Corporate Communication and the Corporate Brand Peggy Simcic Brønn (From: Corporate Communication: A Strategic Approach to Building Reputation (2002)‚ Brønn‚ P.S. and R. Wiig (eds.)‚ Oslo: Gyldendal.) The first years of the 21st century have been hard on companies and their brands. It is predicted that Firestone is dead as a brand as a result of its defective tires used on Ford SUVs‚ which tipped over causing loss of lives. Arthur Anderson is feverishly trying to find partners for its many
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Corporate Social Responsibility and Marketing: An Integrative Framework Isabelle Maignan Vrije Universiteit Amsterdam‚ the Netherlands O. C. Ferrell Colorado State University This article introduces a conceptualization of corporate social responsibility (CSR) that emphasizes the role and potential contribution of the marketing discipline. The proposed framework first depicts CSR initiatives as the actions undertaken to display conformity to both organizational and stakeholder norms. Then
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Evolution of Corporate Governance in India and Abroad Introduction Corporate governance issues have attracted considerable attention‚ debate and research world wide in recent decades. Almost invariably‚ such efforts gain momentum in the wake of some major financial scam or corporate failure‚ as these tend to highlight the need for tighter surveillance over corporate behavior. Corporate governance has wide ramifications and extends beyond good corporate performance and financial propriety though
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CORPORATE CONTROL AND FIRM PERFORMANCE: DOES THE TYPE OF OWNERS MATTER? Muhammad Agung Prabowo* Universitas Sebelas Maret‚ Surakarta‚ Indonesia Abstract: The paper extends the ownership study by examining the different types of large shareholders in relation to its impact on organizational outcome in Indonesia using a dataset consisting of 190 non-financial companies listed in Jakarta Stock Exchange in 2002. The study investigates the effect of family ownership‚ foreign blockholder‚ domestic institutional
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Corporate Governance Take-Home Exam Compare Turkish Corporate Governance system with the systems in USA‚ Japan and EU. 1. Who is in charge? 2. Board structure‚ independence of members of the board‚ board committees 3. Board and executive remunerations 4. Shareholders rights and ownership rights 5. Related party transactions 6. Ownership structures The OECD sets general principles about corporate governance; nevertheless‚ in different companies corporate governance is not handled in the precisely
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When I started my university life on the first day‚ I faced a lot of challenges‚ and so did other students‚ especially the ones who moved from provinces. Of course‚ sometimes it is easy for us to adapt things around us‚ but sometimes not. Therefore‚ this theory also applies to students who have just graduated from high schools and move to a higher education. Some students can adapt and deal with it easily‚ whereas others face three challenges: study styles‚ financial problems and major selections
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Corporate finance P. Frantz‚ R. Payne‚ J. Favilukis FN3092‚ 2790092 2011 Undergraduate study in Economics‚ Management‚ Finance and the Social Sciences This subject guide is for a Level 3 course (also known as a ‘300 course’) offered as part of the University of London International Programmes in Economics‚ Management‚ Finance and the Social Sciences. This is equivalent to Level 6 within the Framework for Higher Education Qualifications in England‚ Wales and Northern Ireland (FHEQ). For more
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Universities‚ governments and industry: Can the essential nature of universities survive the drive to commercialize? Simon N. Young Author information ► Article notes ► Copyright and License information ► Having spent 40 years in universities‚ I have had sufficient time to consider some of the idiosyncrasies‚ foibles and problems of these academic institutions. The purpose of this editorial is to discuss the current state of university research and explain why I find some aspects of the current
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Democratising higher education: the ignou initiatives Dr.Nayantara Padhi Assistant Professor‚ Centre for Corporate Education‚ Training & Consultancy‚ IGNOU‚ New Delhi Email:nayantara@ignou.acin Starting with two courses and 4‚000 students in 1985‚ IGNOU has reached the ladder of success being the world’s largest mega university‚ most diverse and inclusive institution offering over 3500 courses and catering to over 2.5 million students. IGNOU is committed to be accessible to all by ensuring
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One.Tel and its corporate governance issues Table of contents Introduction One.Tel collapse Impact of One.tel collapse Legal proceedings against One.tel’s directors Things can be learnt from One.tel’s failure Conclusion Introduction Lack of proper corporate governance can be a disaster for campanies. In recent years‚ major Australian companies such as HIH‚ One.tel and Harris Scarfe failed under dramatic and high profile circumstances. As a result‚ executive and non executive directors
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