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Magazine article (E&M - 2019/3)

Non-Financial Reporting; Much More than an Obligation

More than two years have passed since the entry into force of Legislative Decree 254/2016, which made it mandatory for “public interest entities” with over 500 employees and a balance sheet exceeding 20 million euros – or total net revenues from sales or other services exceeding 40 million euros – to present an individual non-financial declaration for each accounting period. From the first ...

Magazine article (E&M - 2019/2)

How a Family Business Grows

A rather deep-rooted prejudice is that a family business goes hand-in-hand with a small-sized business. In actual fact, in the last ten years in Italy, the incidence of family businesses out of total companies exceeding 50 million euros of turnover has increased, in terms of both turnover and employees. Obviously, not all family businesses are the same. According to the tenth edition of the AUB report ...

Magazine article (E&M - 2012/02) Laureiro Daniella

The Cognitive and Neuropsychological Foundations of Strategic Decision-Making

My research seeks to uncover the cognitive and neuropsychological foundations of strategy. I take an attention modulation perspective to understand how decision making processes differ among managers and innovative entrepreneurs. Attention has been recognized as being the chief bottleneck in organizational activity (Simon 1971). I have always found puzzling how different organizational leaders ...

Magazine article (E&M - 2012/05) Castellaneta Francesco

The double-edged sword of experience in strategic decisions. Evidence from the private equity sector

Research objective The overarching objective of my research is to contribute to our understanding of the positive and negative experiential learning factors linked to the development of organizational capabilities in strategic tasks. Experience is both an opportunity and a restriction – a resource and an obstacle for change, a space to explore and a prison. To gain insights into the puzzling ...

Magazine article (E&M - 2012/04) Vlasic Goran

Market driving strategies

Ever since market orientation was conceptualized and provided managers with a framework for managing sustainable competitive advantage (Kumar, Jones, Vankatesan, Leone 2011), firms have increasingly been recognizing customers as kings, focusing on satisfying their needs, and asserted customer centricity as their key value. This narrow understanding of the marketing concept led firms to struggle in ...