scholarly journals Price risk management using by a specified futures model

2010 ◽  
Vol 4 (3-4) ◽  
pp. 97-101
Author(s):  
László Kozár
Keyword(s):  
Business Strategy ◽  
Policy Making ◽  
Theoretical Foundation ◽  
Futures Market ◽  
Calculation Model ◽  
Decision Makers ◽  
Market Participants ◽  
Short And Long Term ◽  
Price Risk Management

The principal achievement of this paper is to introduce the operation of a specified ‘Futures’ model and it’s practice for decision makers of financial institutes through an example based on the price data’s of grain futures market from EU assessment 2004 to these days in Hungary. Based on a theoretical foundation, the calculation model was developed in order to assist short and long-term marketing decisions. The economical basis of the model is the combinative use of two market institutions: public warehousing and futures market. This electronically developed and working model ‘using excel background ‘allows all of the participants of the market: producers, consumers,banks and traders, to use this model in immediate calculations. In addition it helps in order to establish the own business strategy. The model can be used to analyze price influencing factors therefore; it can also be used for policy-making decisions for market participants as well as banks dealing with trade financing activity.

scholarly journals Price Risk Management by Futures Markets and Public Warehousing

2006 ◽  
pp. 58-65
Author(s):  
László Kozár ◽  
Lóránt Fodor
Keyword(s):  
Business Strategy ◽  
Policy Making ◽  
Futures Markets ◽  
Theoretical Foundation ◽  
Calculation Model ◽  
Factors Influencing ◽  
Joint Application ◽  
Short And Long Term ◽  
Price Risk Management

The principal achievement of this paper is the combinative use of two market institutions: public warehousing and commodity exchange and how their joint application is beneficial for the players on the grain market. Based on a theoretical foundation, a calculation model was developed in order to assist short and long-term marketing decisions. It allows all the three participants of the market: producers, consumers and traders, to use this model in order to establish their own business strategy. The model can be used to analyse factors influencing the establishment of price; therefore, it can be also used for policy-making decisions.

scholarly journals Environmental and social sustainability priorities

2015 ◽  
Vol 35 (2) ◽  
pp. 216-245 ◽  
Author(s):  
Annachiara Longoni ◽  
Raffaella Cagliano
Keyword(s):  
Business Strategy ◽  
Social Sustainability ◽  
Operations Strategy ◽  
Manufacturing Strategy ◽  
Competitive Priorities ◽  
Content Type ◽  
Short And Long Term ◽  
Using Data ◽  
Term Performance

Purpose – Environmental and social sustainability are becoming key competitive priorities for companies, but the way in which they are integrated in operations strategies remains an open issue. The purpose of this paper is to determine whether established operations strategy configuration models (i.e. price-oriented, market-oriented and capability-oriented models) are modified to include environmental and social priorities and whether different operations strategy configuration models are equally successful in the short and long term. Design/methodology/approach – Analyses were performed using data from the International Manufacturing Strategy Survey (2009), including companies in the assembly industry in 21 different countries. According to previous studies, cluster analysis of competitive priorities and ANOVA analysis of the business strategy and short- and long-term performance were performed. Findings – The results show that traditional operations strategy configuration models are slightly modified. Market-oriented and capability-oriented operations strategies are complemented by environmental and social sustainability priorities. These operations strategies are adopted by companies with a differentiation and innovation business strategy. Moreover, capability-oriented companies, which are the most committed to environmental and social sustainability, perform better in both the short and long term. Practical implications – This research shows to companies that traditional operations strategies focusing on specific competitive priorities (e.g. low price) are being replaced by more holistic strategies that include sustainability priorities. However, environmental and social priorities contribute to competitive advantage when complementing capability-oriented operations strategies. Originality/value – This paper extends operations strategy configuration models highlighting how environmental and social sustainability priorities can be deployed together with traditional competitive operations priorities.

What Kind of Talent Do We Have Here?

2019 ◽  
pp. 397-406
Author(s):  
Christine Corbet Boyce ◽  
Beth Linderbaum
Keyword(s):  
Pharmaceutical Company ◽  
Business Strategy ◽  
Behavioral Data ◽  
Personality Assessments ◽  
Business Goals ◽  
360 Feedback ◽  
Talent Strategy ◽  
Short And Long Term ◽  
Feedback Data

This chapter describes a global pharmaceutical company that used 360 Feedback and other talent assessments to address critical strategic challenges in its business. The company collected behavioral data on approximately 400 sales leaders as part of a system-wide talent assessment that allowed a newly appointed leader to craft a talent strategy that would support his business strategy. By linking 360 Feedback data, personality assessments and sales results, the organization’s senior leadership team was able to critically examine its system-wide talent profile in the context of its ambitious commercial strategies. This system-wide profile was then used to shape short- and long-term plans for developing talent and shifting the culture at all levels to better align with business goals.

scholarly journals Sharing hospital-based health technology assessments internationally

2019 ◽  
Vol 29 (Supplement_4) ◽  
Author(s):  
M Marchetti ◽  
S Daugbjerg
Keyword(s):  
New Technologies ◽  
Health Technology ◽  
Healthcare Systems ◽  
Decision Makers ◽  
Fiscal Sustainability ◽  
Specific Information ◽  
Long Term Effects ◽  
Short And Long Term ◽  
Sustainability Challenges

Abstract Issue/problem National healthcare systems worldwide are at a critical point due to the fiscal sustainability challenges faced. At the same time, healthcare systems are under pressure to meet the global demand for adaptation of medical innovations arriving into the market persistently. Description of the problem Hospitals often serve as the entry point for new technologies to the healthcare system. It is therefore extremely important that Health Technology Assessments (HTA) are available in timely order to accurately inform decision-makers on both short- and long-term effects of a health technology to avoid inappropriate investments. Hospital based HTA (HB-HTA) was developed to accommodate the need for evidence-based hospital-specific information in a timely manner. A substantial increase in the use of HB-HTA has been observed in the last years. However, only few reports are being published. A database for the structured collection of HB-HTA reports could help the dissemination and collaboration between hospitals. Effects/changes A survey answered by an international group of experts knowledgeable in HB-HTA from eighteen different countries has showed that there is an interest to realize the collection and dissemination of HB-HTA reports on an international scale. However, confidentiality and resources for a database are barriers for the dissemination of HB-HTA reports. The challenge will therefore be to overcome these barriers and design a database containing high quality, comparable and complete HB-HTA reports with proper data security, regular maintenance and user support. Lessons International collaboration in HB-HTA is the key to timely inform decision-makers without compromising the quality of the data or the methodology.

Are share prices of Gulf corporate council banks predictable? A time-series analysis

2020 ◽  
Vol 21 (1) ◽  
pp. 9-28
Author(s):  
Hesham I. Almujamed
Keyword(s):  
Moving Average ◽  
Weak Form ◽  
Efficient Market Hypothesis ◽  
Accounting Disclosure ◽  
Content Type ◽  
Share Prices ◽  
Market Participants ◽  
Short And Long Term ◽  
Future Evaluation

Purpose This research aimed to evaluate the predictability of moving-average strategies and examined the validity of the weak form of the efficient market hypothesis (EMH) for securities of banks listed in the Gulf Cooperation Council (GCC) stock markets of Bahrain, Kuwait, Qatar and Saudi Arabia. Design/methodology/approach Several statistical analyses and eight moving-average rules were employed where buy and sell signals were produced by comparing a security price’s short- and long-term moving averages. The study covered the daily closing share prices of 40 GCC-listed banks over the 18-year period ending 31 December 2017. Findings The results suggest that securities of banks in the GCC were not weak-form efficient because share prices were predictable. Investors who traded using moving-average strategies could generate higher profits. Analysis of variance found that securities of Kuwaiti banks were the most efficiently priced. Practical implications The findings supported the idea that profitability depended on the moving-average rules and country chosen. Transaction costs did not affect the returns obtained using different trading rules. Originality/value This work facilitates future evaluation of accounting disclosure environments as well as the market efficiency and the performance of securities in the GCC countries. The performance of moving average rules among representative countries that share similar characteristics was analyzed. Different market participants, including investors, analysts and regulators, can benefit from this study for decision-making. These results suggest that new regulations might be drafted that would improve the timeliness of accounting information and the banks’ level of efficiency.

Not Your Parents’ Organization? Human Resource Development Practices for Sustainable Flex Work Environments

2021 ◽  
Vol 23 (2) ◽  
pp. 153-170
Author(s):  
Ethan P. Waples ◽  
Meagan E. Brock Baskin
Keyword(s):  
Organizational Climate ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Decision Makers ◽  
Flexible Work ◽  
Work Arrangements ◽  
Short And Long Term ◽  
Hrd Professionals

The Problem. Everything we know and understand about flexible work arrangements (FWAs) revolves around extant research exploring the effects and effectiveness of FWAs based on samples in which organizations and/or employees freely adopted their use. In a post COVID-19 world, organizations implemented FWAs and employees who may not have been prepared for or desired such arrangements. This has resulted in implementing FWAs in situations where the job, culture, or person does not “support” FWAs. The Solution. We suggest the economic uncertainty of the ongoing COVID-19 pandemic should shift Human Resource Development (HRD) attention to managing the organizational climate of work and work expectations, specifically with regard to FWAs. We discuss how HRD practitioners can help, specifically by preparing managers for enhanced communication and feedback, as well as through supporting employee development via proactive job crafting, to better prepare managers and workers to accept and flourish in FWAs both short and long term. The Stakeholders. The stakeholders for this article include decision-makers in organizations interested in driving success through long-term initiatives rooted in developing human capital. In addition, this article should resonate with HRD professionals interested in working with managers and employees to systematically build sustainable FWA systems.

Comparative analysis of budgeting in the Slovene hotel industry

2011 ◽  
Vol 17 (1) ◽  
pp. 91-100
Author(s):  
Gordana Ivankovič ◽  
Mateja Jerman
Keyword(s):  
Strategic Management ◽  
Business Strategy ◽  
Management Accounting ◽  
Hotel Industry ◽  
Decision Makers ◽  
Business Strategies ◽  
Short Term ◽  
Strategic Management Accounting ◽  
Standard Cost

The main purpose of the presented research was to investigate whether Slovene hotels that have a business strategy and strategic management accounting are more successful in comparison with those that still do not have a long-term business strategy and strategic management accounting.Hotels that have a business strategy and strategic management accounting are expected to be more successful in comparison with those that still do not have a long-term business strategy. Questionnaires were distributed to the management of selected Slovene hotels. The Slovene budgeting practices were assessed in Slovene large hotels, which have more than 100 rooms. The analysis was performed at the beginning of the years 2004 and 2008, respectively. Budgeting practices in Slovene hotels were assessed by analyzing the extent to which managers used strategic management accounting and the extent to which business strategies were implemented. The analysis provides evidence that hotels with a long-term business strategy are more successful than those that that have a short-term strategy, or are even without one. Although an improvement in the field of continuous budgeting in the five-year period can be ascertained, only a minority of Slovene hotels uses standard cost as a basis for budgeting. This was the first study that ascertained discrepancies between Slovenian budgeting practice and foreign best practices, which is undoubtedly of great interest for decision-makers on the level of individual hotel.

scholarly journals In What Ways Does Australian Emergency Management Reflect the Criteria of a Profession?

2019 ◽  
Vol 34 (s1) ◽  
pp. s20-s20
Author(s):  
Dudley Mcardle ◽  
Francis Archer ◽  
Caroline Spencer
Keyword(s):  
Emergency Management ◽  
Decision Makers ◽  
Structured Interviews ◽  
Online Questionnaire ◽  
Demographic Profiles ◽  
Emergency Managers ◽  
The People ◽  
Emergency Manager ◽  
Short And Long Term

Introduction:The term “profession” to describe the people who carry out emergency management (EM) in Australia continues to gain momentum. Many emergency managers see themselves and are seen by others as professionals, yet little evidence exists to confirm this proposition. Unlike other professions, there is no peak body or overarching organization in Australia to help the diverse group of emergency managers to identify standards of performance and to lobby decision-makers on their behalf.Aim:This study identifies criteria that define a profession and considers how the emergency management sector in Australia reflects them.Methods:A literature review and review of established professions informed criteria of what constitutes a profession. Using these criteria, a survey was conducted to identify the demographic profiles of Australian emergency managers, their perception of the criteria of a profession, and their attitudes towards professionalization of their sector. Semi-structured interviews were conducted with a representative sample. Ethics approval was obtained.Results:A set of criteria for an EM context in Australia was created. 859 emergency managers in Australia were surveyed using an online questionnaire. No common profile emerged from the survey in terms of age, gender, background, expertise, skills, or experience. Likewise, no clear career path, no clearly defined standard training, no universal standards of performance, and no statutory certification to qualify an emergency manager as a professional were revealed. Participants variously identified some of the necessary criteria of a profession, but no uniformity emerged.Discussion:This unique study concludes that the sector is not yet in a position to regard emergency management as a profession. Recommendations suggest steps be taken in the short- and long-term to facilitate the establishment of EM as a profession and identifies further research to inform the journey towards professionalizing the emergency management sector.

scholarly journals Sustainable Tourism: A Human-Centered Approach

2021 ◽  
Vol 13 (4) ◽  
pp. 1835
Author(s):  
Leszek Butowski
Keyword(s):  
Theoretical Foundation ◽  
Sustainable Tourism ◽  
Real Life ◽  
Frame Of Reference ◽  
Decision Makers ◽  
Life Conditions ◽  
Alternative Approach ◽  
Tourism Activity ◽  
Model Approach

The aim of this paper is to present an alternative approach to sustainable tourism-derived from the human-centered angle. In line with this assumption, when considering the principles of sustainable tourism, the opinions of all groups of tourism actors, including host communities, tourists and tourism businesses should be taken into account equally with other factors, not merely as one of many decision makers, but as the main frame of reference. The research methodology is twofold. As regards the theoretical foundation, the model approach has been applied to conceptualize the intra-generational and inter-generational perspectives upon tourism sustainability. Consequently, the former is concerned with the problem of internal sustainability connected with the advantages achieved and disadvantages borne by tourism actors. The inter-generational perspective, on the other hand, is related to the problem of long-term tourism development under conditions of internal sustainability. In the empirical part of the research, the model was applied in a survey carried out in seven chosen areas in Poland. To this end, a set of auxiliary tools (an adopted Likert scale and a working matrix) was developed and positively tested in real-life conditions. The novelty of the study as a whole consists in the fact that it postulates taking into consideration the ‘human-centered perspective’ related to all groups of tourism actors, including who are not directly involved in tourism activity.

Intangible-intensive profile of a company: the key to outperforming

2015 ◽  
Vol 16 (4) ◽  
pp. 721-741 ◽  
Author(s):  
Elena Shakina ◽  
Angel Barajas
Keyword(s):  
Knowledge Management ◽  
Decision Makers ◽  
Content Type ◽  
Short And Long Term ◽  
Long Term Performance ◽  
Managerial Capabilities ◽  
Term Performance ◽  
A Company ◽  
Clear Predominance

Purpose – The purpose of this paper is to reveal and empirically validate a new typology of company strategic profiles regarding intangible resources. Design/methodology/approach – The study is carried out in three steps. The first stage comes to identify the coordinates of intangibles in which strategic profiles are found. The second stage enables a clusterization of more than 1,600 European companies observed during seven years in the coordinates of intangibles. The last step introduces comparative analysis of these clusters in terms of their performance. Findings – As a result of empirical analysis three strategic profiles regarding intangibles are discovered. Two of these profiles are called intangible-intensive as they demonstrate clear predominance of a particular set of intangibles. The innovative profile is associated with intensive investment in innovation and networking capabilities. The conservative profile puts emphasis on managerial capabilities and development of business process. The non-intangible-intensive profile, that has been called moderate, evenly allocates resources among intangibles keeping them on a low level relative to the intangible-intensive profiles. Practical implications – This research is useful for practitioners in strategic and knowledge management. It provides insight into common features of company strategies for intangibles as well their impact on short- and long-term performance. Originality/value – This work contributes to the field of strategic knowledge management by demonstrating a new relevant typology in company behavior regarding intangibles. Moreover, it equips decision makers in companies with a tool to design strategic vision in intangibles.

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