Results 241 to 250 of about 1,569,333 (364)
An integrated model of portfolio decision-making processes ; an extended abstract
, 2009 Linda Kester +3 more
openalex +1 more source
How Can Digital Platforms Resolve Market Failures to Foster a Circular Economy?
Business Strategy and the Environment, EarlyView.ABSTRACT Market failures—such as asymmetric information, incomplete markets, externalities, and market power—present major barriers to a circular economy (CE) transition. Although government intervention is traditionally proposed, this paper examines the potential of digital platforms, particularly software‐as‐a‐service (SaaS) business‐to‐business (B2B)
Ässia Boukhatmi, Wim Van Opstal
wiley +1 more source
Regime-dependent Robust Risk Measures with Application in Portfolio Selection
, 2014 Jia Liu, Zhiping Chen
openalex +1 more source
Linking Responsible Innovation and Nonfinancial Reporting: Evidence From Manufacturing SMEs
Business Strategy and the Environment, EarlyView.ABSTRACT For small‐ and medium‐sized enterprises (SMEs), engagement in nonfinancial reporting (NFR) often reflects a commitment to accountability, yet the engagement in NFR remains lower than that of large firms. Given SMEs' widespread presence across markets, clarifying the determinants of their reporting behaviour is a relevant research objective ...
Marika Intenza +3 more
wiley +1 more source
Mediating Similarity: An Information-Theoretic Principle of Reference Behavior. [PDF]
Entropy (Basel)Zhao Q, Yang M, Xian G, Bi J, Sun T.
europepmc +1 more source
Portfolio Considerations in Automobile Purchases: An Application to the Japanese Market
, 2011 Naoki Wakamori
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The portfolio technology as competitive tool of personal branding development
Irina Popova
openalex +2 more sources
A new matrix for building platform portfolios: how companies can sustain their leadership
, 2019 Manuel Hensmans
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Business Strategy and the Environment, EarlyView.ABSTRACT Marine renewable energy small and medium‐sized enterprises (SMEs) are vital in addressing climate change through radical innovation in a complex, high cost, and high‐risk sector. Open innovation (OI) is a strategic approach for SMEs to acquire external knowledge, important for creating their radical devices.
Gillian Barrett +2 more
wiley +1 more source