Nexus of Political Connections with Green Financial Development and Fiscal Performance

Green finance is an important guarantee to promote the development and structural transformation of green industries in China and is also the power source to implement the concept of green development during the "13th Five-Year Plan". The development of green finance is inseparable from the support of financial and taxation policies. Based on this background, there is a certain connection between green finance and corporate values. When companies strengthen their political relations, there will be certain positive and negative effects on the company's future development. Green development should be the goal, and the financial and tax performance of companies should be enhanced in strengthening the development of green finance. The most important thing for companies, regardless of the industry, is to interact with the government to improve their development goals and performance, maintain their rights and interests through political relations and policies, and obtain government support to achieve sustainable development of the company. Therefore, this study focuses on the political relationship between green finance development and financial performance and examines the intervention of political ties on corporate green investment and corporate performance. The results confirm that politically connected companies have more resources and protect the natural environment while improving their financial performance.

Hybrid working can help recruit and retain talent, upskill leaders and boost team working, suggests a case study from an international professional services firm

Purpose This paper sets out the three-year people strategy at the core of a traditional professional services firm’s ambitious plans to transform into a progressive, agile and fast-growing business. The lynchpin of its acquisitions-led and people-centred cultural transformation programme is Project Zander, a pioneering hybrid working experience in its Jersey office that can be adapted to different geographic locations as the business expands. Design/methodology/approach Individual-level information gathered from the firm. Findings Nesting a hybrid working model within a clearly articulated people strategy aligned with corporate values appears to be setting the business well on the way to achieving its ambitions. Key is the ability of leaders to plan ahead for the future, mapping out a three-year journey with important milestones along the way. Although it is still early days, the business is already seeing a positive impact on collaboration, team working, staff recruitment and retention, leadership development, empowerment and creativity, employee engagement, and rebuilding the confidence of young people, many of whom have been negatively impacted by COVID-19 lockdowns. Originality/value The strategy has an innovative hybrid working approach as its cornerstone

Employee Online Communities

This chapter seeks to impart understanding of the role of employee online communities for enhanced employee engagement and retention in an organization. The highly engaged and motivated employees would contribute more towards accomplishing the organizations goals. The various research studies conducted in the past across the world identify job satisfaction as a major determinant of employee engagement and retention. The role of internal communication through employee online communities of organizations or intranets is theoretically suggested to be a major influencer for the enhancement of employee engagement efforts. This can help to enhance and support culture, corporate values, mission statement, and annual company goals. The purpose of this chapter is to investigate the role that the employee online communities of organizations play in order to support the twin objectives of employee retention and engagement. Engaging employees can be the catalyst for inducing positive change among employees and, as a result, boosting an organization's success.

Painting Outside the Lines: Transgressing the Managerial University, Avoiding Forced Creativity

This chapter aims to put creative methods into the context of wider trends in university institutions. As managerialism—here understood as the application of corporate values and practices into all sectors of society—continues to play a large role in the production and creation of knowledge, we argue that creative methods have the potential to either subvert or reinforce these trends. We see the entrenchment of managerialism as contradictory to the stated aims of the application of creative methods in knowledge production. In an attempt to avoid this, we provide a picture and discuss the institutional framework in which creative methods are deployed to understand and critique the values and practices of managerialism in academia. We point towards the constraints it places on those who wish to take a creative approach. First, we provide an historical accounting of how managerial values have contributed to de-politicization in the wider public sphere, with a particular focus on academia. Second, we outline the fundamental properties of the managerial university, summarized as: (i) accountability, (ii) competition, and (iii) obedience. Third, we sketch out a definition of forced creativity and illustrate two applied cases of how it might look in practice: “artwashing” and “funding tricks”. This section is meant to contribute to defining “truly” creative methods by spelling out what they are not. Finally, we summarize our main points and provide future directions of discussion.

The Role of Organizational Culture in Establishing Employee Engagement through Work Attitude at PT. Sapta Sentosa Jaya Abadi

PT Sapta Sentosa Jaya Abadi is a company engaged in the plantation sector which is currently focusing on developing the quality of human resources, because the role of human resources is very vital in the production and quality of Fresh Fruit Bunches and Crude Palm Oil. However, company have problems in HR management related to Employee Engagement problems, it is indicated by the low score of Employee Engagement, especially those at the non-managerial level. PT Sapta Sentosa Jaya Abadi has made various efforts in building Employee Engagement, among others, by cultivating corporate values in order to form a strong organizational culture in the company. Based on this phenomenon, this study aims to see and analyze the influence of Organizational Culture on Employee Engagement through Work Attitudes as an intermediate variable at PT Sapta Sentosa Jaya Abadi. The research methodology used is Path Analysis. The results showed that Organizational Culture has a positive and significant effect directly on Work Attitudes; Organizational Culture has a positive and significant effect directly on Employee Engagement; Work Attitude is directly proven to have a positive and significant effect on Employee Engagement; and Organizational Culture through Work Attitude indirectly has a positive and significant effect on Employee Engagement at PT Sapta Sentosa Jaya Abadi. Keywords: Organizational Culture, Work Attitudes, Employees Engagement, PT Sapta Sentosa Jaya Abadi.

Branding The Corporate Winery

<p>Corporate branding can be an important part of a company’s communication strategy. The corporate identity shapes how a company is known and perceived by the public. Logo’s, jingles, products and advertising are only part of the shaping of this image. It has been identified that architecture can play a significant role too (Melewar & Jenkins, 2002). The wine industry in New Zealand is very competitive and has a very involved relationship with the public. This thesis explores how a wine company can display corporate values through architecture. Using Pernod Ricard as the company, and a new winery production facility as the case study, the thesis will use architectural design elements to produce a functional winery with a unique experience driven by Pernod Ricard’s values. Being an international cooperation, place specific values as well as sub-brand values compete with core values of the company. These factors present an interesting architectural investigation.</p>

Branding The Corporate Winery

<p>Corporate branding can be an important part of a company’s communication strategy. The corporate identity shapes how a company is known and perceived by the public. Logo’s, jingles, products and advertising are only part of the shaping of this image. It has been identified that architecture can play a significant role too (Melewar & Jenkins, 2002). The wine industry in New Zealand is very competitive and has a very involved relationship with the public. This thesis explores how a wine company can display corporate values through architecture. Using Pernod Ricard as the company, and a new winery production facility as the case study, the thesis will use architectural design elements to produce a functional winery with a unique experience driven by Pernod Ricard’s values. Being an international cooperation, place specific values as well as sub-brand values compete with core values of the company. These factors present an interesting architectural investigation.</p>

INDEKS MAQASHID SYARIAH DAN NILAI PERUSAHAAN BANK UMUM SYARIAH

Islamic banks require a different performance measurement than a conventional bank to keep their sustainability. The main disadvantage of employing conventional benchmarks to measure Islamic bank performance is that they fail to investigate shariah facets. This study aims to discover how maqashid shariah index using IMSPM (Integrated Maqashid al-Shariah based Performance Measure) approach and firm value using EVA (Economic Value Added) approach and examine its impact with capital structure on the corporate values of Islamic bank. This study using a quantitative method with the purposive sampling technique. This study involved 11 Islamic bank’s annual reports listed in the Bank Indonesia and OJK from 2015 to 2019 period. The analysis method is multiple linear regression using Eviews 10 program. This study finds that the sample performed highest on the objective of nafs (self) over five-year period. The companies with a constant NOPAT and IC have a better EVA. Maqashid Syariah Index positively influence firm value while the capital structure has no effect.

The Silent Discrimination against Headscarved Professionals in the Turkish Labor Market: The Case of Women in the Banking Sector

This study addresses the widespread discriminatory policies against headscarved professionals in the Turkish job market, by focusing on the female-intensive banking sector. Although the number of professionals wearing headscarves has increased since 2013 with the removal of the ban on headscarves for workers in the public sector, we argue that significant ideological discriminatory practices and bias against these women still exist. To expose this hidden reality and uncover its dynamics, we undertook exploratory in-depth interviews with 30 professionals from the Turkish banking sector, including both men and women. Our findings verify a severe underrepresentation of headscarved professionals in the commercial banking sector. Whereas, after 2013, state-owned banks began, to some extent, to recruit women wearing the headscarf, private commercial banks have not amended their exclusionist policy towards headscarved white-collar employees. Research findings confirm that in the Turkish banking sector, policies regarding the headscarf are still shaped by ideological corporate values. This study suggests that the appointment and promotion of female professionals in the Turkish banking sector are blocked by long-established stereotypes and prejudices, which stand in the way of inclusive practices supporting social equity, as well as diversity and the equality of women in the workplace.

THE INFLUENCE OF THE COVID-19 PANDEMIC ON THE CORPORATE CULTURE FORMATION AND DEVELOPMENT

The article analyzes the importance of corporate culture in the company. The main structural elements of corporate culture are identified. It is established what features are situational factors on the organizational culture implemented in the company. Corporate culture is formed under the influence of natural and directed factors. The first are the external environment in which the organization operates, including social norms, market and economic situation, the place of organization in society. The second group of factors that produce the company’s culture are purposeful actions of management and employees. Situational factors under the influence of which the corporate culture in business currently operates influence the behavior of both the individual employee and the team as a whole. In the most effective organizations, culture supports and promotes the goals and strategies of the company. Standards and expectations help employees work to achieve company success. It is also noted that for the maintenance and development of corporate culture in the context of the COVID-19 pandemic, such components as corporate values, the role of leader and the brand of the employer are important. Corporate values, which are spelled out in internal documents and transmitted to employees on a periodic basis, form the company’s reputation. Leadership serves as a behavioral guideline in the activities of the company’s employees, allows to increase their productivity. The brand of the employer is an important factor that determines the external and internal image of the organization in the long run. It is suggested that in order to improve the existing or form a new corporate culture, the company should conduct a detailed analysis of changes in the organization, eliminate outdated practices that have lost their meaning and get feedback from employees on the main key elements of a new or improved corporate culture. Corporate culture management is an important element in the life of the company. Diagnosis of corporate culture allows you to determine the strength of the company’s culture, which, in turn, makes it possible to predict the stability of the company under the influence of external and internal destructive factors.