Economics and Philosophy, 26 (2010) 27–46 doi:10.1017/S0266267110000040 Copyright C Cambridge University Press GAME THEORY: A PRACTITIONER’S APPROACH THOMAS C. SCHELLING University of Maryland To a practitioner in the social sciences, game theory primarily helps to identify situations in which interdependent decisions are somehow problematic; solutions often require venturing into the social sciences. Game theory is usually about anticipating each other’s choices; it can also
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CSR and EDUCATION 1A Kalyani, Assistant Professor, NBN SSOCS, Pune Dist, koukuntla.kalyani@gmail.com 2Dr. K E Balachandrudu Professor & HOD-CSE, PRRMEC, SHABAD – R R Dist. Kebalu.chinni@gmail.com Abstract Universities, especially private ones are in need of strong corporate strategies in order to be successful in the highly competitive education industry. In this respect, Corporate Social Responsibility (CSR) becomes one of the highly preferred strategies by higher education institutions
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2004); Coca Cola operated a wholly foreign-owned enterprise that produced beverage concentrate in Shanghai and is direct joint-venture partner in a similar facility in Tianjin (Weisert, 2001). Furthermore, China’s successfully accessed World Trade Organization (WTO) in 2001
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2004); Coca Cola operated a wholly foreign-owned enterprise that produced beverage concentrate in Shanghai and is direct joint-venture partner in a similar facility in Tianjin (Weisert, 2001). Furthermore, China’s successfully accessed World Trade Organization (WTO) in 2001
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Corporate social responsibility in the past is considered as unwanted activities which are imposed on business by law and governing bodies as unnecessary burden which is against the basic principle of profit making for the business organizations. Business organizations have been considered as bodies that meet the demand of the consumers by supplying their goods and services, and have the responsibility for generating wealth and employment opportunities. (Mette Morsing & Carmen Thyssen, 2003) In
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citizens and communities to reduce their carbon dependency. Policy implications for effective engagement are discussed. r 2007 Elsevier Ltd. All rights reserved. Keywords: Climate change; Engagement; Barriers; Public perceptions; Mitigation; Behaviour 1. Introduction With entry into force of the Kyoto Protocol, climate change is receiving wide recognition from the international community. The weight of scientific evidence points to a significant human contribution towards changing the world’s
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Report on an Analytical Review of Management Course: MGT 210 Prepared For KH.ASEF SAFA KABIR Lecturer North South University School of Business Group Name: MaximuM SynergY Course: MGT 210 Instructor: KH
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Abstract This article provides an overview of the recent literature on franchising, with special attention to management control issues. Based on an analysis of franchising articles published in twenty-five high-impact journals over the period 1996–2008, the literature is divided into the following three broad streams: franchise initiation and subsequent propensity to franchise, franchise performance and control of franchising relationships. Several research gaps and avenues for future research
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THE EFFECT OF SELF-LEADERSHIP AND LOCUS OF CONTROL ON WORK STRESS AMONGST MANAGERS IN THE FINANCIAL SERVICES SECTOR By Agnes Akwa Nde Student number: 2009103587 A Dissertation submitted in Accordance with the Requirements for the Award of a MAGISTER COMMERCII Degree In Industrial Psychology Faculty of Economic and Management Sciences The University of the Free State Supervisor: Prof. Ebben Van Zyl Co-Supervisors: Dr Petrus Nel & Dr Estelle Boshoff Bloemfontein, 2015
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........................................................................................... 8 2.1 Defining CSR................................................................................................................... 8 2.1.1 Corporate Citizenship ................................................................................................ 10 2.1.2 The Triple Bottom Line ............................................................................................. 10 2.2 Profits versus
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