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71.
This paper analyses the nature and details of the association that the integration of social and environmental considerations with corporate strategy has for different competitive advantages and innovation activities at the firm level. Its objective is to answer the question as to whether a positive link exists between integration and the effects of environmental and social performance on these different dimensions of economic performance. The question of the specific form of this relationship is also raised. These questions are analysed using cluster analysis and regression models. Results are presented for four different dimensions of competitive advantage, and for two types of innovation activity. These raise the possibility that the process of integration is more important for bringing about a positive link than a resulting integration type. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment.  相似文献   
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Marketing decisions are particularly vulnerable to legal rulings made in both the courts and the legislatures. The effective management of those legal implications challenges the modern marketing professional. Grasping marketing’s overall legal environment, including its governing case law, regulatory statutes and future trends, is essential. This review will provide analysis of recent court cases and legislation with particular emphasis on creatively assisting the marketer’s management of the legal factor.  相似文献   
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Kooperationen stellen Unternehmen vor spezifische Herausforderungen. Dabei geht es nicht mehr nur darum zu entscheiden, ob mit externen Partnern zusammengearbeitet werden soll. Aufgrund einer zunehmenden Zahl von Partnerschaften stellt sich vielmehr vielfach die Frage, wie Kooperationen im eigenen Unternehmen erfolgreich begleitet bzw. verankert werden k?nnen. Der vorliegende Beitrag untersucht verschiedene Herausforderungen im Umgang mit Kooperationen und leitet entsprechende Handlungsoptionen für das Marketing-Management ab.  相似文献   
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Traditional sources of finance are becoming inadequate to meet the needs of public transport. This has led to the emergence of a number of local earmarked tax and charging mechanisms, in particular road user charges and tolls. This article examines one group of such mechanisms: charges to property owners and developers, and draws on worldwide examples of the practical use of a number of such schemes. There are a number of practical difficulties with capturing value from property owners and developers, and these are detailed with a commentary on best practice.  相似文献   
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What Fraction of a Capital Investment is Sunk Costs?   总被引:3,自引:0,他引:3  
To what extent are capital investments sunk costs? This question is addressed by examining the salvage values of discarded metalworking machinery. Even though such assets are expected to be non‐specific, many discarded assets are scrapped rather than sold on second‐hand markets. Econometric results suggest that firms can only expect to get back 20–50 percent of the initial price of a ‘new’ machine once it is installed. The results also indicate differences in value‐age profiles across firms, but provide only weak support for the hypothesis that salvage values are particularly low during recessions.  相似文献   
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Marcus Bussey 《Futures》1998,30(7):705-716
In the face of the contemporary university's failure to escape from economic rationality and therefore create environments conducive to positive futures an alternative model of university is proposed. This is based on an episteme rooted in Tantra, a world view that allows for a multi-layering of discourse to occur in order to greatly extend the university's mandate as a cultural catalyst for future generations. It is argured that Tantra, which is situated in a resurgent indigenous consciousness, is both ancient and modern possessing as it does the deep wisdoms of this episteme while being energised with a liberatory ethic aimed at physical, social and spiritual emancipation from exploitative ideologies.  相似文献   
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The Balanced Scorecard of Kaplan and Norton is a management tool that supports the successful implementation of corporate strategies. It has been discussed and considered widely in both practice and research. By linking operational and non‐financial corporate activities with causal chains to the firm's long‐term strategy, the Balanced Scorecard supports the alignment and management of all corporate activities according to their strategic relevance. The Balanced Scorecard makes it possible to take into account non‐monetary strategic success factors that significantly impact the economic success of a business. The Balanced Scorecard is thus a promising starting‐point to also incorporate environmental and social aspects into the main management system of a firm. Sustainability management with the Balanced Scorecard helps to overcome the shortcomings of conventional approaches to environmental and social management systems by integrating the three pillars of sustainability into a single and overarching strategic management tool. After a brief discussion of the different possible forms of a Sustainability Balanced Scorecard the article takes a closer look at the process and steps of formulating a Sustainability Balanced Scorecard for a business unit. Before doing so, the basic conventional approach of the Balanced Scorecard and its suitability for sustainability management will be outlined in brief. Copyright © 2002 John Wiley & Sons, Ltd and ERP Environment.  相似文献   
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