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Article
Publication date: 6 November 2017

Sandra D. Grannum and Justin Ginter

To address the nuts and bolts of securities arbitration in the FINRA forum.

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Abstract

Purpose

To address the nuts and bolts of securities arbitration in the FINRA forum.

Design/methodology/approach

Provides introduction and background, defines key terms, and suggests ways to approach the major steps in the securities arbitration process, including witness interviews, document reviews, resolution of joint representation and conflict issues, determining the scope of attorney-client privilege, filing or reviewing the Statement of Claim, making the initial pleading, advocating for the most favorable arbitrator selection, possible employment of experts, and cross-examination.

Findings

To prepare thoroughly for a securities arbitration case and to plan a strategy for the key step of cross-examination, a lawyer needs to know the broad financial market context; the technical details of the relevant financial products, portfolio management strategies and transactions; the points of view of both the client and the opposing party; the details of all the documents introduced; and the background of the client’s and the adversary’s witnesses.

Originality/value

Expert guidance from experienced bank and broker-dealer litigation, arbitration and mediation lawyers.

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Publication date: 1 September 2017

Justin J. W. Powell and Jennifer Dusdal

Growth in scientific production and productivity over the 20th century resulted significantly from three major countries in European science – France, Germany, and the United…

Abstract

Purpose

Growth in scientific production and productivity over the 20th century resulted significantly from three major countries in European science – France, Germany, and the United Kingdom. Charting the development of universities and research institutes that bolster Europe’s key position in global science, we uncover both stable and dynamic patterns of productivity in the fields of STEM, including health, over the 20th century. Ongoing internationalization of higher education and science has been accompanied by increasing competition and collaboration. Despite policy goals to foster innovation and expand research capacity, policies cannot fully account for the differential growth of scientific productivity we chart from 1975 to 2010.

Approach and Research Design

Our sociological neo-institutional framework facilitates explanation of differences in institutional settings, organizational forms, and organizations that produce the most European research. We measure growth of published peer-reviewed articles indexed in Thomson Reuters’ Science Citation Index Expanded (SCIE).

Findings

Organizational forms vary in their contributions, with universities accounting for nearly half but rising in France; ultrastable in Germany at four-fifths, and growing at around two-thirds in the United Kingdom. Differing institutionalization pathways created the conditions necessary for continuous, but varying growth in scientific production and productivity in the European center of global science. The research university is key in all three countries, and we identify organizations leading in research output.

Originality/value

Few studies explicitly compare across time, space, and different levels of analysis. We show how important European science has been to overall global science production and productivity. In-depth comparisons, especially the organizational fields and forms in which science is produced, are crucial if policy is to support research and development.

Details

The Century of Science
Type: Book
ISBN: 978-1-78714-469-9

Keywords

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Article
Publication date: 15 January 2018

Prodromos Chatzoglou, Dimitrios Chatzoudes, Lazaros Sarigiannidis and Georgios Theriou

This paper aims to attempt to bring together various organisational aspects that have never been collectively investigated before in the strategic management literature. Its main…

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Abstract

Purpose

This paper aims to attempt to bring together various organisational aspects that have never been collectively investigated before in the strategic management literature. Its main objective is to examine the relationship between “strategic orientation” and “firm performance”, in the light of two firm-specific factors (“distinct manufacturing capabilities” and “organisational structure”). The proposed research model of the present study is built upon the resource-based view (RBV) of the firm and the organisational aspect of the VRIO framework (the “O” from the VRIO model).

Design/methodology/approach

The study proposes a newly developed research model that adopts a four-factor approach, while examining a number of direct and indirect effects. The examination of the proposed research model was made with the use of a newly developed structured questionnaire that was distributed on a sample of Greek manufacturing companies. Research hypotheses were tested using the structural equation modelling technique. The present study is explanatory (examines cause and effect relationships), deductive (tests research hypotheses), empirical (collects primary data) and quantitative (analyses quantitative data that were collected using a structured questionnaire).

Findings

The empirical results suggest the coexistence of three distinct categories of effects on “firm performance”: strategy or “utility” effects, depending on the content of the implemented strategy; firm-specific effects, depending on the content of the organisational resources and capabilities; and organisational effects, depending on the implemented organisational structure. More specifically, the statistical analysis underlines the significant mediating role of “strategic orientation” and the complementary role of “organisational structure”. Finally, empirical results support the argument that “strategy follows structure”.

Research limitations/implications

The use of self-reported scales constitutes an inherent methodological limitation. Moreover, the present study lacks a longitudinal approach because it provides a static picture of the subject under consideration. Finally, the sample size of 130 manufacturing companies could raise some concerns. Despite that, previous empirical studies of the same field, published in respectable journals, were also based on similar samples.

Practical implications

When examining the total (direct and indirect) effects on “firm performance”, it seems that the effect of “organisational structure” is, almost, identical to the effect of “distinct manufacturing capabilities”. This implies that “organisational structure” (an imitable capability) has, almost, the same contribution on “firm performance” as the manufacturing capabilities of the organisation (an inimitable capability). Thus, the practical significance of “organisational structure” is being highlighted.

Originality/value

There has been little empirical research concerning the bundle of firm-specific factors that enhance the impact of strategy on business performance. Under the context of the resource-based view (RBV) of the firm, the present study examines the impact of “organisational structure” on the “strategy-capabilities-performance” relationship, something that has not been thoroughly investigated in the strategic management literature. Also, the present study proposes an alternate measure for capturing the concept of business strategy, the so-called factor of “strategic orientation”. Finally, the study adopts a “reversed view” in the relationship between structure and strategy. More specifically, it postulates that “strategy follows structure” and not the opposite (“structure follows strategy”). Actually, the empirical data supported that (reversed) view, challenging the traditional approach of Chandler (1962) and calling for additional research on that ongoing dispute.

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