Oirbans PriceWaterhouseCoopers, Eindhoven, The Netherlands Abstract Purpose – This paper aims to study the relationship between intellectual capital disclosures (ICDs) and the relative importance of intangible assets as company value drivers. Design/methodology/approach – Annual reports of Swedish, British and Danish firms are analysed to measure the extent of ICD. The level of intellectual capital (IC) in firms, measured with proxies for the categories of human, structural and relational capital. Findings
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Bus 763: Managing in Organisation Assignment 2 Due Date – 25 March 2016 Student Name: Simrat Pal Singh Student ID: TIZ00001KI Submitted To: Mariana Morrison Theory This porter five forces was introduced by Michel e porter who was from Harvard business school in 1979, [ (porter five forces , 2016) ] these are about to find what level of competition in the industry and how we can develop our business, Porter five forces give us analysis what is the competition in the market and how market
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Table of Contents: Table of Contents: 1 Performance Management at Siemens 2 Introduction: 2 Analysis of Siemens current situation: 3 Task 1 4 Setting Performance Targets of Team to Meet Strategic Objectives 4 1.1 Evaluating Tools and Techniques Available To Set Team , Performance Targets: 4 1.2 Assessing the value of team performance tools to measure future
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[pic][pic] Corporate Governance and Performance An Exploration of the Connection in a Public Sector Context By Meredith Edwards & Robyn Clough Issues Series Paper No. 1 January 2005 Preface This paper is part of a major project - Corporate Governance in the Public Sector: An evaluation of its Tensions, Gaps and Potential. The project will provide the first comprehensive theoretical and empirical work on corporate governance in the Commonwealth public sector. It has been
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1st Edition Student Workbook BSBCUS501C Manage quality customer service 1st Edition 2011 Part of a suite of support materials for the BSB07 Business Services Training Package Copyright and Trade Mark Statement © 2011 Innovation and Business Industry Skills Council Ltd All rights reserved. Apart from any use permitted under the Copyright Act 1968, no part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic,
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Managing Change Initiatives: Fantasy or Reality? The Case of Public Sector Organisations Ebrahim Soltani University of Kent Business School, Canterbury, UK Pei-chun Lai University of Strathclyde Business School, Glasgow, UK Abstract It is becoming a commonplace statement that change initiative programmes are key tools to organisational long-term success. To this end, the last two decades have witnessed a surge of interest in the take-up of various change initiative programmes. Organisational
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SUMMARIES) Chapter 1 2 3 4 5 6 7 8 9 10 11 12 Topic Organisations Corporate Responsibility and Ethics The International Economy Information Systems Managing Information Systems Operations Management Quality Management Marketing Buyer Behaviour Human Resource Management Management Theory and Motivation The Legal Environment Page Number 3 13 17 27 35 45 55 61 73 79 93 101 E1 revision summaries 1 E1 revision summaries 2 Chapter 1 Organisations E1 revision summaries 3 Key summary
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The managerial perspective of marketing is “the art of selling products” (Kotler P. and Keller K, 2006). It can also be defined as an organizational function and a set of process for creating, communicating and delivering value to customers and for managing customer relationship in ways that benefit the organization and it stakeholder (AMA, 2007). Marketing Mix – this has been defined as the set of marketing objectives in target market (Kotler P. and Keller K, 2006). According to Borden, is the set
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Executive Summary This report considers a case study which introduces and provides examples of faux change and superfluous change. Within this discussion, these areas of change context are considered and evaluated with regard to how they may be identified and resisted. The report also defines and evaluates organisational change and the frameworks within which it may be undertaken. The impact of change is discussed and is followed by an analysis of resistance to change and the factors that may enhance
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between an organisation and another party such as a stakeholder between them and develop into an opinion in differences between them. it usually boils up from a discrepancy in expectations and decisions between a company and its various stakeholders (Sellnow & Seeger; 2013). An issue is almost in all cases predictable, identifiable and eventually manageable by an organisation important financial stance and corporate issues that impact the management’s ability to run the organisation effectively
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