-Josef-Strasse, LI-9490 Vaduz, Liechtenstein & Utrecht University, Janskerkhof 12, NL-3512 BL Utrecht, The Netherlands KEYWORDS Internationalization; SME; Trust; Cooperation; Entrepreneurship; Austria; Czech Republic; Slovenia Summary Self-commitment is the willingness of individuals to commit to cooperation with a partner without the safety net of controls or sanction mechanisms. This article shows the unique performance contribution of self-commitment in the context of cooperative internationalization of SMEs in several ways: First, we use a multiparadigmatic approach to cooperation theory to argue why self-commitment as a coordination mechanism is particularly relevant in the context of cooperative internationalization. Second, we develop a new operationalization of self-commitment which takes the context of international cooperations into account. Third, we show empirically that self-commitment is particularly important in international cooperations by applying a PLS analysis to a sample of...
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...INR 2001: Intro to International Relations January 12, 2015 Big Themes in International Relations * Conflict or Cooperation? Pays to Cooperate: Success in business- Don’t shoot customers * Major Actors in Conflicts * Chines, Navy, NATO, and Somali Pirates * States fighting other states * States fighting rebellions within the state * Conflict between non-state actors * Not all conflict is between states, much if not most is below the level of state-state conflict * Conflict maybe driven by man interests- ethnic conflict, material resources, land * Cooperation * Lots of Conflict and lots of Cooperation * Examples * Cooperation focused on economic issues, why? * All sides gain from economic exchange so it literally pays to cooperate * Is cooperation or conflict the natural state? * Economic cooperation mitigates conflict * Globalization or Fragmentation? * France-Germany and the European Union * Free trade agreements and NAFTA * What is Globalization * Examples: * Increasing level interconnectedness * What it means for international relations * More interdependence * Cultural aspects, both positive and negative * Is globalization a new phenomena * Less and less dialogue more usual stuff happening * 50 million died as a result 1918 Spanish...
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...According to the PMBOK guide, “An organization’s culture and style affect how it conducts projects. Cultures and styles are group phenomena known as cultural norms, which develop over time. The norms include established approaches to initiating and planning projects, the means considered acceptable for getting the work done, and recognized authorities who make or influence decisions.” Kerzner states, “Achieving project management excellence, or maturity, is more likely with a repetitive process that can be used on each and every project. This repetitive process is referred to as the project management methodology.” Claudiu-Marian describes many of the factors that influence the success of modern companies. Of the factors that he lists, the one that stands out to me is organizational culture. For a company to succeed it must have solid teamwork, unwavering trust, effective communications, and unbiased cooperation. John Compton sought to develop a culture of cooperation within his organization to replace the non-cooperative/competitive culture that existed. It appears that the executive staff delayed the change in methodology for several reasons to include job security, fear of upsetting other employees, resistance to change, and unwillingness to shift authority to whoever acts as the PMO Lead. They created a PMO with out providing tools and authority for the new venture to succeed. Using the Handbook of Project Management and PMBOK as a guide, I would inform the company president...
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...possible for managers to manipulate their firm’s value for stakeholders’ interests or for self-serving reasons? Why is current industry profitability a poor of future profitability? Are the forces at work in industry a given from a firm’s point of view? Can a firm impact/influence the structure and fve forces of an industry? How can a manager study hundreds of variables in a firm’s environment to help determine its strategy? What are the key success factors of a particular industry? Why is current industry profitability a poor predictor of future profitability? If structural change with an industry happens to be very rapid, then porter’s five forces would of competition have limited predictability. How can fast-paced industry firms such as technology-driven or ecommerce firms predict core petition? Why do firms compete and cooperate at the same time? It has commonly been stated that the driving force behind creating effectiveness is competition. On the other hand, there is a demand for cooperation, as the actors must create long-term relationships based on a mutual interest and adaptations in order to know what the interacting partner is capable of doing. In business network both cooperation and competition is needed in relationships between competitors, but the two types of interactions create progress in slightly different ways. By competition firms are forced to undertake measures not always demanded by the end customers for gaining a stronger...
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...Positive Influence Plans for Business Teams LDR/531 October 15, 2012 Positive Influence Plans for Business Teams Teams are an important part of an organization. The team process creates an environment that allows employees to respect one another and work cohesively to meet an objective or goal that the organization has assigned (Michael, 2012). Michael (2012) defines “TEAM” as “Together Each Achieve More” because teams are composed of individuals with specific skills, knowledge, and levels of abilities; each will achieve more if there is positive influence and understanding throughout the duration of the project in a team environment (p. 21). Understanding of Teams Can Lead to Positive Influence A project has been assigned to your department with a completion anticipated within one year. The organization has decided to form a team to be responsible for accomplishing the objectives of the project in which the collective knowledge can be gathered, documented, and delivered in a thorough efficient manner. It is important that the team has adequate resources, leadership and structure, climate of trust, as well as some form of incentive or reward systems to keep motivation throughout the project (Robbins & Judge, 2011). The team has to understand the abilities, personalities, roles, and importance of diversity that can affect the dynamics of the team performance (Robbins & Judge, 2011). In a team environment the common interest, values, social interaction, cooperation...
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...ABSTRACT The purpose of this research is to test a theoretical model of relations between job design (eg: completeness, demand of responsibility, demand of cooperation, cognitive demand, and learning opportunities) and the reflexivity and learning process within natural group works in industry. The methodology used in this research are based on the detailed task analyses and questionnaires from 40 work groups at the shop-floor level in manufacturing industry in Sweden. From this research, it is found that in a group work, reflexivity and learning processes is strongly affected by job design and work routines. The four dimensions on job design which are completeness, demand of cooperation, cognitive demand and learning opportunities has positively related with reflexivity and learning process. Job design also correlates with social routines and social routines with work routines. 1.0 INTRODUCTION Sweden is a country where the group forms of working in industry is well established and has a strong tendency to emerge in order to reorganize into conventional line-production. The researchers before concluded that work in partly autonomous groups in industry leads to an increase in productivity but this does not convince managers that the investment in group-work is worthwhile. Learning in groups, and related effects such as innovation and work development requires group processes characterized by reflexivity and learning. 2.0 REVIEW OF LITERATURES 2.1 Effects of Group...
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...Network: any interconnected group or system, it comprises nodes and links. Networks are long-term, relationships between interdependent economic actors which are seeking for competitive advantage by forming the cooperation. More complex than alliances; bilateral relationship doesn’t qualify as network. From left to right: Market: “buy”. Network: jv, licensing, outsourcing, equity share, contractual cooperation, joint R&D. Hierarchy: “make” From left to right: Market: “buy”. Network: jv, licensing, outsourcing, equity share, contractual cooperation, joint R&D. Hierarchy: “make” Types of Networks: X & Y: X: Alliances between partners with complementary skills/strengths “closing the gap”. Y: Alliances between partners with mutually reinforcing resources/skills/competences “critical mass alliance”; by joining forces you reach a critical mass. Horizontal, vertical & lateral cooperation: Horizontal: Companies within the same position of the value chain cooperate (e.g. alliance between airlines) Vertical: companies from different positions within the value chain cooperate (eg. Buyer supplier relationships along the supply chain) Lateral: across industries, different players from different industries. Stable & Dinamic: Stable: platform for cooperation. Dinamic: project-based. Virtual factory: dynamic, order processing. Competition: Networks compete to each other; network is the compeititive ...
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...Economic globalization brings increasing communication of economy and trading among countries, and the negotiation has been the important part of international business activity in this process. The international business negotiation is not only the communication and cooperation in the economic domain, but the communication of culture among various countries. In the process of negotiation, negotiants’ idea and behavior are controlled by their own national cultures. There are large differences in thinking pattern, value view, group consciousness, negotiation style, benefit consciousness and law consciousness between western and eastern cultures, and these differences largely influence the process and result of negotiation and they are important factors we should consider in the negotiation. Keywords: International business negotiation, Cultural difference Economic globalization brings increasing communication of economy and trading among countries, and the negotiation has been the important part of international business activity in this process. The international business negotiation is not only the communication and cooperation in the economic domain, but the communication of culture among various countries. In the process of negotiation, negotiants’ idea and behavior are controlled by their own national cultures. As a developing country, China urgently needs to abstract advanced scientific technology, management mode and trading rule of developed countries in the...
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