Why companies succeed or fail: corporate cycles and firm function in tandem

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Panos Mourdoukoutas ◽  
Abraham Stefanidis
Keyword(s):  
Design Methodology ◽  
Equity Valuation ◽  
Social Functions ◽  
Wall Street ◽  
Content Type ◽  
Revenue Growth ◽  
Growth Decline ◽  
Long Time ◽  
Conceptual Study ◽  
Practical Implications

Purpose This paper aims to underscore the need for developing a model of corporate cycles, which can explain how corporations rise, decline and fall in the marketplace. Design/methodology/approach This is a conceptual study that draws on prior theoretical and empirical insights of the entrepreneurial, managerial and social functions of the firm to develop a model of corporate cycles. Findings Firms that pass the test of the market and live for a long time, undergo cycles, expansions and contractions, driven by successes and failures in the way they configure and execute their entrepreneurial, managerial and social, functions. Practical implications A model of corporate cycles can explain how momentum rises and falls on Wall Street. It can also help predict revenue growth, a key variable in equity valuation models. Originality/value The originality of this study stems from a constructive synthesis of different concepts and theories of the firm to explain firms’ growth, decline and fall in the marketplace.

The trapdoor in the platform: will corporate purpose be enough?

2020 ◽  
Vol 41 (2) ◽  
pp. 59-62
Author(s):  
Peter Buell Hirsch
Keyword(s):  
Middle Class ◽  
Productivity Growth ◽  
Corporate Reputation ◽  
Design Methodology ◽  
Economic Downturn ◽  
Significant Shift ◽  
Purchasing Power ◽  
Content Type ◽  
Growth Decline ◽  
Practical Implications

Purpose The purpose of the paper is to assess whether current corporate commitments to serve all stakeholders rather than just shareholders will protect corporate reputation during the coming economic downturn. Design/methodology/approach This paper reviews recent corporate commitments to corporate purpose and sustainability as well as critiques of these commitments to determine the likely public and governmental responses in the context of declining middle-class purchasing power and record profits. Findings The author believes that unless corporations make deeper commitments to productivity growth, higher wages and strengthening employment, there will be meaningful restrictions imposed upon their freedom to operate. Research limitations/implications This review of corporate commitments and critiques is selective and not comprehensive. To the extent that the findings relate to events in the future, they are, by definition, non-verifiable. Practical implications If corporations begin to address the concerns discussed here before the next sharp economic downturn, they may be able to escape significant new obligations imposed by the governments. If not, they are likely to lose both freedom of action and reputation. Social implications Depending on the flow of events, large segments of the population could turn against big corporations, representing a significant shift in the cultural and political environment. Originality/value Much has been written about the intersection of stagnation in productivity growth, decline in middle-class purchasing power and income inequality. However, the author believes that there has been little attention given to the possible implications from the perspective of corporate reputation.

Fast copper loss calculation in coil winding of motor by zooming method

2018 ◽  
Vol 37 (5) ◽  
pp. 1626-1634
Author(s):  
Hirokatsu Katagiri ◽  
Semba Kazuki ◽  
Hiroyuki Sano ◽  
Takashi Yamada
Keyword(s):  
Design Methodology ◽  
Computation Time ◽  
The Finite Element Method ◽  
Content Type ◽  
Speed Increase ◽  
Copper Loss ◽  
Loss Calculation ◽  
Long Time ◽  
Coil Winding ◽  
Practical Implications

Purpose It takes long time for estimating a copper loss in the coil winding of the motor by using the finite element method (FEM). The purpose of this paper is to calculate fast the copper loss by zooming method. Design/methodology/approach The authors adopt the “zooming method” to FEM. The authors compare the accuracy and the calculation time with zooming method and normal FEM. Findings The zooming method contributes to speeding up and the high accuracy of calculation. In the results, the 43-fold speed increase is achieved in the calculation of synchronous motor compared to usual FEM. Practical implications The AC copper loss calculation of 3D motor analysis can be calculated in practical computation time. Originality/value The main advantage of employment of zooming method is significantly reduction of the computation time in the loss calculation of the coil winding.

Explaining the measurement and evaluation stasis

2019 ◽  
Vol 23 (3) ◽  
pp. 213-227 ◽  
Author(s):  
Howard Nothhaft ◽  
Hanna Stensson
Keyword(s):  
Design Methodology ◽  
Empirical Investigation ◽  
Thought Experiment ◽  
Principal Agent Theory ◽  
Content Type ◽  
Constructive Dialogue ◽  
Self Interest ◽  
Long Time ◽  
Measurement And Evaluation ◽  
Practical Implications

Purpose The purpose of this paper is to explain the “evaluation deadlock” or “stasis” diagnosed by many authors. The explanation relies on a thought experiment. Design/methodology/approach The paper is conceptual and builds on a thought experiment inspired by qualitative research such as interviews with communication consultants in Sweden. It makes use of principal–agent theory and Akerlof’s theory of lemon markets. Findings A plausible explanation for the evaluation stasis requires consideration of practitioners’ self-interest as businesspeople. The deadlock is explained by an anomaly in practitioner populations and passive or active but covert resistance. If the long-time neglect of measurement and evaluation has led to expectation inflation and overpromising, even well-performing actors might shy away from rigorous measurement and evaluation practices in their own mandates, since they fear being measured against promotional, not realistic standards. At the same time, on the level of industry discourse, these practitioners would still advocate for measurement and evaluation in principle, so as to avoid the suspicion of underperformance. Research limitations/implications The paper suggests an explanation for further empirical investigation. It does not attempt to demonstrate anything else than that the suggestion is plausible and that it warrants further investigation. Practical implications The scientific community engaged in the measurement and evaluation debate appears puzzled by the discrepancy between practitioners’ words and actions. The authors hope that the paper contributes to a more realistic and thus more constructive dialogue between practitioners and academics in the measurement and evaluation debate. Originality/value Inspired by Alvesson and Spicer’s concept of functional stupidity, the paper argues that attempts to explain the evaluation stasis have been marked by circumspection and narrowness. At present, explanations for the evaluation stasis tend to focus on lack of knowledge or inadequate systems or frameworks. The paper offers a more comprehensive explanation.

scholarly journals Do your employees think your slogan is “fake news?” A framework for understanding the impact of fake company slogans on employees

2019 ◽  
Vol 29 (2) ◽  
pp. 199-208 ◽  
Author(s):  
Linda W. Lee ◽  
David Hannah ◽  
Ian P. McCarthy
Keyword(s):  
Theoretical Basis ◽  
Design Methodology ◽  
Future Research ◽  
Value Proposition ◽  
Fake News ◽  
Content Type ◽  
Internal Stakeholder ◽  
Conceptual Study ◽  
The Impact ◽  
Practical Implications

Purpose This article explores how employees can perceive and be impacted by the fakeness of their company slogans. Design/methodology/approach This conceptual study draws on the established literature on company slogans, employee audiences, and fake news to create a framework through which to understand fake company slogans. Findings Employees attend to two important dimensions of slogans: whether they accurately reflect a company’s (1) values and (2) value proposition. These dimensions combine to form a typology of four ways in which employees can perceive their company’s slogans: namely, authentic, narcissistic, foreign, or corrupt. Research limitations/implications This paper outlines how the typology provides a theoretical basis for more refined empirical research on how company slogans influence a key stakeholder: their employees. Future research could test the arguments about how certain characteristics of slogans are more or less likely to cause employees to conclude that slogans are fake news. Those conclusions will, in turn, have implications for the morale and engagement of employees. The ideas herein can also enable a more comprehensive assessment of the impact of slogans. Practical implications Employees can view three types of slogans as fake news (narcissistic, foreign, and corrupt slogans). This paper identifies the implications of each type and explains how companies can go about developing authentic slogans. Originality/value This paper explores the impact of slogan fakeness on employees: an important audience that has been neglected by studies to date. Thus, the insights and implications specific to this internal stakeholder are novel.

Assumptions and deeming

2014 ◽  
Vol 21 (2) ◽  
pp. 204-214 ◽  
Author(s):  
Ronald D. Francis
Keyword(s):  
Design Methodology ◽  
Conceptual Analysis ◽  
Financial Crime ◽  
Content Type ◽  
Conceptual Study ◽  
Practical Implications

Purpose – The purpose of this paper is to analyse and provide a framework for considering assumptions. Design/methodology/approach – This paper is a conceptual study. Findings – This paper provides both an analysis of assumptions and also a prescription for recognising and dealing with assumptions. Research limitations/implications – As the paper is a conceptual analysis, the research implications are not relevant. Practical implications – The analysis provided in this article should be of help to those working in financial crime and also have a wider application. Originality/value – Except where due acknowledgement is given, to the best of the author's knowledge, this paper is quite original.

Cognitive innovation: top performers share their best practices

2018 ◽  
Vol 46 (1) ◽  
pp. 30-35 ◽  
Author(s):  
Glenn Finch ◽  
Brian Goehring ◽  
Anthony Marshall
Keyword(s):  
Best Practices ◽  
Design Methodology ◽  
Management Systems ◽  
Cognitive Computing ◽  
Computing Systems ◽  
Content Type ◽  
Revenue Growth ◽  
Top Performers ◽  
Research Findings ◽  
Practical Implications

Purpose The authors address how a combination of artificial intelligence (AI) and cognitive computing --- adaptive data management systems that monitor, analyze, make decisions and learn -- will transform businesses, work and customer offerings. Design/methodology/approach A survey of 6,050 C-suite executives worldwide identified a small group of cognitive innovators and revealed what they are doing differently. Findings Cognitive innovators identify customer satisfaction, retention, acquisition and revenue growth as the primary rationale for embracing cognitive technologies. Practical implications Cognitive computing systems are already helping make sense of the deluge of data spawned by ordinary commerce because they are able to adapt and learn. Originality/value The authors offer a four-step approach to cognitive computing innovation based on their research findings.

The Virtual Enterprise: enterprise transformation enabled by strategic digital acceleration

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jean-Stéphane Payraudeau ◽  
Anthony Marshall ◽  
Jacob Dencik ◽  
Stephen Ballou
Keyword(s):  
Design Methodology ◽  
Virtual Enterprise ◽  
Value Chains ◽  
Content Type ◽  
Revenue Growth ◽  
Enterprise Model ◽  
Extended Value ◽  
Enterprise Transformation ◽  
Physical Assets ◽  
Practical Implications

Purpose The Virtual Enterprise model expands potential for extreme digitalization, extended value chains and intelligent workflows, along with new partnership and ecosystem approaches. Design/methodology/approach Analysis of a new survey of more than 7000 C-suite executives conducted by the IBM Institute for Business Value (IBV) provides new and striking insights into what operational, organizational and cultural environments are most conducive to effective and enduring digital transformation. Findings The Virtual Enterprise re-imagines how and where work is done, re-evaluating the necessity for physical assets, infrastructure and talent. Practical/implications The single most important characteristic of the Virtual Enterprise is “openness”, which brings value at three levels: inside the enterprise, with partners outside the enterprise and with the wider ecosystem. Originality/value The research found that the high technology adopters who focus on “openness” and “ecosystems” enjoy a 40 percent revenue growth performance premium over their advanced competitors.

“Performance Accelerators” push the frontiers of CFO leadership

2014 ◽  
Vol 42 (3) ◽  
pp. 40-46 ◽  
Author(s):  
Bill Fuessler
Keyword(s):  
Best Practices ◽  
Business Performance ◽  
Design Methodology ◽  
Content Type ◽  
Revenue Growth ◽  
Managing Risk ◽  
Practical Implications ◽  
Do So

Purpose – Through interviews last year with 576 CFOs to find out how they’re contributing to the revenue, growth and foresight of the enterprises they represent, IBM researchers sought to identify the best practices of leading companies. Design/methodology/approach – IBM researchers identified a cohort of companies with outstanding finance units they called Value Integrators, organizations that were more effective than their peers in almost every area assessed. The finance units were especially good at measuring and monitoring business performance, managing risk and generating predictive insights. Findings – A subset of this group of successful firms far outperformed the rest. The researchers dubbed these superstars Performance Accelerators because they’ve mastered their core duties so thoroughly that they’ve taken a leap ahead of every other kind of finance organization. Practical implications – The Performance Accelerators’ particular blend of skills equipped them to help their companies make smarter decisions. Originality/value – Performance Accelerators exert more influence on the enterprises they serve, and make a bigger contribution to performance than any other kind of finance organization. And they do so because they are particularly adept at generating deep insights that can be used to stimulate profitable growth.

Cause and effect of organizational decline?

2015 ◽  
Vol 31 (4) ◽  
pp. 31-33
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Organizational Decline ◽  
Content Type ◽  
Long Time ◽  
Pertinent Information ◽  
Oil Tanker ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Think for a moment about how to, in reality, turn around an oil tanker. Is it as easy as spinning around those large wheels we have all seen on TV? Probably not. In fact, it is probably hugely complex and requires significant planning and forethought. This may have been included in the nuances of the original phrase, but it has since been lost, and instead we are left with a rather hackneyed, clichéd phrase that simply implies something taking a long time when there is no time to spare. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Ideas for growing executive education revenue: codification and catalyst

2017 ◽  
Vol 36 (4) ◽  
pp. 581-597 ◽  
Author(s):  
Mark E. Haskins ◽  
Lou Centini ◽  
George R. Shaffer
Keyword(s):  
Design Methodology ◽  
Development Process ◽  
Growth Models ◽  
Executive Education ◽  
Content Type ◽  
Revenue Growth ◽  
Unique Experience ◽  
Personal Reflections ◽  
Practical Implications ◽  
Extensive List

Purpose The purpose of this paper is to codify a comprehensive array of executive education (EE) revenue growth ideas that are implementable in their own right or that spark other, related growth ideas. Design/methodology/approach The EE revenue growth ideas presented are an outgrowth of: a collective and personal “reflections from practice” process that embraced nearly a century of combined years in the talent management and EE sales, design, and delivery arena; and a focused “ideation” process sparked by the contemporary business literature devoted to profitable growth models. Findings In total, a robust list and description of 90 EE revenue growth ideas are succinctly chronicled. Research limitations/implications The 90 ideas presented here, although rooted in nearly a century of the authors’ combined EE experience, are nonetheless limited by their experience. The array of ideas, and variants of those presented, are constrained only by the unique experience and creativity of other conscientious EE program designers and stewards. The inventory of 90 ideas is a robust start that can be extended, modified, and used as a catalyst for ongoing EE revenue growth discussions and research. Practical implications The growth ideas presented are immediately actionable and potentially galvanizing for EE providers. In addition, EE clients whose interest is piqued by any of the ideas, can approach their own providers to initiate a tailored talent development process rooted in one or more of the ideas. Of note, the extensive list has been crafted to have a long shelf life and thus this paper can effectively serve as a reference for ongoing use. Originality/value The authors are not aware of any prior articles presenting such a myriad of ideas for EE providers (and clients) to potentially renew and expand their portfolio of activities with the aim of revenue growth. Moreover, the paper is both an inventory of ready ideas as well as an array of catalysts for specific providers (and clients) to pursue their own related, or parallel, ideas.

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