The Sources of Entrepreneurial Opportunities: Individuals & the Environment Doctoral Research Paper 2 of 5 Nikolina Fuduric Doctoral Supervisor: Professor Anne Lorentzen February 2008 Department of Planning and Development Aalborg University Aalborg, Denmark 1.0 INTRODUCTION No extensive empirical study on the sources of entrepreneurial opportunities included the individual, the environment and the individual’s start-up activities in a post-socialist periphery
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the way organizations and individuals function in the twenty first century if we made a comparison with how organizations functioned back in the day. There is a significantly greater focus today on employee satisfaction, work life balance, cross cultural values, virtual teams and formal performance management processes to name a few. Globalization is one the key factors which has brought a prominent change in many organizational practices in the twenty first century. Hershey and Blanchard (1977)
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Measures to limit the effect of the last recession have resulted in the rendering of the psychological contract (“Old Deal”) useless. Thus, it has given rise to a new contact “New Deal” as well as the introduction of the government initiative of Continuing Education and Training (CET) in Singapore. Yet, with the implementation of CET whose main intention is to facilitate upgrading of relevant skills to better serve of needs of market and their company (WDA, Mind Reskill, 2011), companies are facing
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E-mail: sharmila@um.edu.my Moey Yoke Cheng KDU College Sdn. Bhd 32, Jalan Anson 10400 Penang E-mail: ycmoey12@yahoo.com Abstract In the past, the leadership style of Malaysian managers has been different from our Western counterparts due to strong cultural differences. However, with the advent of knowledge economy and the transformation of workforce, leadership style of Malaysian managers is said to be altered. This research explored the current state of leadership style among Malaysian managers and
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TABLE OF CONTENTS Introduction and Overview…………………………………………………………….Page 1 The Country…………………………………………………………………………….Page 2 Government and Politics………………………………………………………………..Page 3 Economic Structure……………………………………………………………………..Page 4-8 National Culture………………………………………………………………………...Page 9-11 Management…………………………………………………………………………….Page 12-14 Comparison U.S. and Canada………………………………………….……………….Page 15 Interview……………………………………………………………………………….Page 16 Conclusion………………………………………………………………………………Page
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RESEARCH Vol. 9, No. 2 2010 pp. 21–43 American Accounting Association DOI: 10.2308/jiar.2010.9.2.21 The Effect of Institutional and Cultural Factors on the Perceptions of Earnings Management Marshall Geiger and Joyce van der Laan Smith ABSTRACT: In this study we examine the effect of stakeholder orientation versus shareholder orientation, and the level of cultural secrecy on individuals’ perceptions of earnings management practices. Examining perceptions from 1,260 participants from 13 countries
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Cultural Communication Maureen Schneider International Business Communications Professor Rodger January 18, 2016 Geert Hofstede’s 6 Dimensions is a tool that is helpful in comparing different cultures. This tool can help businesses that are planning to do business outside of their own country by helping to show the similarities and differences in the cultures of the countries. To properly use this comparison one must first understand how Geert Hofstede’s 6 Dimensions can be interpreted
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Mark Taliercio Professor Skyers 5/10/12 QU301 Why are foreign wages so low? The world is a place populated with a diverse range of individuals. Due to differing backgrounds, individuals tend to have different opinions and different viewpoints towards certain situations. As a citizen of the United States, I have been raised in a society that professes equal freedoms for everyone in the world despite race, religion, gender or any other distinct differences. I feel that no matter where you are
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1. Introduction In 2001, one of the economies in Goldman Sachs – Jim O’Neill – wrote an economic research paper “Building Better Global Economic, BRICs”, in this report, O’Neill listed four countries with their initial letters combined being BRIC – Brazil, Russia, India and China – as the world’s fastest developed economies that can be considered as the most promising emerging markets in the world. Latter the BRICs become BRICS with South Africa joining the group, together the five BRICS countries
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- Dimensions of market/country attractiveness ‘Fine-grained’ screening As the BERI index focuses only on the political risk of entering new markets a broader approach that includes the competences of the firm is often needed. For this purpose, a powerful aid to the identification of the ‘best opportunity’ target countries is the application of the market attractiveness/competitive strength matrix (Figure 7.4). This market portfolio model replaces the two single dimensions in the BCG growth–share
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