Results 251 to 260 of about 563,418 (353)

Does Adopting Sustainable Development Goals Drive Corporate Change? The Case of the Goal on Gender Equality

open access: yesSustainable Development, EarlyView.
ABSTRACT This study investigates whether firms' adoption of Sustainable Development Goal (SDG) 5 on gender equality leads to measurable improvements in gender diversity within corporate leadership. Using a sample of large European firms from 2016 to 2023, we apply a difference‐in‐differences methodology to compare gender diversity outcomes between ...
Josep Garcia‐Blandon   +3 more
wiley   +1 more source

What entrepreneurial decisions enable the breeding of digital platform unicorns?

open access: yesStrategic Entrepreneurship Journal, EarlyView.
Abstract Research Summary Digital platforms have revolutionized business sectors; however, despite their significant success, platform unicorns remain rare. While extensive research exists on digital platform growth, it is uncertain what entrepreneurial decisions achieve unicorn status.
Sea Matilda Bez   +3 more
wiley   +1 more source

Are boards reluctant to remove poorly performing successors to interim CEOs?

open access: yesStrategic Management Journal, EarlyView.
Abstract Research Summary Interim CEO appointments are disruptive and costly to firms. Boards justify them as necessary to find the right permanent successor. But what happens if that successor performs poorly? This paper argues that directors may be reluctant to remove a poorly performing successor to an interim CEO early in their tenure.
Robert Langan
wiley   +1 more source

La Universitat de Barcelona en xifres (2024)

open access: yes
Podeu consultar la versió en castellà i en anglès a recurs ...
openaire   +1 more source

When do firms learn by hiring? How complexity moderates the value of new knowledge

open access: yesStrategic Management Journal, EarlyView.
Abstract Research Summary Organizations often hire employees hoping to acquire new knowledge. While the literature has paid considerable attention to the role of the characteristics of the source of knowledge, the recipient firm, and the knowledge being transferred, it has largely overlooked those of the knowledge being replaced.
Dong Nghi Pham   +2 more
wiley   +1 more source

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