Series:

Contributions to Management Science

2 total works

Cover of Performance Measurement in Corporate Governance

In the global knowledge economy, corporate governance, organisational behaviour and performance of the supply chain are becoming increasingly important aspects of the evaluation of an enterprise. The subject of this book is the development of a contemporary organisation behaviour performance measurement (OBPM) model for enterprises in the modern economy. The fields of organisation behaviour and supply chain management are integrated with an Open Socio-Technical Systems theory of management and the application of Operations Research to corporate governance for the measurement of organisation performance. This book thereby offers a new and innovative quantitative approach to qualitative concepts of corporate performance measurement and makes a significant contribution to the fields of management theory, supply chain management as well as operations research.

Cover of Designing an Efficient Management System
1. 1 Background of the Study: Ef?ciency in Cross-Cultural International Business Management Ef?cient business management is crucial in achieving corporate (national or int- national/multinational) goals such as higher value, comprehensiveness, corporate governance, etc. Ef?cient business management can be achieved by resolving agency problems existing among different stakeholders in corporations. In inter- tional business, agency problems may exist between managers, owners, staff, and other stakeholders who come from different cultures. Therefore, there is a need in designing ef?cient management of international business by in?uencing the factors (the convergence factors) which cause differences in the interests and cultures of different stakeholders. International business refers to all commercial transactions between two or more nations. Because it comprises a large and growing portion of current world business practice, international business has received considerable attention in academic research (Daniels and Radebaugh 1998). International bu- ness differs in important ways from business conducted within national borders, and poses additional challenges to managers and investors in foreign countries (Mahoney et al. 1998). In this context, Black et al. (1999) state that effective management is increasingly recognized as a key determinant of success or failure, arguing that the success of international business in multinational companies depends most signi?cantly on the quality of management systems (Stroh and Caligiuri 1998). As international business involves people from different cultures, every business function including managing a workforce, marketing output, and dealing with regulators, has the potential to involve cross-cultural problems (Zineldin 2007).