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value</title> <meta name="description" content="Search results for: company value"> <meta name="keywords" content="company value"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler 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id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="company value"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 1600</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: company value</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1600</span> A Critical Analysis of the Concept of Unconscionable Abuse under the South African Company Law</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Siphethile%20Phiri">Siphethile Phiri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Although a company is a legal entity with separate legal personality, the courts are empowered to review and set aside the personality of a company on the ground of ‘an unconscionable abuse’. The process is called piercing of the corporate veil. Of interesting note however, it is controversial as to what the concept of ‘unconscionable abuse’ entails. The purpose of this study is to explore this concept in an attempt to understand its proper meaning and how it bears on the powers of the company director to take decision on behalf of the company as a juristic entity. Given the confounding provision, an attempt is made to identify the circumstances in which the courts may pierce the corporate veil and also to investigate the extent to which the courts can do so. The results of this study show that the term unconscionable abuse is a legislative innovation to justify the court’s interference with the separate legal personality functions of a company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=company%20law" title="company law">company law</a>, <a href="https://publications.waset.org/abstracts/search?q=unconscionable%20abuse" title=" unconscionable abuse"> unconscionable abuse</a>, <a href="https://publications.waset.org/abstracts/search?q=director" title=" director"> director</a>, <a href="https://publications.waset.org/abstracts/search?q=companies%20act" title=" companies act"> companies act</a> </p> <a href="https://publications.waset.org/abstracts/61198/a-critical-analysis-of-the-concept-of-unconscionable-abuse-under-the-south-african-company-law" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/61198.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">297</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1599</span> Reducing Inventory Costs by Reducing Inventory Levels: Kuwait Flour Mills and Bakeries Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dana%20Al-Qattan">Dana Al-Qattan</a>, <a href="https://publications.waset.org/abstracts/search?q=Faiza%20Goodarzi"> Faiza Goodarzi</a>, <a href="https://publications.waset.org/abstracts/search?q=Heba%20Al-Resheedan"> Heba Al-Resheedan</a>, <a href="https://publications.waset.org/abstracts/search?q=Kawther%20Shehab"> Kawther Shehab</a>, <a href="https://publications.waset.org/abstracts/search?q=Shoug%20Al-Ansari"> Shoug Al-Ansari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This project involves working with different types of forecasting methods and facility planning tools to help the company we have chosen to improve and reduce its inventory, increase its sales, and decrease its wastes and losses. The methods that have been used by the company have shown no improvement in decreasing the annual losses. The research made in the company has shown that no interest has been made in exploring different techniques to help the company. In this report, we introduce several methods and techniques that will help the company make more accurate forecasts and use of the available space efficiently. We expect our approach to reduce costs without affecting the quality of the product, and hence making production more viable. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=production%20planning" title="production planning">production planning</a>, <a href="https://publications.waset.org/abstracts/search?q=inventory%20management" title=" inventory management"> inventory management</a>, <a href="https://publications.waset.org/abstracts/search?q=inventory%20control" title=" inventory control"> inventory control</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation" title=" simulation"> simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=facility%20planning%20and%20design" title=" facility planning and design"> facility planning and design</a>, <a href="https://publications.waset.org/abstracts/search?q=engineering%20economy%20and%20costs" title=" engineering economy and costs"> engineering economy and costs</a> </p> <a href="https://publications.waset.org/abstracts/9187/reducing-inventory-costs-by-reducing-inventory-levels-kuwait-flour-mills-and-bakeries-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9187.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">570</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1598</span> The Effect of Sustainability Reporting on Company Profitability Using Literature Review Method (Asian Sphere)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kesya%20Terinda%20Natalie">Kesya Terinda Natalie</a>, <a href="https://publications.waset.org/abstracts/search?q=Marcellina%20Natasha"> Marcellina Natasha</a>, <a href="https://publications.waset.org/abstracts/search?q=Rosinta%20Ria%20Panggabean"> Rosinta Ria Panggabean</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: Over the last few years, the company has been implementing sustainability practices to ensure business continuity. However, there are pros and cons regarding the impact of financial reports if companies provide non-financial reports. So this paper aims to prove what the effect of Sustainability Reporting (SR) has on company profitability, as well as things that can be considered as the decision-making of SR disclosure. Methodology: This paper uses the literature review method to describe the results of published articles concerning Sustainability Reporting and Profitability. This study links and analyzes the essence of 50 previous studies related to SR on company profitability, most of which were conducted in Asia. Therefore this research is limited to only 23 studies in Asia. Findings: Sustainability Reporting does not have a significant impact on company profitability because the SR quality of each company varies based on Agency & Legitimacy Theory considerations. Stakeholders are required to focus not only on profitability but also on the long-term of the company. Thus, it is found that SR is used by companies as a sustainable investment, which can improve overall company performance by reducing capital costs and generating positive company value in increasing reputation capital. Value: This paper focuses on how sustainability reporting affects company profitability, as well as things that can be considered as the decision-making of SR disclosure. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainability%20reporting" title="sustainability reporting">sustainability reporting</a>, <a href="https://publications.waset.org/abstracts/search?q=profitability" title=" profitability"> profitability</a>, <a href="https://publications.waset.org/abstracts/search?q=agency%20theory" title=" agency theory"> agency theory</a>, <a href="https://publications.waset.org/abstracts/search?q=legitimacy%20theory" title=" legitimacy theory"> legitimacy theory</a> </p> <a href="https://publications.waset.org/abstracts/162053/the-effect-of-sustainability-reporting-on-company-profitability-using-literature-review-method-asian-sphere" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162053.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">89</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1597</span> Analysing Waste Management Options in the Printing Industry: Case of a South African Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Stanley%20Fore">Stanley Fore</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The case study company is one of the leading newsprint companies in South Africa. The company has achieved this status through operational expansion, diversification and investing in cutting-edge technology. They have a reputation for the highest quality and personalised service that transcends borders and industries. The company offers a wide variety of small and large scales printing services. The company is faced with the challenge of significant waste production during normal operations. The company generates 1200 kg of plastic waste and 60 – 70 tonnes of paper waste per month. The company operates a waste management process currently, whereby waste paper is sold, at low cost, to recycling firms for further processing. Having considered the quantity of waste being generated, the company has embarked on a venture to find a more profitable solution to its current waste production. As waste management and recycling is not the company’s core business, the aim of the venture is to implement a secondary profitable waste process business. The venture will be expedited as a strategic project. This research aims to estimate the financial feasibility of a selected solution as well as the impact of non-financial considerations thereof. The financial feasibility is analysed using metrics such as Payback period; internal rate of return and net present value. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=waste" title="waste">waste</a>, <a href="https://publications.waset.org/abstracts/search?q=printing%20industry" title=" printing industry"> printing industry</a>, <a href="https://publications.waset.org/abstracts/search?q=up-cycling" title=" up-cycling"> up-cycling</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/55879/analysing-waste-management-options-in-the-printing-industry-case-of-a-south-african-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55879.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">262</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1596</span> Impact of Risk Management Practices on Company Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Syed%20Atif%20Ali">Syed Atif Ali</a>, <a href="https://publications.waset.org/abstracts/search?q=Farzan%20Yahya"> Farzan Yahya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research paper covers the issue of risk management impact on the company performance. Degree of financial leverage (DFL), degree of operating leverage (DOL) and the working capital ratio (WCR) are taken as independent variables which are the representative of risk and the earning price per share (EPS), return on assets (ROA), return on equity (ROE), Sales and Net profits which are the representative of performance. Last 10 years (2004-2013) of Cement sector of Pakistan data is chosen as sample for analyze their relations by multiple regression technique. Through analyses, it is found that WCR impact adequately on the company performance because if company has enough liquidity than it perform its operations smoothly and enhance its performance very well. DFL should be control moderately because enough DFL leads performance of company downward. On the other hand, the DOL should be less because it causes the less profitability for a company from its operations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=degree%20of%20financial%20leverage%20%28DFL%29" title="degree of financial leverage (DFL)">degree of financial leverage (DFL)</a>, <a href="https://publications.waset.org/abstracts/search?q=degree%20of%20operating%20leverage%20%28DOL%29" title=" degree of operating leverage (DOL)"> degree of operating leverage (DOL)</a>, <a href="https://publications.waset.org/abstracts/search?q=working%20capital%20ratio%20%28WCR%29" title=" working capital ratio (WCR)"> working capital ratio (WCR)</a>, <a href="https://publications.waset.org/abstracts/search?q=earning%20per%20share%20%28EPS%29" title=" earning per share (EPS)"> earning per share (EPS)</a>, <a href="https://publications.waset.org/abstracts/search?q=return%20on%20equity%20%28ROE%29" title=" return on equity (ROE)"> return on equity (ROE)</a>, <a href="https://publications.waset.org/abstracts/search?q=return%20on%20assets%20%28ROA%29" title=" return on assets (ROA)"> return on assets (ROA)</a> </p> <a href="https://publications.waset.org/abstracts/33906/impact-of-risk-management-practices-on-company-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33906.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">453</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1595</span> Study on Clarification of the Core Technology in a Monozukuri Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nishiyama%20Toshiaki">Nishiyama Toshiaki</a>, <a href="https://publications.waset.org/abstracts/search?q=Tadayuki%20Kyountani"> Tadayuki Kyountani</a>, <a href="https://publications.waset.org/abstracts/search?q=Nguyen%20Huu%20Phuc"> Nguyen Huu Phuc</a>, <a href="https://publications.waset.org/abstracts/search?q=Shigeyuki%20Haruyama"> Shigeyuki Haruyama</a>, <a href="https://publications.waset.org/abstracts/search?q=Oke%20Oktavianty"> Oke Oktavianty</a> </p> <p class="card-text"><strong>Abstract:</strong></p> It is important to clarify the company’s core technology in product development process to strengthen their power in providing technology that meets the customer requirement. QFD method is adopted to clarify the core technology through identifying the high element technologies that are related to the voice of customer, and offer the most delightful features for customer. AHP is used to determine the importance of evaluating factors. A case study was conducted by using this approach in Japan’s Monozukuri Company (so called manufacturing company) to clarify their core technology based on customer requirements. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=core%20technology" title="core technology">core technology</a>, <a href="https://publications.waset.org/abstracts/search?q=QFD" title=" QFD"> QFD</a>, <a href="https://publications.waset.org/abstracts/search?q=voices%20of%20customer" title=" voices of customer"> voices of customer</a>, <a href="https://publications.waset.org/abstracts/search?q=analysis%20procedure" title=" analysis procedure"> analysis procedure</a> </p> <a href="https://publications.waset.org/abstracts/64768/study-on-clarification-of-the-core-technology-in-a-monozukuri-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64768.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">386</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1594</span> Corporate Social Responsibility vs Corporate Social Reactivity: An Exploration of Corporate Social Responsibility Planning in a Multinational Oil and Gas in Indonesia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Endang%20Ghani%20Ashfiya">Endang Ghani Ashfiya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study explores corporate social responsibility (CSR) planning in a downstream business of multinational oil and gas company in Indonesia from managerial perspectives. The institutional logic is employed in this research to gain a comprehensive understanding of the way the MNC manages the socio-cultural aspects in the host countries, especially in the process of translation and adaptation of the company’s CSR global guidelines. The interviews are conducted with fifteen managers in that company, both at the top managerial level and operational level. In the beginning, this research explains the Indonesian society’s conception of CSR from the managerial standpoints. The society’s understanding of the CSR concept becomes the fundamental foundations of the company in developing CSR programs. This study found the company’s approach to its CSR in two ways. First, proactive CSR which reflects the global CSR guidelines. Second, reactive CSR which do not show any explicit relations to the global guidelines, but conform with society’s demands. The findings stimulate discussions regarding the power of an MNC vis-à-vis the socio-cultural implication in society’s demand for CSR. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility%20planning" title="corporate social responsibility planning">corporate social responsibility planning</a>, <a href="https://publications.waset.org/abstracts/search?q=Indonesia" title=" Indonesia"> Indonesia</a>, <a href="https://publications.waset.org/abstracts/search?q=institutional%20logic" title=" institutional logic"> institutional logic</a>, <a href="https://publications.waset.org/abstracts/search?q=multinational%20company" title=" multinational company"> multinational company</a>, <a href="https://publications.waset.org/abstracts/search?q=oil%20and%20gas%20company" title=" oil and gas company"> oil and gas company</a>, <a href="https://publications.waset.org/abstracts/search?q=socio-cultural%20aspects" title=" socio-cultural aspects"> socio-cultural aspects</a> </p> <a href="https://publications.waset.org/abstracts/127113/corporate-social-responsibility-vs-corporate-social-reactivity-an-exploration-of-corporate-social-responsibility-planning-in-a-multinational-oil-and-gas-in-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/127113.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">153</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1593</span> Corporate Culture and Subcultures: Corporate Culture Analysis in a Company without a Public Relations Department</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sibel%20Kurt">Sibel Kurt</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this study, with the use of Goffee and Jones’s corporate culture classification and the scale of this classification, there aimed to analyze a company’s corporate culture which does not have a public relations or communication department. First of all, the type of corporate culture in the company had been determined. Then it questioned if there are subcultures which formed according to demographics or the department of work. In the survey questionnaire, there are 53 questions total. 6 of these questions are about demographics, and 47 of them are about corporate culture. 152 personnel of the company had answered the survey, and the data have been evaluated according to frequency, descriptive, and compare means tests. The type of corporate culture of the company was determined as the 'communal' from the typology of Goffee and Jones in the positive form. There are no subcultures in the company which bases on the demographics, but only one subculture has determined according to the department of work. As a result, the absence of public relations department, personnel’s low level of awareness about corporate culture, and the lack of information between management and employees has been revealed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20culture" title="corporate culture">corporate culture</a>, <a href="https://publications.waset.org/abstracts/search?q=subculture" title=" subculture"> subculture</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20relations" title=" public relations"> public relations</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20communication" title=" organizational communication"> organizational communication</a> </p> <a href="https://publications.waset.org/abstracts/122515/corporate-culture-and-subcultures-corporate-culture-analysis-in-a-company-without-a-public-relations-department" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/122515.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">168</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1592</span> Measurement of Intellectual Capital in an Algerian Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20Brahmi">S. Brahmi</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Aitouche"> S. Aitouche</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20D.%20Mouss"> M. D. Mouss</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Every modern company should measure the value of its intellectual capital and to report to complement the traditional annual balance sheets. The purpose of this work is to measure the intellectual capital in an Algerian company (or production system) using the Weightless Wealth Tool Kit (WWTK). The results of the measurement of intellectual capital are supplemented by traditional financial ratios. The measurement was applied to the National Company of Wells Services (ENSP) in Hassi Messaoud city, in the south of Algeria. We calculated the intellectual capital (intangible resources) of the ENSP to help the organization to better capitalize on its potential of workers and their know-how. The intangible value of the ENSP is evaluated at 16,936,173,345 DA in 2015. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=financial%20valuation" title="financial valuation">financial valuation</a>, <a href="https://publications.waset.org/abstracts/search?q=intangible%20capital" title=" intangible capital"> intangible capital</a>, <a href="https://publications.waset.org/abstracts/search?q=intellectual%20capital" title=" intellectual capital"> intellectual capital</a>, <a href="https://publications.waset.org/abstracts/search?q=intellectual%20capital%20measurement" title=" intellectual capital measurement"> intellectual capital measurement</a> </p> <a href="https://publications.waset.org/abstracts/52333/measurement-of-intellectual-capital-in-an-algerian-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52333.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">286</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1591</span> A Case Study of Open Source Development Practices within a Large Company Setting</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alma%20Orucevic-Alagic">Alma Orucevic-Alagic</a>, <a href="https://publications.waset.org/abstracts/search?q=Martin%20H%C3%B6st"> Martin Höst</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Open source communities have demonstrated that complex and enterprise grade software can be produced, supported, and maintained by self-organizing groups of developers using primarily electronic form of communication. Due to the inherent nature of open source development, a specific set of open source software development practices has evolved. While there is an ongoing research on the topic of applicability of open source development practices within a company setting, still little is known about their benefits and challenges. The objective of this research is to understand if and to what degree open source development practices observed within a mature open source community are aligned with development practices within a large software and hardware company setting. For the purpose of this case study a set of open source development practices that are present in a mature open source community has been identified. Then, development practices of a large, international, hardware and software company based in Sweden were assessed and compared to the identified open source community practices. It is shown that there are many similarities between a mature open source community and a large company setting in regard to software development practices. We also identify practices that exist in open source communities and that are not standard within a company setting, but whose implementation can result in an improved software development efficiency within the company setting. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=development%20practices" title="development practices">development practices</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20source%20software" title=" open source software"> open source software</a>, <a href="https://publications.waset.org/abstracts/search?q=innersource" title=" innersource"> innersource</a>, <a href="https://publications.waset.org/abstracts/search?q=closed%20open%20source" title=" closed open source"> closed open source</a> </p> <a href="https://publications.waset.org/abstracts/13154/a-case-study-of-open-source-development-practices-within-a-large-company-setting" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13154.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">558</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1590</span> Development of Industry Oriented Undergraduate Research Program</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sung%20Ryong%20Kim">Sung Ryong Kim</a>, <a href="https://publications.waset.org/abstracts/search?q=Hyung%20Sup%20Han"> Hyung Sup Han</a>, <a href="https://publications.waset.org/abstracts/search?q=Jae-Yup%20Kim"> Jae-Yup Kim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many engineering students feel uncomfortable in solving the industry related problems. There are many ways to strengthen the engineering student’s ability to solve the assigned problem when they get a job. Korea National University of Transportation has developed an industry-oriented undergraduate research program (URP). An URP program is designed for engineering students to provide an experience of solving a company’s research problem. The URP project is carried out for 6 months. Each URP team consisted of 1 company mentor, 1 professor, and 3-4 engineering students. A team of different majors is strongly encouraged to integrate different perspectives of multidisciplinary background. The corporate research projects proposed by companies are chosen by the major-related student teams. A company mentor gives the detailed technical background of the project to the students, and he/she also provides a basic data, raw materials and so forth. The company allows students to use the company's research equipment. An assigned professor has adjusted the project scope and level to the student’s ability after discussing with a company mentor. Monthly meeting is used to check the progress, to exchange ideas, and to help the students. It is proven as an effective engineering education program not only to provide an experience of company research but also to motivate the students in their course work. This program provides a premier interdisciplinary platform for undergraduate students to perform the practical challenges encountered in their major-related companies and it is especially helpful for students who want to get a job from a company that proposed the project. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=company%20mentor" title="company mentor">company mentor</a>, <a href="https://publications.waset.org/abstracts/search?q=industry%20oriented" title=" industry oriented"> industry oriented</a>, <a href="https://publications.waset.org/abstracts/search?q=interdisciplinary%20platform" title=" interdisciplinary platform"> interdisciplinary platform</a>, <a href="https://publications.waset.org/abstracts/search?q=undergraduate%20research%20program" title=" undergraduate research program"> undergraduate research program</a> </p> <a href="https://publications.waset.org/abstracts/74494/development-of-industry-oriented-undergraduate-research-program" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/74494.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">245</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1589</span> Effect of Company Value, Leadership, and Ownership Succession on Financial Performance of Family Business</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Theresia%20Dwi%20Hastuti">Theresia Dwi Hastuti</a>, <a href="https://publications.waset.org/abstracts/search?q=Kristiana%20Haryanti"> Kristiana Haryanti</a>, <a href="https://publications.waset.org/abstracts/search?q=Agustine%20Eva%20Maria%20Soekesi"> Agustine Eva Maria Soekesi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today's family business continues to grow in big cities and in rural areas throughout Indonesia in line with the development of the business world and global competition. This study aims to analyze the effect of company value, leadership, and ownership succession on the financial performance of the family business. The research method was carried out quantitatively with multiple regression. The respondent amounted to 63 entrepreneurs. This study found that company value, leadership succession, relationships, and communication affect the financial performance of the family business. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=company%20value" title="company value">company value</a>, <a href="https://publications.waset.org/abstracts/search?q=family%20business" title=" family business"> family business</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20performance" title=" financial performance"> financial performance</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20succession" title=" leadership succession"> leadership succession</a>, <a href="https://publications.waset.org/abstracts/search?q=ownership%20succession" title=" ownership succession"> ownership succession</a> </p> <a href="https://publications.waset.org/abstracts/151832/effect-of-company-value-leadership-and-ownership-succession-on-financial-performance-of-family-business" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151832.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">131</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1588</span> Retail Managers’ Perception on Coca-Cola Company’s Success of Glass Package Recovery and Recycling in Nairobi, Kenya</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Brigitte%20Wabuyabo-Okonga">Brigitte Wabuyabo-Okonga</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Little research has been done to establish the level of success of Coca Cola Company in recycling and reusing their glass bottles. This paper attempts to establish retail managers’ perception of the company’s self acclaimed success. Retail managers of supermarkets in the CBD of Nairobi, Kenya were considered for the study. Data were collected through questionnaires and analyzed using descriptive (mean, frequencies and percentages) and inferential statistics (correlation analysis) were used to analyze the data. The study found out that there is relative success although a lot needs to be done. For example, improving in communicating policy issues and in practice enhance the actual collection of broken and/or non-broken Coca Cola Company glass bottles through providing drop-off points in open areas such as on the streets and in parks. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Coca%20Cola%20Company%20glass%20bottles" title="Coca Cola Company glass bottles">Coca Cola Company glass bottles</a>, <a href="https://publications.waset.org/abstracts/search?q=Kenya" title=" Kenya"> Kenya</a>, <a href="https://publications.waset.org/abstracts/search?q=Nairobi" title=" Nairobi"> Nairobi</a>, <a href="https://publications.waset.org/abstracts/search?q=packaging" title=" packaging"> packaging</a>, <a href="https://publications.waset.org/abstracts/search?q=retail%20manager" title=" retail manager"> retail manager</a> </p> <a href="https://publications.waset.org/abstracts/25572/retail-managers-perception-on-coca-cola-companys-success-of-glass-package-recovery-and-recycling-in-nairobi-kenya" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25572.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">313</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1587</span> The Role of Human Capital, Structural Capital, and Relation Capital towards Company Performance Using Partial Least Square</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Novawiguna%20Kemalasari">Novawiguna Kemalasari</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Badawi%20Saluy"> Ahmad Badawi Saluy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Recent economic developments are more dependent on the value created by intangible assets than tangible company's assets. Intangible assets in question is intellectual capital that is recognized as the basis of individual, organizational, and general competition in the 21st century. The rapid global economy and technological innovations that have led to tough competition in the business world, make IC creation, management, measurement, and evaluation an important indicator in improving company performance that will affect the value of the company in the future. This study aims to determine the strong influence of intellectual capital on corporate performance, and how the influence of human capital on structural capital and relation capital. By distributing questionnaires to 100 employees of banking companies in Jakarta with middle and upper positions. Approach method used is Partial Least Square (PLS) Based on research that has been done, it can be concluded that human capital has influence on relation capital and structural capital. Similarly, the influence on the performance of the company turned out to human capital and relation capital has a significant influence, but structural capital has a non-significant effect on company performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20capital" title="human capital">human capital</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20capital" title=" structural capital"> structural capital</a>, <a href="https://publications.waset.org/abstracts/search?q=relation%20capital" title=" relation capital"> relation capital</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20performance" title=" corporate performance"> corporate performance</a> </p> <a href="https://publications.waset.org/abstracts/88865/the-role-of-human-capital-structural-capital-and-relation-capital-towards-company-performance-using-partial-least-square" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88865.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">189</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1586</span> The Role of Business Process Management in Driving Digital Transformation: Insurance Company Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dalia%20Su%C5%A1a%20Vugec">Dalia Suša Vugec</a>, <a href="https://publications.waset.org/abstracts/search?q=Ana-Marija%20Stjepi%C4%87"> Ana-Marija Stjepić</a>, <a href="https://publications.waset.org/abstracts/search?q=Darija%20Ivandi%C4%87%20Vidovi%C4%87"> Darija Ivandić Vidović</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Digital transformation is one of the latest trends on the global market. In order to maintain the competitive advantage and sustainability, increasing number of organizations are conducting digital transformation processes. Those organizations are changing their business processes and creating new business models with the help of digital technologies. In that sense, one should also observe the role of business process management (BPM) and its maturity in driving digital transformation. Therefore, the goal of this paper is to investigate the role of BPM in digital transformation process within one organization. Since experiences from practice show that organizations from financial sector could be observed as leaders in digital transformation, an insurance company has been selected to participate in the study. That company has been selected due to the high level of its BPM maturity and the fact that it has previously been through a digital transformation process. In order to fulfill the goals of the paper, several interviews, as well as questionnaires, have been conducted within the selected company. The results are presented in a form of a case study. Results indicate that digital transformation process within the observed company has been successful, with special focus on the development of digital strategy, BPM and change management. The role of BPM in the digital transformation of the observed company is further discussed in the paper. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=case%20study" title=" case study"> case study</a>, <a href="https://publications.waset.org/abstracts/search?q=Croatia" title=" Croatia"> Croatia</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20transformation" title=" digital transformation"> digital transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=insurance%20company" title=" insurance company"> insurance company</a> </p> <a href="https://publications.waset.org/abstracts/96874/the-role-of-business-process-management-in-driving-digital-transformation-insurance-company-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/96874.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">194</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1585</span> Evaluation of Top-down and Bottom-up Leadership Development Programs in a Finnish Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kati%20Skarp">Kati Skarp</a>, <a href="https://publications.waset.org/abstracts/search?q=Keijo%20Varis"> Keijo Varis</a>, <a href="https://publications.waset.org/abstracts/search?q=Juha%20Kettunen"> Juha Kettunen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to examine and evaluate the top-down and bottom-up leadership development programs focused on human capital that improve the performance of a company. This study reports on the external top-down leadership development program supported by a consulting company and the internal participatory action research of the bottom-up program. The sickness rate and the lost time incident failure rate decreased and the ideas produced for cost savings improved, leading to increased earnings during the top-down program. The estimated cost savings potential of the bottom-up program was 3.8 million euro based on the cost savings of meeting habits, maintenance practices and the way of working in production. The results of this study are useful for those who plan and evaluate leadership development and human capital productivity consultation programs to improve the performance of a company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=development" title=" development"> development</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=company" title=" company"> company</a>, <a href="https://publications.waset.org/abstracts/search?q=indicators" title=" indicators"> indicators</a>, <a href="https://publications.waset.org/abstracts/search?q=evaluation" title=" evaluation"> evaluation</a> </p> <a href="https://publications.waset.org/abstracts/67020/evaluation-of-top-down-and-bottom-up-leadership-development-programs-in-a-finnish-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/67020.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">326</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1584</span> Evaluation of Resting Systolic and Diastolic Blood Pressure of Staff of Multi-National Petroleum Company in Warri, Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ekpon%20Oghenetega%20Philip">Ekpon Oghenetega Philip</a>, <a href="https://publications.waset.org/abstracts/search?q=Tayire%20Okabare%20Favour"> Tayire Okabare Favour</a>, <a href="https://publications.waset.org/abstracts/search?q=Boye%20Ejobowah%20Thomas"> Boye Ejobowah Thomas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study evaluated the resting systolic blood pressure (RSBP) and resting diastolic blood pressure (RDBP) of staff of a multi-national petroleum company in Nigeria with the aim of helping the staff maintain optimal health which is necessary to carry out their secular work. Eleven healthy male (age 36.9±10.48 years, mean±S.D) and 38 healthy female (39.99±12.23 years, mean±S.D) staff of the multi-national petroleum company performed an incremental exercise on a treadmill and cycle ergometers to determine RSBP and RDBP. An assessment of the health status of the staff of the company was carried out using a physical activity readiness questionnaire (PAR-Q) to determine their suitability for the program. Analysis of the t-test for male staff of RSBP shows that it was statistically significant with a calculated t value of 2.19, α = 0.05 and t-calculated for RSBP of female staff was 1.897, α = 0.05 showing a significance. While the t-calculated RSBP for male staff of the multi-national company is 0.44 with α =0.05 and the female RDBP is 4.129, α = 0.05 and they are all significant. It was recommended that staff of the company should regularly visit the company gym during their leisure hours to maintain optimum health. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=systolic%20blood%20pressure" title="systolic blood pressure">systolic blood pressure</a>, <a href="https://publications.waset.org/abstracts/search?q=diastolic%20blood%20pressure" title=" diastolic blood pressure"> diastolic blood pressure</a>, <a href="https://publications.waset.org/abstracts/search?q=exercise" title=" exercise"> exercise</a>, <a href="https://publications.waset.org/abstracts/search?q=pressure%20staff" title=" pressure staff"> pressure staff</a> </p> <a href="https://publications.waset.org/abstracts/54743/evaluation-of-resting-systolic-and-diastolic-blood-pressure-of-staff-of-multi-national-petroleum-company-in-warri-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54743.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">278</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1583</span> The Impact of Business Process Reengineering to the Company Performance through TQM and Enterprise Resource Planning Implementation on Manufacturing Companies in East Java, Indonesia </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Widjojo%20Suprapto">Widjojo Suprapto</a>, <a href="https://publications.waset.org/abstracts/search?q=Zeplin%20Jiwa%20Husada%20Tarigan"> Zeplin Jiwa Husada Tarigan</a>, <a href="https://publications.waset.org/abstracts/search?q=Sautma%20Ronni%20Basana"> Sautma Ronni Basana</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business process reengineering can be conducted by some procedure rationalization for all related departments in a company so that all data and business processes are connected. The changing of any business process is used to set up the working standard so that it gives an impact to the implementation of ERP and the company performance. After collecting and processing the data from 77 manufacturing companies, it is obtained that BPR (Business Process Reengineering) has no direct impact on the implementation of ERP (Enterprise Resource Planning) in the companies and manufacturing performance; however, it influences the implementation of TQM. The implementation of TQM influences directly the implementation of ERP, but it does not influence directly the company performance. The implementation of ERP gives a significant increase in the work performance of the manufacturing companies in East Java. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=enterprise%20resources%20planning" title="enterprise resources planning">enterprise resources planning</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20reengineering" title=" business process reengineering"> business process reengineering</a>, <a href="https://publications.waset.org/abstracts/search?q=TQM" title=" TQM"> TQM</a>, <a href="https://publications.waset.org/abstracts/search?q=company%20performance" title=" company performance"> company performance</a> </p> <a href="https://publications.waset.org/abstracts/81611/the-impact-of-business-process-reengineering-to-the-company-performance-through-tqm-and-enterprise-resource-planning-implementation-on-manufacturing-companies-in-east-java-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81611.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">207</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1582</span> Ecolabelling : Normative Power or Corporate Strategy? : A Study Case of Textile Company in Indonesia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Suci%20Lestari%20Yuana">Suci Lestari Yuana</a>, <a href="https://publications.waset.org/abstracts/search?q=Shofi%20Fatihatun%20Sholihah"> Shofi Fatihatun Sholihah</a>, <a href="https://publications.waset.org/abstracts/search?q=Derarika%20Ensta%20Jesse"> Derarika Ensta Jesse</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Textile is one of buyer-driven industry which rely on label trust from the consumers. Most of textile manufacturers produce textile and textile products based on consumer demands. The company’s policy is highly depend on the dynamic evolution of consumers behavior. Recently, ecofriendly has become one of the most important factor of western consumers to purchase the textile and textile product (TPT) from the company. In that sense, companies from developing countries are encouraged to follow western consumers values. Some examples of ecolabel certificate are ISO (International Standard Organisation), Lembaga Ekolabel Indonesia (Indonesian Ecolabel Instution) and Global Ecolabel Network (GEN). The submission of national company to international standard raised a critical question whether this is a reflection towards the legitimation of global norms into national policy or it is actually a practical strategy of the company to gain global consumer. By observing one of the prominent textile company in Indonesia, this research is aimed to discuss what kind of impetus factors that cause a company to use ecolabel and what is the meaning behind it. Whether it comes from normative power or the strategy of the company. This is a qualitative research that choose a company in Sukoharjo, Central Java, Indonesia as a case study in explaining the pratice of ecolabelling by textitle company. Some deep interview is conducted with the company in order to get to know the ecolabelling process. In addition, this research also collected some document which related to company’s ecolabelling process and its impact to company’s value. The finding of the project reflected issues that concerned several issues: (1) role of media as consumer information (2) role of government and non-government actors as normative agency (3) role of company in social responsibility (4) the ecofriendly consciousness as a value of the company. As we know that environmental norms that has been admitted internationally has changed the global industrial process. This environmental norms also pushed the companies around the world, especially the company in Sukoharjo, Central Java, Indonesia to follow the norm. The neglection toward the global norms will remained the company in isolated and unsustained market that will harm the continuity of the company. So, in buyer-driven industry, the characteristic of company-consumer relations has brought a fast dynamic evolution of norms and values. The creation of global norms and values is circulated by passing national territories or identities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ecolabeling" title="ecolabeling">ecolabeling</a>, <a href="https://publications.waset.org/abstracts/search?q=waste%20management" title=" waste management"> waste management</a>, <a href="https://publications.waset.org/abstracts/search?q=CSR" title=" CSR"> CSR</a>, <a href="https://publications.waset.org/abstracts/search?q=normative%20power" title=" normative power"> normative power</a> </p> <a href="https://publications.waset.org/abstracts/41382/ecolabelling-normative-power-or-corporate-strategy-a-study-case-of-textile-company-in-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41382.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">306</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1581</span> Analyze and Improve Project Delivery Time Enhancing Business Management System of Review and Approval Process for Project Design Submittals</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdulaziz%20Alnajem">Abdulaziz Alnajem</a>, <a href="https://publications.waset.org/abstracts/search?q=Amit%20Sharma"> Amit Sharma</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business Case: Project delivery and enhancing activities' completion in the shortest possible time is critical during execution to proceed with the subsequent phases of Procurement, C & C phases of Contracts to have the required Production facilities/Infrastructure in place to achieve the Company strategic objective of 4.0 MBOPD oil production. SOR (Statement of requirement): Design and Engineering phase of Projects execution takes a long time. It is observed that, in most of the cases, company has crossed the Project Design Submittals review time as per the Contract/Company Standards, resulting into delays in projects completion, and cost impact to the company. Study Scope: Scope of the study covers the process from date of first submission of D & E documents by the contractor to final approval by the controlling team to proceed with the procurement of materials. This scope covers projects handled by the company’s project management teams and includes only the internal review process by the company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20management%20system" title="business management system">business management system</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=oil%20and%20gas" title=" oil and gas"> oil and gas</a>, <a href="https://publications.waset.org/abstracts/search?q=analysis" title=" analysis"> analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=improvement" title=" improvement"> improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=design" title=" design"> design</a>, <a href="https://publications.waset.org/abstracts/search?q=delays" title=" delays"> delays</a> </p> <a href="https://publications.waset.org/abstracts/60260/analyze-and-improve-project-delivery-time-enhancing-business-management-system-of-review-and-approval-process-for-project-design-submittals" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60260.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">219</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1580</span> A Mathematical Programming Model for Lot Sizing and Production Planning in Multi-Product Companies: A Case Study of Azar Battery Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Farzad%20Jafarpour%20Taher">Farzad Jafarpour Taher</a>, <a href="https://publications.waset.org/abstracts/search?q=Maghsud%20Solimanpur"> Maghsud Solimanpur</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Production planning is one of the complex tasks in multi-product firms that produce a wide range of products. Since resources in mass production companies are limited and different products use common resources, there must be a careful plan so that firms can respond to customer needs efficiently. Azar-battery Company is a firm that provides twenty types of products for its customers. Therefore, careful planning must be performed in this company. In this research, the current conditions of Azar-battery Company were investigated to provide a mathematical programming model to determine the optimum production rate of the products in this company. The production system of this company is multi-stage, multi-product and multi-period. This system is studied in terms of a one-year planning horizon regarding the capacity of machines and warehouse space limitation. The problem has been modeled as a linear programming model with deterministic demand in which shortage is not allowed. The objective function of this model is to minimize costs (including raw materials, assembly stage, energy costs, packaging, and holding). Finally, this model has been solved by Lingo software using the branch and bound approach. Since the computation time was very long, the solver interrupted, and the obtained feasible solution was used for comparison. The proposed model's solution costs have been compared to the company’s real data. This non-optimal solution reduces the total production costs of the company by about %35. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=multi-period" title="multi-period">multi-period</a>, <a href="https://publications.waset.org/abstracts/search?q=multi-product%20production" title=" multi-product production"> multi-product production</a>, <a href="https://publications.waset.org/abstracts/search?q=multi-stage" title=" multi-stage"> multi-stage</a>, <a href="https://publications.waset.org/abstracts/search?q=production%20planning" title=" production planning"> production planning</a> </p> <a href="https://publications.waset.org/abstracts/174173/a-mathematical-programming-model-for-lot-sizing-and-production-planning-in-multi-product-companies-a-case-study-of-azar-battery-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/174173.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">98</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1579</span> The Reality of the Application of Environmental Accounting in the Iron and Steel Sector in Libya: A Case Study in the Libyan Iron and Steel Company, Misurata, Libya</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Eltaib%20Elzarrouk%20E.%20E.%20Abdalmajeed">Eltaib Elzarrouk E. E. Abdalmajeed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research aims at shedding the light on environmental accounting, which is considered to be one of the most important areas in accounting discipline. It also studies the reality of the application of environmental accounting in the iron and steel sector in Libya. The questionnaire of this study was used for data collection from respondents who are employed in the Libyan Iron and Steel Company, Misurata – Libya (LISC). The Statistical Package for Social Sciences (SPSS) was also used for the analysis. Several important results were revealed include that the (LISC) relatively applies environmental accounting, and it faces some obstacles in conducting its application. Furthermore, the researched company realizes the importance of applying environmental accounting as a need for quality procedures. It was suggested that training courses should be held periodically to spread the awareness of environmental accounting environment. In addition, social responsibility and sustainability should be taken into consideration in the company's strategic plan. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=environment" title="environment">environment</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20accounting" title=" environmental accounting"> environmental accounting</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20accounting%20disclosure" title=" environmental accounting disclosure"> environmental accounting disclosure</a>, <a href="https://publications.waset.org/abstracts/search?q=The%20Libyan%20Iron%20and%20Steel%20Company" title=" The Libyan Iron and Steel Company"> The Libyan Iron and Steel Company</a>, <a href="https://publications.waset.org/abstracts/search?q=Misurata-%20Libya%20%28LISC%29" title=" Misurata- Libya (LISC)"> Misurata- Libya (LISC)</a> </p> <a href="https://publications.waset.org/abstracts/132691/the-reality-of-the-application-of-environmental-accounting-in-the-iron-and-steel-sector-in-libya-a-case-study-in-the-libyan-iron-and-steel-company-misurata-libya" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/132691.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">152</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1578</span> Influence of a Company’s Dynamic Capabilities on Its Innovation Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lovorka%20Galetic">Lovorka Galetic</a>, <a href="https://publications.waset.org/abstracts/search?q=Zeljko%20Vukelic"> Zeljko Vukelic </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The advanced concepts of strategic and innovation management in the sphere of company dynamic and innovation capabilities, and achieving their mutual alignment and a synergy effect, are important elements in business today. This paper analyses the theory and empirically investigates the influence of a company’s dynamic capabilities on its innovation capabilities. A new multidimensional model of dynamic capabilities is presented, consisting of five factors appropriate to real time requirements, while innovation capabilities are considered pursuant to the official OECD and Eurostat standards. After examination of dynamic and innovation capabilities indicated their theoretical links, the empirical study testing the model and examining the influence of a company’s dynamic capabilities on its innovation capabilities showed significant results. In the study, a research model was posed to relate company dynamic and innovation capabilities. One side of the model features the variables that are the determinants of dynamic capabilities defined through their factors, while the other side features the determinants of innovation capabilities pursuant to the official standards. With regard to the research model, five hypotheses were set. The study was performed in late 2014 on a representative sample of large and very large Croatian enterprises with a minimum of 250 employees. The research instrument was a questionnaire administered to company top management. For both variables, the position of the company was tested in comparison to industry competitors, on a fivepoint scale. In order to test the hypotheses, correlation tests were performed to determine whether there is a correlation between each individual factor of company dynamic capabilities with the existence of its innovation capabilities, in line with the research model. The results indicate a strong correlation between a company’s possession of dynamic capabilities in terms of their factors, due to the new multi-dimensional model presented in this paper, with its possession of innovation capabilities. Based on the results, all five hypotheses were accepted. Ultimately, it was concluded that there is a strong association between the dynamic and innovation capabilities of a company.  <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities" title="dynamic capabilities">dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20capabilities" title=" innovation capabilities"> innovation capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20results" title=" business results"> business results</a> </p> <a href="https://publications.waset.org/abstracts/46544/influence-of-a-companys-dynamic-capabilities-on-its-innovation-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46544.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">305</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1577</span> Optimal Management of Internal Capital of Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20Sadallah">S. Sadallah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, dynamic programming is used to determine the optimal management of financial resources in company. Solution of the problem by consider into simpler substructures is constructed. The optimal management of internal capital of company are simulated. The tools applied in this development are based on graph theory. The software of given problems is built by using greedy algorithm. The obtained model and program maintenance enable us to define the optimal version of management of proper financial flows by using visual diagram on each level of investment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management" title="management">management</a>, <a href="https://publications.waset.org/abstracts/search?q=software" title=" software"> software</a>, <a href="https://publications.waset.org/abstracts/search?q=optimal" title=" optimal"> optimal</a>, <a href="https://publications.waset.org/abstracts/search?q=greedy%20algorithm" title=" greedy algorithm"> greedy algorithm</a>, <a href="https://publications.waset.org/abstracts/search?q=graph-diagram" title=" graph-diagram"> graph-diagram</a> </p> <a href="https://publications.waset.org/abstracts/47406/optimal-management-of-internal-capital-of-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47406.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">285</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1576</span> Directors’ Compensation: Analyzing the Multilevel Factors That Exert the Greatest Influence</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Isabel%20Acero">Isabel Acero</a>, <a href="https://publications.waset.org/abstracts/search?q=Nuria%20Alcalde"> Nuria Alcalde</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The economic crisis and notorious corporate scandals have caused social indignation and sparked the debate concerning the underlying rationality of the compensation that directors receive. In this context, this study examines the determinants of the remuneration of directors in listed Spanish companies using individualized data. A multilevel methodology appropriate for this type of data has been used that allows us to differentiate between inter-company variations and intra-company variations. The results show that company size is the variable (at the company level) that exerts the greatest influence on the level of director´s compensation. One surprising finding is that the presence of independent directors on the board has a positive influence on remuneration. At the individual level, tenure and experience have a significant influence on the level of compensation, while the director´s level of education does not appear to have an effect on it. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=board%20of%20directors" title="board of directors">board of directors</a>, <a href="https://publications.waset.org/abstracts/search?q=compensation" title=" compensation"> compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=experience" title=" experience"> experience</a>, <a href="https://publications.waset.org/abstracts/search?q=multilevel" title=" multilevel"> multilevel</a>, <a href="https://publications.waset.org/abstracts/search?q=tenure" title=" tenure"> tenure</a> </p> <a href="https://publications.waset.org/abstracts/87177/directors-compensation-analyzing-the-multilevel-factors-that-exert-the-greatest-influence" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/87177.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">339</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1575</span> Business-to-Business Deals Based on a Co-Utile Collaboration Mechanism: Designing Trust Company of the Future</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Riccardo%20Bonazzi">Riccardo Bonazzi</a>, <a href="https://publications.waset.org/abstracts/search?q=Micha%C3%ABl%20Poli"> Michaël Poli</a>, <a href="https://publications.waset.org/abstracts/search?q=Abeba%20Nigussie%20Turi"> Abeba Nigussie Turi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper presents an applied research of a new module for the financial administration and management industry, Personalizable and Automated Checklists Integrator, Overseeing Legal Investigations (PACIOLI). It aims at designing the business model of the trust company of the future. By identifying the key stakeholders, we draw a general business process design of the industry. The business model focuses on disintermediating the traditional form of business through the new technological solutions of a software company based in Switzerland and hence creating a new interactive platform. The key stakeholders of this interactive platform are identified as IT experts, legal experts, and the New Edge Trust Company (NATC). The mechanism we design and propose has a great importance in improving the efficiency of the financial business administration and management industry, and it also helps to foster the provision of high value added services in the sector. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=new%20edge%20trust%20company" title="new edge trust company">new edge trust company</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20design" title=" business model design"> business model design</a>, <a href="https://publications.waset.org/abstracts/search?q=automated%20checklists" title=" automated checklists"> automated checklists</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20technology" title=" financial technology"> financial technology</a> </p> <a href="https://publications.waset.org/abstracts/71678/business-to-business-deals-based-on-a-co-utile-collaboration-mechanism-designing-trust-company-of-the-future" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71678.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">372</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1574</span> Management of Small-Scale Companies in Nigeria. Case Study of Problems Faced by Entrepreneurs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aderemi">Aderemi</a>, <a href="https://publications.waset.org/abstracts/search?q=Moses%20Aderibigbe"> Moses Aderibigbe</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The supply chain of a manufacturing company can be classified into three categories, namely: 1) supplier chain, these are a network of suppliers of raw materials, machinery, and other requirements for daily operations for the company; 2) internal chain, which are departmental or functional relationships within the organization like production, finance, marketing, logistic and quality control departments all interacting together to achieve the goals and objective of the company; and 3) customer chain; these are networks used for products distribution to the final consumer which includes the product distributors and retailers in the marketplace as may be applicable. In a developing country like Nigeria, where government infrastructures are poor or, in some cases, none in existence, the survival of a small-scale manufacturing company often depends on how effectively its supply chain is managed. In Nigeria, suppliers of machinery and raw materials to most manufacturing companies are from low-cost but high-tech countries like China or India. The problem with the supply chain from these countries apart from the language barrier between these countries and Nigeria, is also that of product quality and after-sales support services. The internal chain also requires funding to employ an experienced and trained workforce to deliver the company’s goals and objectives effectively and efficiently, which is always a challenge for small-scale manufacturers, including product marketing. In Nigeria, the management of the supply chain by small-scale manufacturers is further complicated by unfavourable government policies. This empirical research is a review and analysis of the supply chain management of a small-scale manufacturing company located in Lagos, Nigeria. The company's performance for the past five years has been on the decline and company management thinks there is a need for a review of its supply chain management for business survival. The company’s supply chain is analyzed and compared with best global practices in this research, and recommendations are made to the company management. The research outcome justifies the company’s need for a strategic change in its supply chain management for business sustainability and provides a learning point to small-scale manufacturing companies from developing countries in Africa <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management" title="management">management</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20scale" title=" small scale"> small scale</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain" title=" supply chain"> supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=companies" title=" companies"> companies</a>, <a href="https://publications.waset.org/abstracts/search?q=leaders" title=" leaders"> leaders</a> </p> <a href="https://publications.waset.org/abstracts/192192/management-of-small-scale-companies-in-nigeria-case-study-of-problems-faced-by-entrepreneurs" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/192192.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">23</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1573</span> A Financial Analysis of the Current State of IKEA: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Isabela%20Vieira">Isabela Vieira</a>, <a href="https://publications.waset.org/abstracts/search?q=Leonor%20Carvalho%20Garcez"> Leonor Carvalho Garcez</a>, <a href="https://publications.waset.org/abstracts/search?q=Adalmiro%20Pereira"> Adalmiro Pereira</a>, <a href="https://publications.waset.org/abstracts/search?q=T%C3%A2nia%20Teixeira"> Tânia Teixeira</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the present work, we aim to analyse IKEA as a company, by focusing on its development, financial analysis and future benchmarks, as well as applying some of the knowledge learned in class, namely hedging and other financial risk mitigation solutions, to understand how IKEA navigates and protects itself from risk. The decision that led us to choose IKEA for our casework has to do with the long history of the company since the 1940s and its high internationalization in 63 different markets. The company also has clear financial reports which aided us in the making of the present essay and naturally, was a factor that contributed to our decision. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ikea" title="Ikea">Ikea</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20risk" title=" financial risk"> financial risk</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title=" risk management"> risk management</a>, <a href="https://publications.waset.org/abstracts/search?q=hedge" title=" hedge"> hedge</a> </p> <a href="https://publications.waset.org/abstracts/186752/a-financial-analysis-of-the-current-state-of-ikea-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/186752.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">53</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1572</span> A Case Study on the Value of Corporate Social Responsibility Systems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jos%C3%A9%20M.%20Brotons">José M. Brotons</a>, <a href="https://publications.waset.org/abstracts/search?q=Manuel%20E.%20Sansalvador"> Manuel E. Sansalvador</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The relationship between Corporate Social Responsibility (CSR) and financial performance (FP) is a subject of great interest that has not yet been resolved. In this work, we have developed a new and original tool to measure this relation. The tool quantifies the value contributed to companies that are committed to CSR. The theoretical model used is the fuzzy discounted cash flow method. Two assumptions have been considered, the first, the company has implemented the IQNet SR10 certification, and the second, the company has not implemented that certification. For the first one, the growth rate used for the time horizon is the rate maintained by the company after obtaining the IQNet SR10 certificate. For the second one, both, the growth rates company prior to the implementation of the certification, and the evolution of the sector will be taken into account. By using triangular fuzzy numbers, it is possible to deal adequately with each company’s forecasts as well as the information corresponding to the sector. Once the annual growth rate of the sales is obtained, the profit and loss accounts are generated from the annual estimate sales. For the remaining elements of this account, their regression with the nets sales has been considered. The difference between these two valuations, made in a fuzzy environment, allows obtaining the value of the IQNet SR10 certification. Although this study presents an innovative methodology to quantify the relation between CSR and FP, the authors are aware that only one company has been analyzed. This is precisely the main limitation of this study which in turn opens up an interesting line for future research: to broaden the sample of companies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title="corporate social responsibility">corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=case%20study" title=" case study"> case study</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20performance" title=" financial performance"> financial performance</a>, <a href="https://publications.waset.org/abstracts/search?q=company%20valuation" title=" company valuation"> company valuation</a> </p> <a href="https://publications.waset.org/abstracts/85041/a-case-study-on-the-value-of-corporate-social-responsibility-systems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85041.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">187</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1571</span> Classification of Factors Influencing Buyer-Supplier Relationship: A Case Study from the Cement Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alberto%20Piatto">Alberto Piatto</a>, <a href="https://publications.waset.org/abstracts/search?q=Zaza%20Nadja%20Lee%20Hansen"> Zaza Nadja Lee Hansen</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter%20Jacobsen"> Peter Jacobsen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper examines the quantitative and qualitative factors influencing the buyer-supplier relationship. Understanding and acting on the right factors influencing supplier relationship management is crucial when a company outsource an important part of its business as it can be for engineering to order (ETO) company executing only the designing part in-house. Acting on these factors increase the quality of the relationship obtaining for both parties what they want and expect from an improved relationship. Best practices in supplier relationship management are considered and a case study of a large global company, called Cement A/S, operating in the cement business is carried out. One study is conducted including a large international company and hundreds of its suppliers. Data from the company is collected using semi-structured interviews and data from the suppliers is collected using a survey. Based on these inputs and an extensive literature review a classification of factors influencing the relationship buyer-supplier is presented and discussed. The results show that different managers among the company are assessing supplier from various perspectives, a standard approach to measure the performance of suppliers does not exist. The factors used nowadays in the company to measure performances of the suppliers are mostly related to time and cost. Quality is a key factor, but it has not been addressed properly since no data are available in the system. From a practical perspective, managers can learn from this paper which factors to consider when applying best practices of Supplier Relationship Management. Furthermore, from a theoretical perspective, this paper contributes with new knowledge in the area as limited research in collaboration with the company has been conducted. For this reason, a company, its suppliers and few studies for this type of industry have been conducted. For further research, it is suggested to define the correlation of factors to the profitability of the company and calculate its impact. When conducting this analysis it is important to focus on the efficient and effective use of factors that can be measurable and accepted from the supplier. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=buyer-supplier%20relationship" title="buyer-supplier relationship">buyer-supplier relationship</a>, <a href="https://publications.waset.org/abstracts/search?q=cement%20industry" title=" cement industry"> cement industry</a>, <a href="https://publications.waset.org/abstracts/search?q=classification%20of%20factors" title=" classification of factors"> classification of factors</a>, <a href="https://publications.waset.org/abstracts/search?q=ETO" title=" ETO"> ETO</a> </p> <a href="https://publications.waset.org/abstracts/86944/classification-of-factors-influencing-buyer-supplier-relationship-a-case-study-from-the-cement-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/86944.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">282</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=company%20value&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=company%20value&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=company%20value&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=company%20value&page=5">5</a></li> <li class="page-item"><a class="page-link" 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