scholarly journals Consumer and Strategic Firm Response to Nutrition Shelf Labels

2020 ◽  
Vol 102 (2) ◽  
pp. 458-479 ◽  
Author(s):  
Sofia B. Villas‐Boas ◽  
Kristin Kiesel ◽  
Joshua P. Berning ◽  
Hayley H. Chouinard ◽  
Jill J. McCluskey
Keyword(s):  
Firm Response

Motivating Compliance: Firm Response to Mandatory Disclosure Policies

2018 ◽  
Vol 32 (2) ◽  
pp. 103-119
Author(s):  
Colleen M. Boland ◽  
Chris E. Hogan ◽  
Marilyn F. Johnson
Keyword(s):  
Conflict Of Interest ◽  
Low Cost ◽  
Cost Effective ◽  
Data Availability ◽  
Policy Adoption ◽  
Future Research ◽  
Regulated Firms ◽  
Firm Response ◽  
Disclosure Rules ◽  
The Impact

SYNOPSIS Mandatory existence disclosure rules require an organization to disclose a policy's existence, but not its content. We examine policy adoption frequencies in the year immediately after the IRS required mandatory existence disclosure by nonprofits of various governance policies. We also examine adoption frequencies in the year of the subsequent change from mandatory existence disclosure to a disclose-and-explain regime that required supplemental disclosures about the content and implementation of conflict of interest policies. Our results suggest that in areas where there is unclear regulatory authority, mandatory existence disclosure is an effective and low cost regulatory device for encouraging the adoption of policies desired by regulators, provided those policies are cost-effective for regulated firms to implement. In addition, we find that disclose-and-explain regulatory regimes provide stronger incentives for policy adoption than do mandatory existence disclosure regimes and also discourage “check the box” behavior. Future research should examine the impact of mandatory existence disclosure rules in the year that the regulation is implemented. Data Availability: Data are available from sources cited in the text.

scholarly journals New Zealand and Covid-19: a swift and firm response

2020 ◽  
Vol 109 (3) ◽  
pp. 332-333
Author(s):  
Noel Cox
Keyword(s):  
New Zealand ◽  
Firm Response

scholarly journals Private International Law as an Ethic of Responsivity

2019 ◽  
pp. 11-28
Author(s):  
Ralf Michaels
Keyword(s):  
International Law ◽  
Private International Law ◽  
Existential Crisis ◽  
Firm Response ◽  
The World ◽  
Technical Character ◽  
Crisis Of Modernity

The world is a mess. Populism, xenophobia, and islamophobia; misogyny and racism; the closing of borders against the neediest—the existential crisis of modernity calls for a firm response from ethics. Why, instead of engaging with these problems through traditional ethics, worry about private international law, that most technical of technical fields of law? My claim in this chapter: not despite, because of its technical character. Private international law provides such an ethic, an ethic of responsivity. It provides us with a technique of ethics, a technique that helps us conceptualise and address some of the most pressing issues of our time. It is not only ethically relevant, it is itself an ethic.

scholarly journals Strategy patterns and corporate competitive advantage in hypercompetition

2018 ◽  
Vol 69 (3) ◽  
pp. 229-250 ◽  
Author(s):  
Maja Daraboš Longin
Keyword(s):  
Competitive Advantage ◽  
Market Power ◽  
Strategic Behavior ◽  
Top Management Team ◽  
Top Management Teams ◽  
Management Team ◽  
Top Management ◽  
Special Focus ◽  
Long Run ◽  
Firm Response

Action aggressiveness is considered as a firm response to the phenomenon of temporary advantage. Firms able to respond quickly to market demands strengthen their market power and generate advantages; but those that can be even faster, will generate even greater market power and advantage over its competitors. However, there is no guarantee that competitive advantage achieved today will remain unchanged in the long run. The focus is on being prepared to take an action, i.e. the extent to which the firm is willing to participate with competitors and act quickly in the involvement and participation. The dynamics of top management is a very important component of the ability of the firm competitive behavior. The top management team is the kingpin that coordinates and mobilizes organizational resources and efforts for firms’ aggressive competitive engagement. The assumption of being more aggressive at the market and collaborative with competitors is the integration of top management of the firm that depends primarily on compatible traits and members’ communication skills. With a special focus on top management teams, this paper explores the extent to which firms’ certain strategic behavior in hypercompetitive industry can be related to gaining temporary competitive advantage, measured through improving its firm performance. The central goal of this research is to theoretically and empirically define and examine firms’ strategic behavior in hypercompetition through defining new taxonomy of strategy patterns, i.e. firm specific strategic behavior that provides and raises the probability of gaining the competitive advantage in hypercompetitive industries. An important contribution of this research is also reflected in the development of the model that analyze the influence of specific characteristics of top management team (TMT) on pattern firm uses, as well as the relationship between firms’ market position on specific strategic behavior.

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