Search
Applied filters:
Refine search
- Keyword
- Sustainability (22)
- sustainability (18)
- Business (16)
- innovation (16)
- artificial intelligence (15)
- China (14)
- ESG (14)
- Healthcare (12)
- Subject
- Accounting & control (133)
- Economics (90)
- Financial system (18)
- Society & Culture (16)
- ICT (14)
- Arts, Architecture & Design (10)
- Sociology (9)
- Environment & Energy (4)
- Sector
- Services industry (10)
- Manufacturing (2)
- Media & communications (2)
- Non-profit sector (1)
- Primary industry (1)
- Education, training and research (1)
- Transport (1)
- Language
- English (181)
- Continent
- Europe (22)
- Asia (3)
- Africa (1)
Scaling Up Is the True Obstacle for Start-ups
One of the most important tasks for an entrepreneur is to bring a company from the start-up phase to the subsequent scale-up phase. The key factor is reaching what is called the "product-market fit," i.e. the validation of the business model. The scale-up of a company requires at least three elements: a growing number of leaders able to predict the competition and trends in the market and to delegate ...
How and Why to Defend our Coolness
“Cool” and “coolness” are by definition evasive and liquid concepts. They change as a function of time, geography, aesthetic canons, and transnational or global subcultures. All of these elements tend to give the perception of what is cool an apparently unpredictable dynamism, and thus for decades now have been the subject of specialist analysis aimed at explaining the fundamental components ...
The Supply and Demand of Uniqueness
The need for differentiation and distinction, that in its extreme version reaches what is known as the “need for uniqueness,”[1] has a well-known psychobiological origin, and in that sense can be considered a natural necessity of the human race. However, there is no question that the basic need to feel or appear different, to distinguish oneself, has emerged with increasing intensity in ...
Cultural Specificity and Quality of Production
The debate on the country-specific nature of management - and thus also on the Italian Way in marketing management, financial management, operations management, and so forth - is controversial.[3] This may be the reason why many structural analyses on Made in Italy production have not been accompanied by a similar number on the "communalities," or at least the invariances, in entrepreneurial and managerial ...
What It Means to Talk about Made in Italy
Much is said about Made in Italy production, but perhaps not enough. Discussions have been ongoing for decades now, referring to aggregate and structural analyses, thus discussing leading sectors (3 F or 4/5 A)[1] and businesses (iconic brands), the structure and dynamics of export markets, the impact on GDP and the contribution to the balance of payments, offshoring and inshoring, and so on. Yet ...
The Corporate Debt Alarm. What’s Next
A few years ago, as part of an analysis of specific business challenges, I observed the detrimental impact of escalating corporate debt levels on companies' income statements, profits, and, consequently, their ability to self-finance. This surge in debt has exacerbated the complexity of accessing new financing and refinancing maturing debt, even when intended to support investment (Ruozi, 2021). Thus, ...
Hearing Aid Industry. The Hi-Tech Human Side
Hearing aids are vital medical devices that offer people with hearing loss the opportunity to regain their hearing function, whether it's congenital or due to a variety of factors that result in reduced hearing capacity. Typically dispensed through prescribed channels, their use requires the expertise of specialized professionals trained to regulatory standards established in almost every country. Over ...
A Strategic Imperative. The Role of HR Management in Italian PSOs
Nowadays, the role of human resource management in the public sector is widely acknowledged as critical for effectiveness and value generation in this context. In OECD countries, the share of GDP devoted to salaries of state employees ranges from 5.1% in Japan to 14.9% in Norway, while in Italy it is 9.7% (OECD, 2023). Public sector personnel accounted for as much as 29.2% of the workforce in Norway ...
War for Talent or Trawl Fishing? Balancing HR Needs and Quality in PSOs
The trend of reducing the number of public sector employees, which has characterized all OECD countries since the reforms of the 1970s and 1980s, is particularly notable in Italy. Here, the slimming down process began in the early 1990s, in contrast to the 15% growth in the 1980s. The reasons for this contraction have been investigated by scholars of public administration reforms (Pollit & Bouckaert, ...
Bridging the Skills Gap. How New Competencies Drive Innovation
Public organizations are required to address rapidly changing social demands, voiced by diverse stakeholders with ever-evolving expectations for high-quality services. The effectiveness of the response of these entities hinges on having the right human capital to fulfill their mission and satisfy societal needs. Therefore, government organizations should take strategic decisions concerning the size ...