Current Issue : July - September Volume : 2016 Issue Number : 3 Articles : 6 Articles
This paper, taking the directors of listed companies as point of penetration, studies the effects of\ninterlocking directorates on the company�s merger decisions. With a focus on interlocking directorates�\ninfluence on the selection of M & A targets, a Probit regression test was conducted by\npairing potential M & A targets to real acquisition sample according to the industry of the real\nsample. The innovation of this paper lies in the study of whether there is a significant difference in\nthe effect of interlocking directorates through differentiating various M & A modes, including horizontal\nmergers, vertical mergers and mixed mergers. The empirical analysis concludes that when\nthere are interlocking directorates in merger company and potential target company, it is more\nlikely for the potential target to be the object company. What�s more, by comparison, when the\nacquiring company and the target company are from different industries, there is greater impact\nof interlocking directorates, and the effects are stronger in vertical mergers than in mixed mergers\nand horizontal mergers....
This paper presents a study of 1,338 green advertisements from the leading Chinese\nnewspapers and magazines. The aim of the study is to examine the green adsââ?¬â?¢ distribution\nand greenwashing characteristics and practices in order to provide an overview for policy\nregulators and marketers. The analysis framework adopted the Carlson et al. (1993) matrix\napproach and the six sins of greenwashing from Terra Choice Environmental Marketing\n(2007). The findings revealed that green advertisements have increased by more than 50%\nsince 2004 and Chinese enterprises engaged in green advertising mainly to promote product\nbenefits while foreign enterprises placed strong emphasis on products and green corporate\nimage. From a consumer perspective, the study revealed that almost a third of the green ads\ncontained an element of greenwashing with ââ?¬Å?sin of no proofââ?¬Â being the most prominent.\nAnalysis of variance reveals that Chinese enterprises had committed more greenwashing\nthan foreign-owned enterprises in green advertising....
The paper deals with a comparison of two different approaches (PERT method and Monte\nCarlo method) for calculation of the probability of a project completion. The PERT method is\ncommonly used in a project management; the Monte Carlo is used less. The base assumption\nof authors can be expressed: The difference between the results obtained by the Monte Carlo\nmethod and PERT method is not significant with increasing number of simulations\n(iterations). For this reason, the hypothesis was formulated: There is no statistically\nsignificant difference between the calculated probabilities, i.e. both approaches are identical\nfrom application�s point of view. The case study describes a model of a project, which is\nshown by a network chart. This chart contains 18 nodes and 18 real activities and 6 fiction�s\nactivities. Each activity is expressed by three time estimates, i.e. pessimistic, most likely and\noptimistic time. The planned date of completion of the project was selected at 200 time units\nand it was calculating the probability of completion of the project by PERT method and\nMonte Carlo method. Time duration of each project activity by the Monte Carlo method is\nsuccessively obtained for 10, 100, 300, 500, 1000, 5000 and 10000 simulations. The\ncalculated probabilities of project completion were compared using statistical hypothesis\ntesting. The hypothesis was rejected for all simulations. It follows that there is difference\nbetween the approaches from application�s point of view....
The project development management success presents an ongoing challenge for managers.\nIt is perceived as a means allowing to meet the effectiveness and efficiency challenges in\ncomplex and unstable environment. The purpose of this paper is to explore from different\nperspectives of the local players looking at the key success factors that can contribute to the\nlocal development project management success. According to Lim and M Zain (1999),\nsuccess factors are defined as a set of circumstances, facts, or influences that lead to a result.\nHowever, very few researches worked on development project management success factors,\nand most of them lacked precision in the subject matter.Using local development project of\nTaroudant province (located in south of Morocco) as a case study, this paper explores the\nfactors that seem to contribute to project management success. The latter have been\nclassified into four categories: (1) factors related to the manager and the project team, (2)\norganizational factors, (3) factors related to the project, (4) factors related to the external\nenvironment. Our objective is to understand the degree of importance of these factors in the\nproject lifecycle from the perspective of local players.The data collected was analyzed using\nthematic content analysis. Results indicated that all factors are found to be vital in achieving\nthe project management success. It was also revealed that the relative importance of these\nfactors varies significantly at different phases of project lifecycle....
This paper developed an in-depth understanding of China�s IPP strategies, regulations, and implementation,\ncollected and analyzed China�s policy documents, laws, statistics and reports relevant\nto IPP, and reviewed the IPP evolution from 1970s to 2010s. Then we introduced four main\nenforcement options in China. At last, we evaluated the IPP level of China based on Park�s method\nfrom 1985-2012. The quantitative result shows that the strength of IPP in China is growing year by\nyear, and has reached a level close to developed countries....
There exist very complicated creative fields of human activities. As a rule, these fields comprise a\nlarge number of internal objects involving huge amounts of people, where large financial and material\nresources are concentrated. Operative management of such objects is extremely difficult\ndue to their complicacy and multidisciplinary character, as well as due to the absence of criteria\nallowing an unambiguous estimation of the completeness of works both at a separate object and at\nthe created system on the whole. The availability of such a criterion will make it possible to redirect\nresources more rationally so that to save time and means while completing the intended\nproject. The suggested criterion of such kind is based on the properties of entropy, which is the\nprincipal invariant of today�s natural science. This parameter is perceived ambiguously, being\npermanently discussed in technical literature. Physical character of this parameter has been validated\nin detail by the Author [1] [2] who has shown its universality for the analysis of complicated\nsystems at their modification. In the present paper, the development of such a criterion for a complicated\nengineering project is considered. However, this approach can be used for the analysis of\ncomplicated technical projects in other fields of human activities, as well....
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