Suchergebnisse

Es bien conocida la posición de José Ortega y Gasset sobre la cultura moderna, la deshumanización de la técnica y el papel preeminente a las minorías ilustradas en la sociedad. Sin embargo, hasta ahora no se ha evaluado la influencia de esa postura intelectual sobre la elite empresarial española. En el presente artículo se exponen sucintamente las ideas de Ortega que captan la atención de los directores de empresa dentro del contexto español y europeo. el pensamiento orteguiano influye decisivamente sobre el tipo de teoría de organización de la empresa que triunfa en España durante las décadas de los cincuenta y los sesenta: el modelo de las relaciones humanas en el trabajo.

La sociedad post-industrial se caracteriza por ser una sociedad de profesiones y organizaciones. Las profesiones dominan la definición de los problemas y necesidades sociales y las actuaciones para hacerles frente, y las organizaciones son los espacios que articulan dichos procesos de definición y actuación. En este artículo se presentan las aproximaciones sociológicas más novedosas al estudio de organizaciones y profesiones como elementos centrales para el análisis y comprensión de la sociedad de finales del siglo XX.

AbstractResearch Question/IssueDo institutions reinforce each other when it comes to shaping the economic and organizational environment? We investigate national institutional complementarities by examining how different types of institutions jointly influence the occurrence of hostile takeover attempts, a practice in corporate governance whose frequency differs across countries. We distinguish among regulative, normative, and cultural‐cognitive institutions and examine how they interact to influence the occurrence of hostile takeover attempts worldwide.Research Findings/InsightsUsing panel data on hostile takeover activity of 45 countries between 1988 and 2016, we find evidence supporting the impact of institutions individually and of institutional complementarities.Theoretical/Academic ImplicationsThis study shows that important corporate governance practices such as hostile takeover attempts are indeed influenced by different aspects of institutional environment. It thus helps us better understand the effectiveness of corporate governance practice across different countries.Practitioner/Policy ImplicationsThis study sheds new light on policies facilitating certain corporate governance practice such as hostile takeovers. It also provides managers with a tool to analyze the prevalence of hostile takeovers in a country.

We investigate how state capacity—the administrative ability to formulate and implement policy—affects the institutional adoption of new policies and the decoupling of those policies from their original purpose in the face of pressures from professions, multilateral agencies, and imitation among countries. We expect state capacity to reduce the effect of professional and imitation influences, to increase the impact of coercive effects by multilateral agencies, and to lessen decoupling between policies' adoption and desired outcomes. We tested these predictions using a unique longitudinal dataset on the adoption of minority shareholders' legal protections and the development of the stock market in 78 countries between 1970 and 2011. We found evidence consistent with the moderating effects of state capacity on institutional adoption and on lessening policy–practice decoupling. Our findings suggest that the strength of state capacity influences which policy models policymakers select and adopt, whether they implement them effectively, and what the consequences of such adoption are.