STRATEGIC RESPONSE OF UNIVERSITIES TO CRISIS CONTEXTS: TRANSFER OF COMMUNICATION AND MANAGEMENT OF THE ACADEMIC BRAND FROM OFFLINE TO ONLINE, IN THE CONTEXT OF THE COVID-19 PANDEMIC

2021 ◽  
Author(s):  
Laura Irimies ◽  
Cosmin Irimies ◽  
Emil Mesaros
Keyword(s):  
Strategic Response

scholarly journals The strategic response of banks to macroprudential policies: Evidence from mortgage stress tests in Canada

2021 ◽  
Author(s):  
Robert Clark ◽  
Shaoteng Li
Keyword(s):  
Interest Rate ◽  
Credit Markets ◽  
Mortgage Market ◽  
Financial Intermediaries ◽  
Stress Tests ◽  
Difference In Differences ◽  
Strategic Response ◽  
Macroprudential Policies ◽  
The Interest Rate

Abstract Following the crisis, macroprudential regulations targeting mortgage-market vulnerabilities were widely adopted, their success often relying on the response of financial intermediaries. We provide evidence from Canada suggesting banks may have behaved strategically to limit the effectiveness of recently implemented mortgage stress tests. Before implementation, borrowers had to prove they could make mortgage payments based on the interest rate specified in the contract. The new tests require borrowers to show they can afford payments based on a typically higher qualifying rate, derived from the mode of 5-year rates posted by the six largest banks. The government’s objective was to cool credit markets, but, since many mortgages are government-insured, the big banks’ interests were not aligned. We find evidence of rate manipulation using a difference-in-differences approach comparing changes in spreads for 5-year mortgages with 3-year spreads, unaffected by the policy. The qualifying rates were lowered encouraging continued borrowing, muting the tests’ impact.

Knowledge sharing, complex environments and small-worlds

2005 ◽  
Vol 24 (3) ◽  
pp. 185-195
Author(s):  
Mike Metcalfe
Keyword(s):  
Knowledge Sharing ◽  
System Thinking ◽  
Small Worlds ◽  
Complex Environments ◽  
Complex Environment ◽  
Strategic Response ◽  
Social Species ◽  
The Social ◽  
Self Organisation ◽  
Do So

This paper is about knowledge sharing vision appropriate for a complex environment. In these environments, traditional views of knowledge sharing as informing a hierarchical, centralised leadership may be misleading. A complex environment is defined as one that emerges unpredictable changes that require organisations to reconnect, to reorganise. Organisations need to be able to rapidly reconnect relationships so as to reflect new priorities, and to do so without causing change “bottlenecks”. The empirical biologists have observed that some social species have evolved structures that enable them to do this automatically what ever the environmental change. These organisational forms have survived for millions of years without central planning; rather they use local knowledge is reconnect as required overall providing an appropriate strategic response. These organisational forms seem to result from the small-worlds phenomenon and it is self organising. Specifically, this paper will argue that this small-worlds, self organisation, phenomena is a useful vision for designing a knowledge sharing vision appropriate for a complex environment. The supportive evidence is provided in the form of identifying the empirical attributes of self organisation and small worlds to provide an explanation of how and why it works. The system thinking, biology (insect) and the social-network literature are used.

An Organized, Comprehensive, and Security-Enabled Strategic Response to the Haiti Earthquake

2010 ◽  
Vol 111 (6) ◽  
pp. 1438-1444 ◽  
Author(s):  
Maureen McCunn ◽  
Michael A. Ashburn ◽  
Thomas F. Floyd ◽  
C. William Schwab ◽  
Paul Harrington ◽  
...  
Keyword(s):  
Haiti Earthquake ◽  
Strategic Response

A Survey of PDM Implementation Projects in Selected Swedish Industries

1996 ◽  
Author(s):  
Ulf Sellgren ◽  
Cecilia Hakelius
Keyword(s):  
Product Development ◽  
Concurrent Engineering ◽  
Product Data Management ◽  
Huge Amount ◽  
Strategic Response ◽  
Related Information ◽  
Industrial Companies ◽  
Powerful Approach ◽  
Computer Based ◽  
Knowledge Intensive

Abstract Technology and engineering might be characterized as becoming more knowledge-intensive. A huge amount of data is used and produced in most product development projects. Increasing competition requires shorter reaction time to customer demands and a higher level of innovation. Concurrent Engineering (CE) is a strategic response to competition. It has proved to be a powerful approach to integrating engineering activities in product development. However, integration and parallel activities, that is the essence of CE, add complexity to the process. Consequently, information management is recognized as a major component in many CE models. Product Data Management (PDM) systems are a class of computer based systems that address the need to manage product related information that is mainly formal and computer interpretable. PDM systems are sometimes referred to as CE enablers. Results from a resent survey of PDM implementation projects in six Swedish industrial companies, with products ranging from telecommunications systems to trucks and medical equipment, indicate the importance of also utilizing the Concurrent Engineering (CE) approach in the process of implementing an enterprise-wide PDM solution.

Entrepreneurial identity and strategic response in the informal economy

2021 ◽  
Vol 2021 (1) ◽  
pp. 15107
Author(s):  
SHELTER SELORM TEYI ◽  
Marcus Møller Larsen ◽  
Rebecca Namatovu
Keyword(s):  
Informal Economy ◽  
Strategic Response

Identifying the Contextual Elements of Project Management within Organizations and their Impact on Project Success

2005 ◽  
Vol 36 (1) ◽  
pp. 37-50 ◽  
Author(s):  
Mark Ives
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Project Success ◽  
Business Environment ◽  
Exploratory Research ◽  
Global Business ◽  
Strategic Response ◽  
Contextual Elements ◽  
Rate Of Success ◽  
Depth Interviews

Change within organizations is becoming the rule rather than the exception as businesses seek to respond to an increasingly fluid, complex, and global business environment. This drive demands that organizations embrace a more strategic response to avoid being leap-frogged by more nimble competitors. As Cicmil points out (1997, 1999), strategic organizational change is most likely facilitated and managed through an organization's use of the project management disciplines. This study attempts to develop a greater understanding of the contextual aspects of project management in an organizational change setting. In reviewing the current literature, I have found an increasing use of project management within organizations and an attendant poor rate of success among these projects; interestingly, I also found only limited research on the context and fit of projects within organizations. I have addressed this void with an essentially exploratory research project that utilizes inductive strategy. The process I have used is qualitative and based on in-depth interviews with four people.

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