Suchergebnisse

Introduction -- Part I: Theme 01 – The Concept of Corporate Fraud -- Chapter 1: What is Corporate Fraud? -- Chapter 2: Types of Corporate Fraud -- Chapter 3: Theorical and Empirical Justification of Corporate Fraud -- Part II: Theme 02 – Corporate Fraud Across Countries and Industries -- Chapter 4: Corporate Fraud in Developing Countries -- Chapter 5: Corporate Fraud in Developed Countries -- Chapter 6: Corporate Fraud Across Industries -- Chapter 7: Corporate Fraud Trends -- Part III: Theme 03 – How to Prevent Corporate Fraud -- Chapter 7: External Factors: Legal Framework and Business Environment -- Chapter 8: Internal Factors: Organizational Culture, and Governance -- Part IV: Theme 04 – Bringing New Hope to the Business -- Chapter 10: Developing New Operational Strategies in Organizations -- Chapter 11: How to Regain Customer Trust.

"This book focuses on presenting the numerous ways in which social innovation has emerged as a relatively new field within the academic literature and illuminates, and consolidates multiple views of social innovation theory, research and practice by linking theory to practice "--

PurposeThe purpose of this paper is to explore the relationship between demographics and an employee's understanding of and support for the recruitment of culturally and linguistically diverse (CALD) groups in a policing context. Design/methodology/approach – A multi‐method research approach was adopted where a postal survey, comprised of both closed and open questions, was distributed to 500 Victoria Police employees and yielded a response rate of 19.5 per cent.FindingsThe findings show that gender and higher education have significant relationships to understanding CALD and lead to significant support for the recruitment of CALD employees. Results show that the instrument utilized in this study was highly reliable with a Cronbach Alpha value of 0.802. Alpha values for "understanding" and "support" were 0.813 and 0.788, respectively. Research limitations/implications – The limitation of this study is that the findings are based on a pilot study with 97 responses.Practical implicationsThe utility of the conceptual model generated in this study has practical implications and value as it is being implemented to assist Victoria Police in designing CALD policies, procedures and practices.Originality/valueThe paper proposes an empirical model showing demographics as critical determinants in understanding and support for CALD recruitment and retention in Policing. Furthermore, the conceptual model makes a significant contribution to the literature and advances Morris et al.'s model.

PurposeMainstream entrepreneurship research tends to adopt either the causation or effectuation perspective in their studies. Yet, the social enterprise literature has largely focussed on the bricolage perspective to explain social entrepreneurial action. The authors argue that when investigating legitimacy driven opportunity pursuit of an enterprise's pre-emergence stage, all three perspectives of causation, effectuation and bricolage are required. The purpose of this paper was to address the research question how does effectuation determine entrepreneurial action in the pre-emergence of a social enterprise?Design/methodology/approachAn in-depth single case study approach was used based on the data provided by the founding entrepreneur of Good-Faith Learning social enterprise in Australia.FindingsThe results demonstrated the complementary evolution of the three perspectives. In the following sequence, the effectuation, causation and bricolage actions were identified during the pre-emergence stage of the Good-Faith Learning social enterprise. Specifically, the input–process–output perspective of the study confirmed that the initial stage reflects on the effectual means linked to the causation-based strong articulation of the social vision and mission. The process stage dominates the bricolage approach to resourcing leading to effectual outcomes subsequently. Further, the specific actions of the pre-emergence stage are comprised legitimacy driven symbolic management approaches conveying the entrepreneur's credibility and commitment, professional organising through website, gut-instinct based team selection, and organisational achievement.Research limitations/implicationsThe future research may conduct multiple case study analysis with multiple respondents to observe the consistency or deviations of the patterns identified in this study.Originality/valueThis single case study demonstrates the complementary existence of causation, effectuation and bricolage elements in entrepreneurial actions in a single social enterprise context and advances the social entrepreneurship literature.

"Elgar Research Agendas outline the future of research in a given area. Leading scholars are given the space to explore their subject in provocative ways, and map out the potential directions of travel. They are relevant but also visionary. This cutting-edge Research Agenda takes a hard look at workplace innovation practices that are vital for dealing with the global disruptive changes we currently face. It unpacks the ways in which organisations can become more sustainable, not only for value creation and profitability but also for sustainable employability and employee skill development. Exploring the ways in which workplace innovation provided necessary safeguards to deal with technological and environmental change, chapters provide a state-of-the art discussion of the topic in light of digital disruption and the Green Revolution. These areas of concern do not beg for one overall solution but for more resilient organisations in general. Bringing together the most renowned scholars in the field of workplace innovation from Europe, Australia and Asia, this Research Agenda looks at how we can learn to tackle these issues on an international level. With invaluable insight into workplace innovation spanning companies and individuals, nations and regions this Research Agenda explores the results of workplace innovation practices in very different global contexts. It will be of great value to researchers, policy-makers, practitioners, consultants and students of workplaces, organisations, human behaviour and digital transitions"--

1. Introduction to Management History: debates and methodology -- 2. Work, Organization and Commerce in the Pre-Modern World -- 3. The Foundations of Modern Management -- 4. The Classic Age of Management Thought (mid-19th century until 1939) -- 5. Management in the Age of Prosperity (1940s – 1980) -- 6. Management in an Age of Crisis (1980s-) -- 7. Management in Eastern Europe -- 8. Management in the Asia Pacific -- 9. Management in the Middle East and the Indian Ocean littoral -- 10. Management in the South Atlantic littoral -- 11. Postmodernism in Management.

Chapter 1 – Performance Management Transcending Across Cultures: The Impact of Covid-19 -- Chapter 2 – The Dark Side of Performance Management Systems -- Chapter 3 – Western culture meets Eastern culture: The Thailand Context -- Chapter 4 - Cultural Values Adjustment and Cultural Efficacy Blindness -- Chapter 5 – The Constraint of Organisational Culture and Performance Management Process -- Chapter 6 - Culture and Performance Management Motivation: Extrinsic and Intrinsic Notions -- Chapter 7 – The Influence of Culture-Communication and Communication-Relationship -- Chapter 8 – A Critical View of Collectivist Cultures: Could Quasi-Governmental Organisations in ASEAN Improve the AEC Scheme? -- Chapter 9 – The Possibility of Transforming Education in Thailand with e-Portfolios during the Industry 4.0 Revolution -- Chapter 10 – Job Dissatisfaction and Employee Turnover in Thailand during Covid-19 -- Chapter 11 - Shifting Frameworks in a University in the ASEAN Economic Community -- Chapter 12 – Thai Automotive Organisations: Cross-cultural Competency Challenges in Post Covid-19 -- Chapter 13 – Book Highlights.