How Do Social Networks Influence the Employment Prospects of People with Disabilities?

We explore the role of social networks used by people with disabilities for finding employment. In addition, we outline obstacles to network building for those with a disability. We contend that this group is often constrained and they underutilize their networks during job searches. Both factors are likely to result in negative employment outcomes and contribute to the employment gap between those with and without a disability. We outline how key network characteristics such as homophily, tie strength, and centrality influence job search outcomes for those with a disability differently than for those without a disability. Furthermore, we propose that although individuals with disabilities develop and rely upon networks that are comprised of close bonds with similar individuals that are either unemployed or underemployed in lower status positions, optimal networks for employment purposes should consist of diverse acquaintances that occupy central positions and higher status jobs within organizations. Finally, we outline propositions to guide future research on this neglected topic and also suggest practical implications.     

What Governance Roles do Municipalities use in Dutch Local Social Support Networks?

Abstract

Until now, there is no consensus about variations in governance roles. This consensus is necessary to enable researchers to examine how network are governed well. In this article, the governance roles are considered to be clusters of consistent choices on a top-down versus bottom-up continuum, regarding nine governance activities. Our results reveal that three governance roles can be discerned: top-down, intermediate and bottom-up governance roles. Furthermore, these roles are applied by municipalities with specific (network) characteristics. Our results open the black box of network governance and might facilitate municipalities to make choices regarding their role in the new network era.     

Network or Independent Business? Entrepreneurs' Human,Social and Financial Capital as Determinants of Mode of Entry

When establishing a new business, entrepreneurs can decide to join a network of independent business partners rather than choose the alternative of independent business ownership. In this study, we use a probit model on a large database to study the human, social, and financial capital of French entrepreneurs who join franchising and comparable forms of networks. Results confirm that initial levels of human and social capital are significant determinants of network membership. We also show that an increase in the proportion of the project financed by debt increases the probability of joining a network. Copyright © 2014 John Wiley & Sons, Ltd.     

RGB Networks数字电视牛仔

依靠几位创始人在视频处理领域中的领先技术，RGB Networks公司已经将北美的多数有线电视运营商发展成为自己的客户。[编者按]     

Paradox of Sumsung＇s Success

In Korea, ＂Anti-Sumsung＂ is becoming a trend, the reason of which is for the scandal of Kun-Hee Lee. People are afraid that Lee will get released. At the same time, Kun-Hee Lee is very dissatisfied about his son＇s striving for the heirdom. Thechief editor of Korean Daily thinks behind ＂Anti-Sumsung＂ phenomena reveals the instability of low class of the society, that＇ s Sumsung and enterprises directly or indirectly related to Sumsung want to dominate society, culture, art and media ete crossing the lines. Many people is concerned that when the independence and self-determination of various elements consisting of Korea fall apart facing the storm of ＂ Anti-Sumsung＂, this crisis will turn into that of Korean democracy and marketing economy.     

How Well Do Social Ratings Actually Measure Corporate Social Responsibility?

Ratings of corporations' environmental activities and capabilities influence billions of dollars of "socially responsible" investments as well as some consumers, activists, and potential employees. In one of the first studies to assess these ratings, we examine how well the most widely used ratings—those of Kinder, Lydenberg, Domini Research & Analytics (KLD)—provide transparency about past and likely future environmental performance. We find KLD "concern" ratings to be fairly good summaries of past environmental performance. In addition, firms with more KLD concerns have slightly, but statistically significantly, more pollution and regulatory compliance violations in later years. KLD environmental strengths, in contrast, do not accurately predict pollution levels or compliance violations. Moreover, we find evidence that KLD's ratings are not optimally using publicly available data. We discuss the implications of our findings for advocates and skeptics of corporate social responsibility as well as for studies that relate social responsibility ratings to financial performance.     

Social Income Distribution Reform

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Pitney Bowes Business Insight公司成立

3月20日。全球领先的集成邮政服务管理解决方案供应商PitneyBowes公司宣布,正式将旗下两家子公司PitneyBowesMaPInfo与GrouP1Software合并,成立新的公司PitneyBowesBusinessInsight。新公司将致力于提供全面完整的位置智能与客户沟通管理解决方案,帮助客户应对更广泛的商业挑战。PitneyBowes Maplnfo是全球领先的位置智能解决方案、集成软件、数据和服务供应商,其创新和丰富的位置智能解决方案能够帮助客户感知位置信息,     

1995 Social Security System Reform

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Defining the ‘Social’ in ‘Social Entrepreneurship’: Altruism and Entrepreneurship

What is social entrepreneurship? In, particular, what’s so social about it? Understanding what social entrepreneurship is enables researchers to study the phenomenon and policy-makers to design measures to encourage it. However, such an understanding is lacking partly because there is no universally accepted definition of entrepreneurship as yet. In this paper, we suggest a definition of social entrepreneurship that intuitively accords with what is generally accepted as entrepreneurship and that captures the way in which entrepreneurship may be altruistic. Based on this we provide a taxonomy of social entrepreneurship and identify a number of real cases from Asia illustrating the different forms it could take.     

Can Corporate Social Responsibility Lead to Social License? A Sentiment and Emotion Analysis

The term social license (SL) refers to the acceptance or approval by a community of a company's presence. It is generally assumed in the literature that effective corporate social responsibility (CSR) actions will lead to an SL. In this study we examine the CSR-SL relationship at the local community level and establish boundary conditions on the effectiveness of local CSR in creating an SL. Using consent-based micro-social contract theory, we theorize that commitment to local CSR improves the level to which a local community grants an SL to a multinational corporation (MNC), but the impact is moderated by the global legitimacy of the parent company, the nature of institutions in the host country, and the degree of polarization within the focal community. Based on 3696 articles regarding 43 global mining MNCs operating in 523 local communities between 2008 and 2020, we use natural language processing and sentiment analysis to evaluate the degree to which a local community grants an SL. Our empirical evidence indicates that local CSR does positively influence the granting of an SL, but the effect is reduced when there is strong rule of law or high community polarization and increased when the focal firm has strong global legitimacy.     

SAP Business One为中小企业管理信息化助力

案例一 理顺物流与财务管理 信息化过程不分大小 东莞市信和机电设备有限公司(以下简称信和机电)虽然是一家仅有30几名员工、年营业额2千万元人民币、默默无闻的民营企业,但是在企业信息化项目上居然毫不犹豫地选择了行业老大--SAP公司的SAP Business One中文版7.0,不能不令同行业刮目相看.     

Do Business Groups Change With Market Development?

Khanna and Yafeh hypothesize that business groups should be more common in economies with less developed markets and institutions. We test the time‐series version of this hypothesis by looking at changes in Chilean groups over 20 years (1990–2009). In this period, Chile experienced a deep economic transformation as measured by common proxies of market development (e.g., per capita income doubled). Despite this dramatic transformation, groups remained mostly unchanged in terms of relative size, industrial diversification, vertical integration, control structures, internal capital markets, and reliance on external funds (minority equity plus debt). Only leverage increased. Also, groups' initial conditions were uncorrelated with market development at the time of formation. This evidence casts doubts on the institutional‐voids hypothesis, although more subtle institutional voids, not captured by the type of macro proxies we use, might explain the existence and resilience of business groups.     

Introducing Stakeholder-Based Frameworks for Post-merger Integration （PMI） Success

The importance of stakeholder relationship management for successful integration in post-merger management is not doubted. The establishment of a new powerful trend in investments produces strategic shifts in strategic management. Shareholder wealth maximization way of thinking is changing to stakeholder wealth maximization where a company＇s value management system is based not only on economic profit maximization, but also on environmental, social, and governance （ESG） maximization. There is especially a high need for a management system that can be used by mergers and acquisitions （M＆A） practitioners during integration process. There is a critical need for metrics which can trace the interests of all stakeholders, because to achieve success in integration, it is no longer acceptable for management to focus solely on the needs of one or two stakeholder groups. In this article, the authors have introduced two frameworks： sun cube and stakeholder relationship matrix. These tools can be useful in mergers and acquisitions （M＆A） process for conducting a stakeholder analysis.     

What Can We Learn From Great Business Leaders?

There are many leadership lessons that can be extracted from the lives of great business leaders like John D. Rockefeller, Henry Ford, Alfred Sloan, Sam Walton, Jack Welch, A. G. Lafley, Steve Jobs, and Bill Gates. Although different in personality and style, these leaders showed talent at a very young age, persevered in achieving their goals, surrounded themselves with the best people they could, worked hard and with great discipline, had great confidence in themselves, and were creative and innovative in managing their businesses.