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overflow: hidden; text-overflow: ellipsis; -webkit-line-clamp: 3; -webkit-box-orient: vertical; }</style><div class="col-xs-12 clearfix"><div class="u-floatLeft"><h1 class="PageHeader-title u-m0x u-fs30">Corporate</h1><div class="u-tcGrayDark">4,720 Followers</div><div class="u-tcGrayDark u-mt2x">Recent papers in <b>Corporate</b></div></div></div></div></div></div><div class="TabbedNavigation"><div class="container"><div class="row"><div class="col-xs-12 clearfix"><ul class="nav u-m0x u-p0x list-inline u-displayFlex"><li class="active"><a href="https://www.academia.edu/Documents/in/Corporate">Top Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Corporate/MostCited">Most Cited Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Corporate/MostDownloaded">Most Downloaded Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Corporate/MostRecent">Newest Papers</a></li><li><a class="" href="https://www.academia.edu/People/Corporate">People</a></li></ul></div><style type="text/css">ul.nav{flex-direction:row}@media(max-width: 567px){ul.nav{flex-direction:column}.TabbedNavigation li{max-width:100%}.TabbedNavigation li.active{background-color:var(--background-grey, #dddde2)}.TabbedNavigation li.active:before,.TabbedNavigation li.active:after{display:none}}</style></div></div></div><div class="container"><div class="row"><div class="col-xs-12"><div class="u-displayFlex"><div class="u-flexGrow1"><div class="works"><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_37035301" data-work_id="37035301" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37035301/Measuring_corporate_real_estate_asset_management_performance">Measuring corporate real estate asset management performance</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Seventh PRRES Conference, Canterbury, 21-23 January 2002 Measuring Corporate Real Estate Asset Management Performance John McDonagh, Senior Lecturer Property Group, Lincoln University, Canterbury. Key Words corporate, real estate, asset... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_37035301" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Seventh PRRES Conference, Canterbury, 21-23 January 2002 Measuring Corporate Real Estate Asset Management Performance John McDonagh, Senior Lecturer Property Group, Lincoln University, Canterbury. 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data-card-contents-for-ri="95152" type="text/json">{"id":95152,"name":"SEMANTIC WEB TECHNOLOGY","url":"https://www.academia.edu/Documents/in/SEMANTIC_WEB_TECHNOLOGY?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=300221]'), work: {"id":300221,"title":"Semantic Search on Heterogeneous Wiki Systems","created_at":"2010-08-18T00:31:12.840-07:00","url":"https://www.academia.edu/300221/Semantic_Search_on_Heterogeneous_Wiki_Systems?f_ri=264253","dom_id":"work_300221","summary":null,"downloadable_attachments":[{"id":1429883,"asset_id":300221,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":234807,"first_name":"Fabrizio","last_name":"Orlandi","domain_name":"bonn","page_name":"FabrizioOrlandi","display_name":"Fabrizio Orlandi","profile_url":"https://bonn.academia.edu/FabrizioOrlandi?f_ri=264253","photo":"https://0.academia-photos.com/234807/2672364/4865251/s65_fabrizio.orlandi.png"}],"research_interests":[{"id":11119,"name":"User Interface","url":"https://www.academia.edu/Documents/in/User_Interface?f_ri=264253","nofollow":false},{"id":11732,"name":"Linked Data","url":"https://www.academia.edu/Documents/in/Linked_Data?f_ri=264253","nofollow":false},{"id":17711,"name":"Semantic Web","url":"https://www.academia.edu/Documents/in/Semantic_Web?f_ri=264253","nofollow":false},{"id":95152,"name":"SEMANTIC WEB TECHNOLOGY","url":"https://www.academia.edu/Documents/in/SEMANTIC_WEB_TECHNOLOGY?f_ri=264253","nofollow":false},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253"},{"id":361018,"name":"Semantic Search","url":"https://www.academia.edu/Documents/in/Semantic_Search?f_ri=264253"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_30290028" data-work_id="30290028" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/30290028/The_effects_of_venture_capital_syndicate_diversity_on_earnings_management_and_performance_of_IPOs_in_the_US_and_UK_An_institutional_perspective">The effects of venture capital syndicate diversity on earnings management and performance of IPOs in the US and UK: An institutional perspective</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/30290028" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa 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itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="34473565" href="https://independent.academia.edu/RobertHoskisson">Robert Hoskisson</a><script data-card-contents-for-user="34473565" type="text/json">{"id":34473565,"first_name":"Robert","last_name":"Hoskisson","domain_name":"independent","page_name":"RobertHoskisson","display_name":"Robert Hoskisson","profile_url":"https://independent.academia.edu/RobertHoskisson?f_ri=264253","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_30290028 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="30290028"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 30290028, container: ".js-paper-rank-work_30290028", }); });</script></li><li class="js-percentile-work_30290028 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 30290028; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_30290028"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_30290028 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="30290028"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 30290028; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=30290028]").text(description); $(".js-view-count-work_30290028").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_30290028").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="30290028"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5775" href="https://www.academia.edu/Documents/in/Earnings_Management">Earnings Management</a>, <script data-card-contents-for-ri="5775" type="text/json">{"id":5775,"name":"Earnings Management","url":"https://www.academia.edu/Documents/in/Earnings_Management?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="7292" href="https://www.academia.edu/Documents/in/Corporate_Finance">Corporate Finance</a>, <script data-card-contents-for-ri="7292" type="text/json">{"id":7292,"name":"Corporate Finance","url":"https://www.academia.edu/Documents/in/Corporate_Finance?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="15843" href="https://www.academia.edu/Documents/in/Venture_Capital">Venture Capital</a>, <script data-card-contents-for-ri="15843" type="text/json">{"id":15843,"name":"Venture Capital","url":"https://www.academia.edu/Documents/in/Venture_Capital?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="63804" href="https://www.academia.edu/Documents/in/Institutions">Institutions</a><script data-card-contents-for-ri="63804" type="text/json">{"id":63804,"name":"Institutions","url":"https://www.academia.edu/Documents/in/Institutions?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=30290028]'), work: {"id":30290028,"title":"The effects of venture capital syndicate diversity on earnings management and performance of IPOs in the US and UK: An institutional perspective","created_at":"2016-12-06T11:50:16.495-08:00","url":"https://www.academia.edu/30290028/The_effects_of_venture_capital_syndicate_diversity_on_earnings_management_and_performance_of_IPOs_in_the_US_and_UK_An_institutional_perspective?f_ri=264253","dom_id":"work_30290028","summary":null,"downloadable_attachments":[{"id":50750999,"asset_id":30290028,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":34473565,"first_name":"Robert","last_name":"Hoskisson","domain_name":"independent","page_name":"RobertHoskisson","display_name":"Robert Hoskisson","profile_url":"https://independent.academia.edu/RobertHoskisson?f_ri=264253","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":5775,"name":"Earnings Management","url":"https://www.academia.edu/Documents/in/Earnings_Management?f_ri=264253","nofollow":false},{"id":7292,"name":"Corporate Finance","url":"https://www.academia.edu/Documents/in/Corporate_Finance?f_ri=264253","nofollow":false},{"id":15843,"name":"Venture Capital","url":"https://www.academia.edu/Documents/in/Venture_Capital?f_ri=264253","nofollow":false},{"id":63804,"name":"Institutions","url":"https://www.academia.edu/Documents/in/Institutions?f_ri=264253","nofollow":false},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253"},{"id":315024,"name":"Initial Public Offerings","url":"https://www.academia.edu/Documents/in/Initial_Public_Offerings?f_ri=264253"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_21487080" data-work_id="21487080" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/21487080/Are_family_firms_really_superior_performers">Are family firms really superior performers?</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/21487080" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="815d7bd9d3be4028e8e235c85f117714" rel="nofollow" data-download="{"attachment_id":41913853,"asset_id":21487080,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/41913853/download_file?st=MTczMjk3OTM5Myw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="42572217" href="https://independent.academia.edu/AlbertCannella">Albert Cannella</a><script data-card-contents-for-user="42572217" type="text/json">{"id":42572217,"first_name":"Albert","last_name":"Cannella","domain_name":"independent","page_name":"AlbertCannella","display_name":"Albert Cannella","profile_url":"https://independent.academia.edu/AlbertCannella?f_ri=264253","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_21487080 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="21487080"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 21487080, container: ".js-paper-rank-work_21487080", }); });</script></li><li class="js-percentile-work_21487080 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 21487080; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_21487080"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_21487080 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="21487080"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 21487080; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=21487080]").text(description); $(".js-view-count-work_21487080").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_21487080").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="21487080"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="2315" href="https://www.academia.edu/Documents/in/Family_Business">Family Business</a>, <script data-card-contents-for-ri="2315" type="text/json">{"id":2315,"name":"Family Business","url":"https://www.academia.edu/Documents/in/Family_Business?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="7292" href="https://www.academia.edu/Documents/in/Corporate_Finance">Corporate Finance</a>, <script data-card-contents-for-ri="7292" type="text/json">{"id":7292,"name":"Corporate Finance","url":"https://www.academia.edu/Documents/in/Corporate_Finance?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="39900" href="https://www.academia.edu/Documents/in/Firm_Performance">Firm Performance</a>, <script data-card-contents-for-ri="39900" type="text/json">{"id":39900,"name":"Firm Performance","url":"https://www.academia.edu/Documents/in/Firm_Performance?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="169825" href="https://www.academia.edu/Documents/in/Family_Firm">Family Firm</a><script data-card-contents-for-ri="169825" type="text/json">{"id":169825,"name":"Family Firm","url":"https://www.academia.edu/Documents/in/Family_Firm?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=21487080]'), work: {"id":21487080,"title":"Are family firms really superior performers?","created_at":"2016-02-02T19:35:45.676-08:00","url":"https://www.academia.edu/21487080/Are_family_firms_really_superior_performers?f_ri=264253","dom_id":"work_21487080","summary":null,"downloadable_attachments":[{"id":41913853,"asset_id":21487080,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":42572217,"first_name":"Albert","last_name":"Cannella","domain_name":"independent","page_name":"AlbertCannella","display_name":"Albert Cannella","profile_url":"https://independent.academia.edu/AlbertCannella?f_ri=264253","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":2315,"name":"Family Business","url":"https://www.academia.edu/Documents/in/Family_Business?f_ri=264253","nofollow":false},{"id":7292,"name":"Corporate Finance","url":"https://www.academia.edu/Documents/in/Corporate_Finance?f_ri=264253","nofollow":false},{"id":39900,"name":"Firm Performance","url":"https://www.academia.edu/Documents/in/Firm_Performance?f_ri=264253","nofollow":false},{"id":169825,"name":"Family Firm","url":"https://www.academia.edu/Documents/in/Family_Firm?f_ri=264253","nofollow":false},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253"},{"id":398499,"name":"Random sampling","url":"https://www.academia.edu/Documents/in/Random_sampling?f_ri=264253"},{"id":900542,"name":"Selection Bias","url":"https://www.academia.edu/Documents/in/Selection_Bias?f_ri=264253"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_68021876" data-work_id="68021876" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/68021876/Comment_on_The_Love_Song_of_J_Alfred_Prufrock_With_Reference_to_T_e_hulme_sromanticism_and_Classicism">Comment on The Love Song of J. Alfred Prufrock With Reference to T.e.hulme’sromanticism and Classicism</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper aims at reading The Love Song of J. Alfred Prufrock with respect to T.E.Hulme’s argument in Romanticism and Classicism. The researchers try to apply T.E.Hulme’s notion of Romanticism and Classicism on dramas and poems. The Love... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_68021876" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper aims at reading The Love Song of J. Alfred Prufrock with respect to T.E.Hulme’s argument in Romanticism and Classicism. The researchers try to apply T.E.Hulme’s notion of Romanticism and Classicism on dramas and poems. The Love Song of J. Alfred Prufrock poem will be examined and illustrated from two differing but independent classical and romantic perspective based on Hulme’s definitions. It shows that the poem contain characteristics of both classical and romantic art forms. The effect of Hulme’s notion can be seen particularly clearly in the works of T.S.Eliot and other poets of the 1930’s. T.E.Hulme’s insistence on order and exactness sowed the seed of ‘Classical revival”, to which Eliot contribute a great deal in his poems.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/68021876" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e20d3221601347e571088313aa50058e" rel="nofollow" data-download="{"attachment_id":78650087,"asset_id":68021876,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/78650087/download_file?st=MTczMjk3OTM5Myw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="15353971" href="https://independent.academia.edu/KunjalLotwala">Kunjal Lotwala</a><script data-card-contents-for-user="15353971" type="text/json">{"id":15353971,"first_name":"Kunjal","last_name":"Lotwala","domain_name":"independent","page_name":"KunjalLotwala","display_name":"Kunjal Lotwala","profile_url":"https://independent.academia.edu/KunjalLotwala?f_ri=264253","photo":"https://0.academia-photos.com/15353971/4140951/4825254/s65_kunjal.lotwala.jpg"}</script></span></span></li><li class="js-paper-rank-work_68021876 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="68021876"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 68021876, container: ".js-paper-rank-work_68021876", }); 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Alfred Prufrock With Reference to T.e.hulme’sromanticism and Classicism","created_at":"2022-01-13T18:37:42.186-08:00","url":"https://www.academia.edu/68021876/Comment_on_The_Love_Song_of_J_Alfred_Prufrock_With_Reference_to_T_e_hulme_sromanticism_and_Classicism?f_ri=264253","dom_id":"work_68021876","summary":"This paper aims at reading The Love Song of J. Alfred Prufrock with respect to T.E.Hulme’s argument in Romanticism and Classicism. The researchers try to apply T.E.Hulme’s notion of Romanticism and Classicism on dramas and poems. The Love Song of J. Alfred Prufrock poem will be examined and illustrated from two differing but independent classical and romantic perspective based on Hulme’s definitions. It shows that the poem contain characteristics of both classical and romantic art forms. The effect of Hulme’s notion can be seen particularly clearly in the works of T.S.Eliot and other poets of the 1930’s. T.E.Hulme’s insistence on order and exactness sowed the seed of ‘Classical revival”, to which Eliot contribute a great deal in his poems.","downloadable_attachments":[{"id":78650087,"asset_id":68021876,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":15353971,"first_name":"Kunjal","last_name":"Lotwala","domain_name":"independent","page_name":"KunjalLotwala","display_name":"Kunjal Lotwala","profile_url":"https://independent.academia.edu/KunjalLotwala?f_ri=264253","photo":"https://0.academia-photos.com/15353971/4140951/4825254/s65_kunjal.lotwala.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=264253","nofollow":false},{"id":47,"name":"Finance","url":"https://www.academia.edu/Documents/in/Finance?f_ri=264253","nofollow":false},{"id":48,"name":"Engineering","url":"https://www.academia.edu/Documents/in/Engineering?f_ri=264253","nofollow":false},{"id":128,"name":"History","url":"https://www.academia.edu/Documents/in/History?f_ri=264253","nofollow":false},{"id":261,"name":"Geography","url":"https://www.academia.edu/Documents/in/Geography?f_ri=264253"},{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=264253"},{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=264253"},{"id":724,"name":"Economics","url":"https://www.academia.edu/Documents/in/Economics?f_ri=264253"},{"id":994,"name":"Journalism","url":"https://www.academia.edu/Documents/in/Journalism?f_ri=264253"},{"id":1837,"name":"Designing","url":"https://www.academia.edu/Documents/in/Designing?f_ri=264253"},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=264253"},{"id":4758,"name":"Electronics","url":"https://www.academia.edu/Documents/in/Electronics?f_ri=264253"},{"id":16346,"name":"Arts","url":"https://www.academia.edu/Documents/in/Arts?f_ri=264253"},{"id":17580,"name":"Human Resources","url":"https://www.academia.edu/Documents/in/Human_Resources?f_ri=264253"},{"id":22464,"name":"Intellectual Property Rights","url":"https://www.academia.edu/Documents/in/Intellectual_Property_Rights?f_ri=264253"},{"id":22983,"name":"Electrical","url":"https://www.academia.edu/Documents/in/Electrical?f_ri=264253"},{"id":43349,"name":"Fine Arts","url":"https://www.academia.edu/Documents/in/Fine_Arts?f_ri=264253"},{"id":52982,"name":"Commerce","url":"https://www.academia.edu/Documents/in/Commerce?f_ri=264253"},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253"},{"id":638182,"name":"Home Science","url":"https://www.academia.edu/Documents/in/Home_Science?f_ri=264253"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_5878135" data-work_id="5878135" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/5878135/Gender_Top_Management_Compensation_Gap_and_Company_Performance_Tournament_versus_Behavioral_Theory">Gender, Top Management Compensation Gap, and Company Performance: Tournament versus Behavioral Theory</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Manuscript Type: EmpiricalResearch Question/Issue: This study is among the first to investigate the impact of gender on the relationship between the compensation gap of the CEO and Vice-Presidents on company performance, testing if... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_5878135" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Manuscript Type: EmpiricalResearch Question/Issue: This study is among the first to investigate the impact of gender on the relationship between the compensation gap of the CEO and Vice-Presidents on company performance, testing if companies managed by a female CEO or a male CEO follow tournament or behavioral theory. Tournament theory suggests that a large compensation gap between CEO and company Vice-Presidents (VPs) leads to higher company performance; behavioral theory states that higher performance may be achieved with a small compensation gap between CEO and VPs. Additionally the study also investigates if companies managed by a female CEO perform better, or not, than those managed by a male CEO, and if the factors that explain the compensation gap between CEO and VPs in these two groups of companies are the same, or not. Data for the investigation emanated from the USA during the period 1992 to 2004.Research Findings/Insights: The results reflect something quite new in the area – on average, companies managed by a female CEO perform better, and have a smaller compensation gap between the CEO and VPs than companies managed by a male CEO. In companies managed by a female CEO, a smaller difference in the total compensation gap between CEO and Vice-Presidents leads, on average, to higher company performance, however, when the CEO is a male, a higher compensation gap is required to obtain higher company performance. The results provide empirical support that the behavioral theory is predominant in companies managed by a female whereas tournament theory is predominant in companies managed by a male.Theoretical/Academic Implications: The paper fills an important gap in the existing literature by providing econometric evidence that males and females CEOs have a different impact on the relationship between CEO and VPs compensation gap and company performance, and that it is not indifferent to choosing a male or a female CEO in terms of company performance.Practitioner/Policy Implications: This study offers an insight to practitioners and policy makers suggesting that gender influences the relationship between the CEO and Vice-Presidents compensation gap and company performance. Boards may be able to improve company performance if they limit the compensation gap between CEO and VPs when the CEO is a female and extend it, when it is a male.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/5878135" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="5a70be616949ea9dcfae326bd614cb36" rel="nofollow" data-download="{"attachment_id":49100895,"asset_id":5878135,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/49100895/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="8684883" href="https://ipvc.academia.edu/Jo%C3%A3oVieito">João Vieito</a><script data-card-contents-for-user="8684883" type="text/json">{"id":8684883,"first_name":"João","last_name":"Vieito","domain_name":"ipvc","page_name":"JoãoVieito","display_name":"João Vieito","profile_url":"https://ipvc.academia.edu/Jo%C3%A3oVieito?f_ri=264253","photo":"https://0.academia-photos.com/8684883/2885373/3370327/s65_jo_o.vieito.jpg"}</script></span></span></li><li class="js-paper-rank-work_5878135 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="5878135"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 5878135, container: ".js-paper-rank-work_5878135", }); 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$(".js-view-count[data-work-id=5878135]").text(description); $(".js-view-count-work_5878135").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_5878135").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="5878135"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5167" href="https://www.academia.edu/Documents/in/Governance">Governance</a>, <script data-card-contents-for-ri="5167" type="text/json">{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="264253" href="https://www.academia.edu/Documents/in/Corporate">Corporate</a>, <script data-card-contents-for-ri="264253" type="text/json">{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="452510" href="https://www.academia.edu/Documents/in/Company_Performance">Company Performance</a><script data-card-contents-for-ri="452510" type="text/json">{"id":452510,"name":"Company Performance","url":"https://www.academia.edu/Documents/in/Company_Performance?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=5878135]'), work: {"id":5878135,"title":"Gender, Top Management Compensation Gap, and Company Performance: Tournament versus Behavioral Theory","created_at":"2014-01-28T21:47:33.722-08:00","url":"https://www.academia.edu/5878135/Gender_Top_Management_Compensation_Gap_and_Company_Performance_Tournament_versus_Behavioral_Theory?f_ri=264253","dom_id":"work_5878135","summary":"Manuscript Type: EmpiricalResearch Question/Issue: This study is among the first to investigate the impact of gender on the relationship between the compensation gap of the CEO and Vice-Presidents on company performance, testing if companies managed by a female CEO or a male CEO follow tournament or behavioral theory. Tournament theory suggests that a large compensation gap between CEO and company Vice-Presidents (VPs) leads to higher company performance; behavioral theory states that higher performance may be achieved with a small compensation gap between CEO and VPs. Additionally the study also investigates if companies managed by a female CEO perform better, or not, than those managed by a male CEO, and if the factors that explain the compensation gap between CEO and VPs in these two groups of companies are the same, or not. Data for the investigation emanated from the USA during the period 1992 to 2004.Research Findings/Insights: The results reflect something quite new in the area – on average, companies managed by a female CEO perform better, and have a smaller compensation gap between the CEO and VPs than companies managed by a male CEO. In companies managed by a female CEO, a smaller difference in the total compensation gap between CEO and Vice-Presidents leads, on average, to higher company performance, however, when the CEO is a male, a higher compensation gap is required to obtain higher company performance. The results provide empirical support that the behavioral theory is predominant in companies managed by a female whereas tournament theory is predominant in companies managed by a male.Theoretical/Academic Implications: The paper fills an important gap in the existing literature by providing econometric evidence that males and females CEOs have a different impact on the relationship between CEO and VPs compensation gap and company performance, and that it is not indifferent to choosing a male or a female CEO in terms of company performance.Practitioner/Policy Implications: This study offers an insight to practitioners and policy makers suggesting that gender influences the relationship between the CEO and Vice-Presidents compensation gap and company performance. Boards may be able to improve company performance if they limit the compensation gap between CEO and VPs when the CEO is a female and extend it, when it is a male.","downloadable_attachments":[{"id":49100895,"asset_id":5878135,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":8684883,"first_name":"João","last_name":"Vieito","domain_name":"ipvc","page_name":"JoãoVieito","display_name":"João Vieito","profile_url":"https://ipvc.academia.edu/Jo%C3%A3oVieito?f_ri=264253","photo":"https://0.academia-photos.com/8684883/2885373/3370327/s65_jo_o.vieito.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=264253","nofollow":false},{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=264253","nofollow":false},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253","nofollow":false},{"id":452510,"name":"Company Performance","url":"https://www.academia.edu/Documents/in/Company_Performance?f_ri=264253","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_22978978" data-work_id="22978978" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/22978978/Corporate_social_responsibility_irresponsibility_and_corruption_Introduction_to_the_special_section">Corporate social responsibility, irresponsibility, and corruption: Introduction to the special section</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/22978978" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="9e61222d59c81e4a4d230066324ffa86" rel="nofollow" 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Methodology","url":"https://www.academia.edu/Documents/in/Design_Methodology?f_ri=264253"},{"id":214678,"name":"Asset Management","url":"https://www.academia.edu/Documents/in/Asset_Management?f_ri=264253"},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253"},{"id":275988,"name":"Multiple Case Study","url":"https://www.academia.edu/Documents/in/Multiple_Case_Study?f_ri=264253"},{"id":298440,"name":"Public Service","url":"https://www.academia.edu/Documents/in/Public_Service?f_ri=264253"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_4090031" data-work_id="4090031" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/4090031/Coca_Cola_and_PepsiCo_in_South_Africa_A_Landmark_Case_in_Corporate_Social_Responsibility_Ethical_Dilemmas_and_the_Challenges_of_International_Business">Coca-Cola and PepsiCo in South Africa: A Landmark Case in Corporate Social Responsibility, Ethical Dilemmas, and the Challenges of International Business</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Complex webs of social and ethical responsibilities often make following one's business nose challenging, if not impossible. This case examines the actions of Coca-Cola and PepsiCo, as each sought to dominate the burgeoning soft drink... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4090031" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Complex webs of social and ethical responsibilities often make following one's business nose challenging, if not impossible. This case examines the actions of Coca-Cola and PepsiCo, as each sought to dominate the burgeoning soft drink market in South Africa in the years before—and immediately after—the end of that country's apartheid era.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4090031" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="cc6518254adbed1f980762a63f0cdb4f" rel="nofollow" data-download="{"attachment_id":39300482,"asset_id":4090031,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/39300482/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1204147" href="https://independent.academia.edu/CharlesMoses">Charles T Moses</a><script data-card-contents-for-user="1204147" type="text/json">{"id":1204147,"first_name":"Charles","last_name":"Moses","domain_name":"independent","page_name":"CharlesMoses","display_name":"Charles T Moses","profile_url":"https://independent.academia.edu/CharlesMoses?f_ri=264253","photo":"https://0.academia-photos.com/1204147/432796/133132321/s65_charles.moses.jpeg"}</script></span></span></li><li class="js-paper-rank-work_4090031 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="4090031"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 4090031, container: ".js-paper-rank-work_4090031", }); 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This case examines the actions of Coca-Cola and PepsiCo, as each sought to dominate the burgeoning soft drink market in South Africa in the years before—and immediately after—the end of that country's apartheid era.","downloadable_attachments":[{"id":39300482,"asset_id":4090031,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1204147,"first_name":"Charles","last_name":"Moses","domain_name":"independent","page_name":"CharlesMoses","display_name":"Charles T Moses","profile_url":"https://independent.academia.edu/CharlesMoses?f_ri=264253","photo":"https://0.academia-photos.com/1204147/432796/133132321/s65_charles.moses.jpeg"}],"research_interests":[{"id":814,"name":"Ethics","url":"https://www.academia.edu/Documents/in/Ethics?f_ri=264253","nofollow":false},{"id":1439,"name":"Globalization","url":"https://www.academia.edu/Documents/in/Globalization?f_ri=264253","nofollow":false},{"id":1452,"name":"Corporate Social 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}) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_37657230" data-work_id="37657230" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37657230/Communication_skills_among_polytechnic_students">Communication skills among polytechnic students</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Communication skills are one of the broad skills that are believed to be important among engineers today. The students' graduating from Polytechnic colleges lack the modern talents and skills that set the eligibility for creating for... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_37657230" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Communication skills are one of the broad skills that are believed to be important among engineers today. The students' graduating from Polytechnic colleges lack the modern talents and skills that set the eligibility for creating for recruitment in corporate companies. The students coming out with matriculation, in general, are not exposed to various nuances of English language and its utility. The English teachers of polytechnic college have a great responsibility of imparting communication and soft skills in students. The real pathetic condition prevailing in our country is that the teacher is indifferent to this and delightful in completing the syllabus and making the student score good grades in their end semester examination. Developing communication skills of the students are conveniently ignored. This paper attempts to investigate the present system and find out the possible avenues to develop the common skills especially communications skills among polytechnic students.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37657230" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="dd55d8d0ff6bb803b0901410f888226d" rel="nofollow" data-download="{"attachment_id":57644565,"asset_id":37657230,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/57644565/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="57198527" href="https://independent.academia.edu/IjariitJournal">Ijariit Journal</a><script data-card-contents-for-user="57198527" type="text/json">{"id":57198527,"first_name":"Ijariit","last_name":"Journal","domain_name":"independent","page_name":"IjariitJournal","display_name":"Ijariit Journal","profile_url":"https://independent.academia.edu/IjariitJournal?f_ri=264253","photo":"https://gravatar.com/avatar/db9d4d258089cbbe600427cb749b6b03?s=65"}</script></span></span></li><li class="js-paper-rank-work_37657230 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37657230"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37657230, container: ".js-paper-rank-work_37657230", }); 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The students' graduating from Polytechnic colleges lack the modern talents and skills that set the eligibility for creating for recruitment in corporate companies. The students coming out with matriculation, in general, are not exposed to various nuances of English language and its utility. The English teachers of polytechnic college have a great responsibility of imparting communication and soft skills in students. The real pathetic condition prevailing in our country is that the teacher is indifferent to this and delightful in completing the syllabus and making the student score good grades in their end semester examination. Developing communication skills of the students are conveniently ignored. 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href="https://www.academia.edu/Documents/in/Corporate">Corporate</a>, <script data-card-contents-for-ri="264253" type="text/json">{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="380315" href="https://www.academia.edu/Documents/in/Public_Administration_and_Policy">Public Administration and Policy</a><script data-card-contents-for-ri="380315" type="text/json">{"id":380315,"name":"Public Administration and Policy","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Policy?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=23023201]'), work: {"id":23023201,"title":"Strategies in Sustainable Supply Chain Management: An Empirical Investigation of Large German 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})();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_668640 coauthored" data-work_id="668640" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/668640/CSR_communication_intensity_in_Chinese_and_Indian_multinational_companies">CSR communication intensity in Chinese and Indian multinational companies</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/668640" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="231848d87bf6024fede1bd7b211b3c18" rel="nofollow" data-download="{"attachment_id":3711959,"asset_id":668640,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/3711959/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="39351149" href="https://independent.academia.edu/LiShaomin">Shaomin Li</a><script data-card-contents-for-user="39351149" type="text/json">{"id":39351149,"first_name":"Shaomin","last_name":"Li","domain_name":"independent","page_name":"LiShaomin","display_name":"Shaomin Li","profile_url":"https://independent.academia.edu/LiShaomin?f_ri=264253","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-668640">+1</span><div class="hidden js-additional-users-668640"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://colman.academia.edu/IlanAlon">Ilan Alon</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-668640'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return 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u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">10</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="1452" href="https://www.academia.edu/Documents/in/Corporate_Social_Responsibility">Corporate Social Responsibility</a>, <script data-card-contents-for-ri="1452" type="text/json">{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="11395" href="https://www.academia.edu/Documents/in/Economic_Development">Economic Development</a>, <script data-card-contents-for-ri="11395" type="text/json">{"id":11395,"name":"Economic Development","url":"https://www.academia.edu/Documents/in/Economic_Development?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="12108" href="https://www.academia.edu/Documents/in/China">China</a><script data-card-contents-for-ri="12108" type="text/json">{"id":12108,"name":"China","url":"https://www.academia.edu/Documents/in/China?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=668640]'), work: {"id":668640,"title":"CSR communication intensity in Chinese and Indian multinational 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Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="47" href="https://www.academia.edu/Documents/in/Finance">Finance</a>, <script data-card-contents-for-ri="47" type="text/json">{"id":47,"name":"Finance","url":"https://www.academia.edu/Documents/in/Finance?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="814" href="https://www.academia.edu/Documents/in/Ethics">Ethics</a><script data-card-contents-for-ri="814" type="text/json">{"id":814,"name":"Ethics","url":"https://www.academia.edu/Documents/in/Ethics?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=5370701]'), work: {"id":5370701,"title":"Corporate Governance and Business 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js-work-card work_19928135" data-work_id="19928135" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/19928135/Should_you_offer_a_job_to_your_external_auditor">Should you offer a job to your external auditor?</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/19928135" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e45854d5f24b0c8f2d04d88adeb0103b" rel="nofollow" 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class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37035340/Measuring_corporate_real_estate_asset_management_performance">Measuring corporate real estate asset management performance</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37035340" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="711b8eae25307eca74168be413a1a5ec" rel="nofollow" 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window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_37035340"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_37035340 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="37035340"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 37035340; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=37035340]").text(description); $(".js-view-count-work_37035340").attr('title', description).tooltip(); }); });</script></span><script>$(function() { 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Estate","url":"https://www.academia.edu/Documents/in/Corporate_Real_Estate?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="6603" href="https://www.academia.edu/Documents/in/Property">Property</a>, <script data-card-contents-for-ri="6603" type="text/json">{"id":6603,"name":"Property","url":"https://www.academia.edu/Documents/in/Property?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="9043" href="https://www.academia.edu/Documents/in/Performance">Performance</a><script data-card-contents-for-ri="9043" type="text/json">{"id":9043,"name":"Performance","url":"https://www.academia.edu/Documents/in/Performance?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=37035340]'), work: {"id":37035340,"title":"Measuring corporate real estate asset management 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organization running smoothly with continuous input from our owners/customers. The major components of TQM are quality information, rewards for results, cooperation, secured jobs, fairness, equitable compensation,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_11924112" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">TQM means keeping the organization running smoothly with continuous input from our owners/customers. The major components of TQM are quality information, rewards for results, cooperation, secured jobs, fairness, equitable compensation, employees ownership stake etc the guiding principles are customer satisfaction safety, elimination of errors and defects, continuous improvement, employee empowerment etc The major constraints are lack of top management support, commitment, over dependence on computerized quality control, no market research, management by fear etc .</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/11924112" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1db23a2ccb743ce0f6df9311be3b1b0d" rel="nofollow" data-download="{"attachment_id":37290961,"asset_id":11924112,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37290961/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="29460855" href="https://independent.academia.edu/AsianBusinessReview">Asian Business Review</a><script data-card-contents-for-user="29460855" type="text/json">{"id":29460855,"first_name":"Asian Business","last_name":"Review","domain_name":"independent","page_name":"AsianBusinessReview","display_name":"Asian Business Review","profile_url":"https://independent.academia.edu/AsianBusinessReview?f_ri=264253","photo":"https://0.academia-photos.com/29460855/8439099/9433466/s65_asian_business.review.jpg"}</script></span></span></li><li class="js-paper-rank-work_11924112 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="11924112"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 11924112, container: ".js-paper-rank-work_11924112", }); 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$(".js-view-count[data-work-id=11924112]").text(description); $(".js-view-count-work_11924112").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_11924112").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="11924112"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1826" href="https://www.academia.edu/Documents/in/Quality">Quality</a>, <script data-card-contents-for-ri="1826" type="text/json">{"id":1826,"name":"Quality","url":"https://www.academia.edu/Documents/in/Quality?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="69150" href="https://www.academia.edu/Documents/in/ISO_standards">ISO standards</a>, <script data-card-contents-for-ri="69150" type="text/json">{"id":69150,"name":"ISO standards","url":"https://www.academia.edu/Documents/in/ISO_standards?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="128227" href="https://www.academia.edu/Documents/in/Global_Marketing">Global Marketing</a>, <script data-card-contents-for-ri="128227" type="text/json">{"id":128227,"name":"Global Marketing","url":"https://www.academia.edu/Documents/in/Global_Marketing?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="170379" href="https://www.academia.edu/Documents/in/Manager">Manager</a><script data-card-contents-for-ri="170379" type="text/json">{"id":170379,"name":"Manager","url":"https://www.academia.edu/Documents/in/Manager?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=11924112]'), work: {"id":11924112,"title":"Total Quality Management as a Tool for Decision Making","created_at":"2015-04-13T06:36:49.164-07:00","url":"https://www.academia.edu/11924112/Total_Quality_Management_as_a_Tool_for_Decision_Making?f_ri=264253","dom_id":"work_11924112","summary":"TQM means keeping the organization running smoothly with continuous input from our owners/customers. 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class="summarized">CSR in Afghanistan is still in stage two of its evolution, where corporations consider their social engagement as a form of charity and channel the same through their charitable givings by business owners. There are no laws, rules or... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_40118964" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">CSR in Afghanistan is still in stage two of its evolution, where corporations consider their social engagement as a form of charity and channel the same through their charitable givings by business owners.  There are no laws, rules or regulations to guide the work of CSR does not exist.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/40118964" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="eb54766f6789c9807fa67b6c8c5df6a9" rel="nofollow" data-download="{"attachment_id":60332054,"asset_id":40118964,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/60332054/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="105192912" href="https://independent.academia.edu/RafaatLudin">Rafaat Ludin</a><script data-card-contents-for-user="105192912" type="text/json">{"id":105192912,"first_name":"Rafaat","last_name":"Ludin","domain_name":"independent","page_name":"RafaatLudin","display_name":"Rafaat Ludin","profile_url":"https://independent.academia.edu/RafaatLudin?f_ri=264253","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_40118964 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="40118964"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 40118964, container: ".js-paper-rank-work_40118964", }); 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href="https://www.academia.edu/31318015/Country_Risk_Within_CEE_Area_Empirical_Perspective_on_Corporate_Cost_of_Equity">Country Risk Within CEE Area: Empirical Perspective on Corporate Cost of Equity</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">ABSTRACT: This paper studies corporate exposure to country risk from the perspective of the cost of equity. Indeed, corporations located into emerging countries are perceived as being riskier; therefore, investors require higher returns... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_31318015" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">ABSTRACT: This paper studies corporate exposure to country risk from the perspective of the cost of equity. Indeed, corporations located into emerging countries are perceived as being riskier; therefore, investors require higher returns which increase the financing costs ...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/31318015" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="dc060331a863f31ed0b5f9beb62935da" rel="nofollow" data-download="{"attachment_id":51767784,"asset_id":31318015,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/51767784/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="44457109" href="https://ase.academia.edu/PetreBrezeanu">Petre Brezeanu</a><script data-card-contents-for-user="44457109" type="text/json">{"id":44457109,"first_name":"Petre","last_name":"Brezeanu","domain_name":"ase","page_name":"PetreBrezeanu","display_name":"Petre Brezeanu","profile_url":"https://ase.academia.edu/PetreBrezeanu?f_ri=264253","photo":"https://0.academia-photos.com/44457109/61892211/50175968/s65_petre.brezeanu.png"}</script></span></span></li><li class="js-paper-rank-work_31318015 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="31318015"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 31318015, container: ".js-paper-rank-work_31318015", }); 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Engaged and loyal... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_50315835" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In today’s skill and expertise intensive organizations, which are characterized by rapid growth and unimpeded access to information and resources, organizational subsistence demands augmented employee performance. Engaged and loyal employees are considered vital elements for organizational existence and accomplishments. Research suggests that the quality of employment relationship is significantly affected by employees’ psychological contract. The study augments to the theory of the PC by investigating one of the important factors underlying the distinctive nature of the Psychological Contract. A psychological contract encloses personal beliefs and expectations considering the terms and conditions of the employer-employee exchange relationship. The existing literatures tends to develop a strong linkage between five factors of personality and psychological contract in different population. Broadly speaking, personality characteristics ie. extraversion, conscientiousness, neuroticism, agreeableness, openness also known as Goldberg’s Big Five Personality factors, appears to have a strong role in formation of Psychological contract, these characteristics also helps in predicting the breach of Psychological Contract. Therefore, this study throws light on the effect of personality dimensions on the formation of Psychological Contract.Previous research also shows that Psychological Contract is a useful framework for examining the quality of employee-organization relationship. It also reveals a connection between Psychological contract & employee engagement. The study confers that Psychological state of an employee is a strong predictor of his engagement with the organization therefore the role of Psychological Contract cannot be overlooked in such a scenario. The study contributes towards the better understanding of the more relevant measures of Personality as a precursor and Employee Engagement as outcome of Psychological Contract. Implications, limitations, and future research are also discussed in the paper.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/50315835" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c457f8c5368ac3dbbecb535a0a023aa4" rel="nofollow" data-download="{"attachment_id":68348254,"asset_id":50315835,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/68348254/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="39122404" href="https://iaeme.academia.edu/publication">IAEME Publication</a><script data-card-contents-for-user="39122404" type="text/json">{"id":39122404,"first_name":"IAEME","last_name":"Publication","domain_name":"iaeme","page_name":"publication","display_name":"IAEME Publication","profile_url":"https://iaeme.academia.edu/publication?f_ri=264253","photo":"https://0.academia-photos.com/39122404/12178523/13563629/s65_iaeme.publication.jpg"}</script></span></span></li><li class="js-paper-rank-work_50315835 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="50315835"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 50315835, container: ".js-paper-rank-work_50315835", }); 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Engaged and loyal employees are considered vital elements for organizational existence and accomplishments. Research suggests that the quality of employment relationship is significantly affected by employees’ psychological contract. The study augments to the theory of the PC by investigating one of the important factors underlying the distinctive nature of the Psychological Contract. A psychological contract encloses personal beliefs and expectations considering the terms and conditions of the employer-employee exchange relationship. The existing literatures tends to develop a strong linkage between five factors of personality and psychological contract in different population. Broadly speaking, personality characteristics ie. extraversion, conscientiousness, neuroticism, agreeableness, openness also known as Goldberg’s Big Five Personality factors, appears to have a strong role in formation of Psychological contract, these characteristics also helps in predicting the breach of Psychological Contract. Therefore, this study throws light on the effect of personality dimensions on the formation of Psychological Contract.Previous research also shows that Psychological Contract is a useful framework for examining the quality of employee-organization relationship. It also reveals a connection between Psychological contract \u0026 employee engagement. The study confers that Psychological state of an employee is a strong predictor of his engagement with the organization therefore the role of Psychological Contract cannot be overlooked in such a scenario. The study contributes towards the better understanding of the more relevant measures of Personality as a precursor and Employee Engagement as outcome of Psychological Contract. 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Traits","url":"https://www.academia.edu/Documents/in/Personality_Traits?f_ri=264253","nofollow":false},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_21380493" data-work_id="21380493" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/21380493/Bridging_the_expectations_gap">Bridging the expectations gap</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/21380493" 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itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/18719155/Developing_an_effective_sell_side_strategy">Developing an effective sell‐side strategy</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/18719155" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1b8e5b1001c9fe5dede7dd3627fa9ed9" rel="nofollow" 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window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_18719155"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_18719155 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="18719155"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 18719155; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=18719155]").text(description); $(".js-view-count-work_18719155").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_18719155").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="18719155"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="264253" href="https://www.academia.edu/Documents/in/Corporate">Corporate</a><script data-card-contents-for-ri="264253" type="text/json">{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=18719155]'), work: {"id":18719155,"title":"Developing an effective sell‐side 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class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/349382/Attanti_attori_agenti_Facebook_e_la_celebrazione_della_quotidianit%C3%A0">Attanti, attori, agenti: Facebook e la celebrazione della quotidianità</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">ATTANTI, ATTORI, AGENTI Senso dell’azione e azione del senso Dalle teorie ai territori a cura di Massimo Leone Lexia (3-4), 2009 pp. 359-370 Attanti, attori, agenti: Facebook e la celebrazione della quotidianità Azione e reazione, si... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_349382" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">ATTANTI, ATTORI, AGENTI<br />Senso dell’azione e azione del senso<br />Dalle teorie ai territori<br />a cura di Massimo Leone<br />Lexia (3-4), 2009<br /><br />pp. 359-370<br /><br /><br />Attanti, attori, agenti: Facebook e la celebrazione della<br />quotidianità<br /><br />Azione e reazione, si è perché si fa. La capacità di agency in Facebook è il motore che alimenta il meccanismo organizzativo e di contatto del social network. Questo articolo vuole indagare quali sono le strategie comunicative (codici, tone of voice, argomentazioni, valorizzazioni) che inducono l’utente a rivestire determinati ruoli all’interno del social network e come la capacità di agency si esprima attraverso essi.<br /><br />Agency, actor, agents: Facebook and the celebration of<br />the daily life <br />Action and reaction, the capacity of agency in Facebook is the<br />engine that feeds the organizational mechanism and exploits the identities in the social network. This paper wants to investigate about the Facebook’s internal communication strategies (codes, tone of voice, argumentation, values) persuading the user to put on specifics roles and how the agency’s capacity express itself through them.<br /><br /><br />Facebook, social network, agency, semiotic, strategies</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/349382" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="627645c3ca253b245dc87435f86b79c5" rel="nofollow" data-download="{"attachment_id":1769284,"asset_id":349382,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/1769284/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="230728" href="https://unito.academia.edu/danielaghidoli">Daniela Ghidoli</a><script data-card-contents-for-user="230728" type="text/json">{"id":230728,"first_name":"Daniela","last_name":"Ghidoli","domain_name":"unito","page_name":"danielaghidoli","display_name":"Daniela Ghidoli","profile_url":"https://unito.academia.edu/danielaghidoli?f_ri=264253","photo":"https://0.academia-photos.com/230728/2677955/17349567/s65_daniela.ghidoli.jpg"}</script></span></span></li><li class="js-paper-rank-work_349382 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="349382"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 349382, container: ".js-paper-rank-work_349382", }); 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$(".js-view-count[data-work-id=349382]").text(description); $(".js-view-count-work_349382").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_349382").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="349382"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">10</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="39" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="859" href="https://www.academia.edu/Documents/in/Communication">Communication</a>, <script data-card-contents-for-ri="859" type="text/json">{"id":859,"name":"Communication","url":"https://www.academia.edu/Documents/in/Communication?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1233" href="https://www.academia.edu/Documents/in/Social_Networks">Social Networks</a>, <script data-card-contents-for-ri="1233" type="text/json">{"id":1233,"name":"Social Networks","url":"https://www.academia.edu/Documents/in/Social_Networks?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3637" href="https://www.academia.edu/Documents/in/Advertising">Advertising</a><script data-card-contents-for-ri="3637" type="text/json">{"id":3637,"name":"Advertising","url":"https://www.academia.edu/Documents/in/Advertising?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=349382]'), work: {"id":349382,"title":"Attanti, attori, agenti: Facebook e la celebrazione della quotidianità","created_at":"2010-10-15T03:39:24.126-07:00","url":"https://www.academia.edu/349382/Attanti_attori_agenti_Facebook_e_la_celebrazione_della_quotidianit%C3%A0?f_ri=264253","dom_id":"work_349382","summary":"ATTANTI, ATTORI, AGENTI\nSenso dell’azione e azione del senso\nDalle teorie ai territori\na cura di Massimo Leone\nLexia (3-4), 2009\n\npp. 359-370\n\n\nAttanti, attori, agenti: Facebook e la celebrazione della\nquotidianità\n\nAzione e reazione, si è perché si fa. La capacità di agency in Facebook è il motore che alimenta il meccanismo organizzativo e di contatto del social network. Questo articolo vuole indagare quali sono le strategie comunicative (codici, tone of voice, argomentazioni, valorizzazioni) che inducono l’utente a rivestire determinati ruoli all’interno del social network e come la capacità di agency si esprima attraverso essi.\n\nAgency, actor, agents: Facebook and the celebration of\nthe daily life \nAction and reaction, the capacity of agency in Facebook is the\nengine that feeds the organizational mechanism and exploits the identities in the social network. This paper wants to investigate about the Facebook’s internal communication strategies (codes, tone of voice, argumentation, values) persuading the user to put on specifics roles and how the agency’s capacity express itself through them.\n\n\nFacebook, social network, agency, semiotic, strategies","downloadable_attachments":[{"id":1769284,"asset_id":349382,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":230728,"first_name":"Daniela","last_name":"Ghidoli","domain_name":"unito","page_name":"danielaghidoli","display_name":"Daniela Ghidoli","profile_url":"https://unito.academia.edu/danielaghidoli?f_ri=264253","photo":"https://0.academia-photos.com/230728/2677955/17349567/s65_daniela.ghidoli.jpg"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=264253","nofollow":false},{"id":859,"name":"Communication","url":"https://www.academia.edu/Documents/in/Communication?f_ri=264253","nofollow":false},{"id":1233,"name":"Social Networks","url":"https://www.academia.edu/Documents/in/Social_Networks?f_ri=264253","nofollow":false},{"id":3637,"name":"Advertising","url":"https://www.academia.edu/Documents/in/Advertising?f_ri=264253","nofollow":false},{"id":13872,"name":"Facebook","url":"https://www.academia.edu/Documents/in/Facebook?f_ri=264253"},{"id":54779,"name":"Digital","url":"https://www.academia.edu/Documents/in/Digital?f_ri=264253"},{"id":61922,"name":"Agency","url":"https://www.academia.edu/Documents/in/Agency?f_ri=264253"},{"id":106761,"name":"Semiotic","url":"https://www.academia.edu/Documents/in/Semiotic?f_ri=264253"},{"id":110076,"name":"Strategies","url":"https://www.academia.edu/Documents/in/Strategies?f_ri=264253"},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_75235696" data-work_id="75235696" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/75235696/Corporate_Restrictions_in_Mexico_and_the_United_States">Corporate Restrictions in Mexico and the United States</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Mexico and the United States have had throughout their history very different experiences in their international relations and thus different approaches towards foreign investment. Both Mexican and American corporations looking to invest... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_75235696" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Mexico and the United States have had throughout their history very different experiences in their international relations and thus different approaches towards foreign investment. Both Mexican and American corporations looking to invest in each others countries have to face several restrictions in their attempt to conduct business. These restrictions are constantly changing as the needs and circumstances in each country change. The United States throughout most of its history has had for the most part, a very open policy towards foreign investment. Mexico has been throughout most of its history, on the other side, adopting very restrictive measures towards foreign investment. This however has changed drastically in the last two decades. It is therefore important for corporations in these countries who conduct business whith each other, or have the intention to do so, to have a good understanding of the restrictions imposed in these countries and how these might change.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/75235696" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2bd46ca640a960f21928d3c9ecf788eb" rel="nofollow" data-download="{"attachment_id":83086645,"asset_id":75235696,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/83086645/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="126849493" href="https://independent.academia.edu/DennisVictorVelasquezRios">Dennis Victor Velasquez Rios</a><script data-card-contents-for-user="126849493" type="text/json">{"id":126849493,"first_name":"Dennis Victor","last_name":"Velasquez Rios","domain_name":"independent","page_name":"DennisVictorVelasquezRios","display_name":"Dennis Victor Velasquez Rios","profile_url":"https://independent.academia.edu/DennisVictorVelasquezRios?f_ri=264253","photo":"https://0.academia-photos.com/126849493/47632407/36425629/s65_dennis_victor.velasquez_rios.jpg"}</script></span></span></li><li class="js-paper-rank-work_75235696 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="75235696"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 75235696, container: ".js-paper-rank-work_75235696", }); 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$(".js-view-count[data-work-id=75235696]").text(description); $(".js-view-count-work_75235696").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_75235696").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="75235696"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="797" href="https://www.academia.edu/Documents/in/International_Relations">International Relations</a>, <script data-card-contents-for-ri="797" type="text/json">{"id":797,"name":"International Relations","url":"https://www.academia.edu/Documents/in/International_Relations?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3180" href="https://www.academia.edu/Documents/in/International_Trade">International Trade</a>, <script data-card-contents-for-ri="3180" type="text/json">{"id":3180,"name":"International Trade","url":"https://www.academia.edu/Documents/in/International_Trade?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="98134" href="https://www.academia.edu/Documents/in/United_States">United States</a>, <script data-card-contents-for-ri="98134" type="text/json">{"id":98134,"name":"United States","url":"https://www.academia.edu/Documents/in/United_States?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="264253" href="https://www.academia.edu/Documents/in/Corporate">Corporate</a><script data-card-contents-for-ri="264253" type="text/json">{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=75235696]'), work: {"id":75235696,"title":"Corporate Restrictions in Mexico and the United States","created_at":"2022-04-02T08:06:46.790-07:00","url":"https://www.academia.edu/75235696/Corporate_Restrictions_in_Mexico_and_the_United_States?f_ri=264253","dom_id":"work_75235696","summary":"Mexico and the United States have had throughout their history very different experiences in their international relations and thus different approaches towards foreign investment. Both Mexican and American corporations looking to invest in each others countries have to face several restrictions in their attempt to conduct business. These restrictions are constantly changing as the needs and circumstances in each country change. The United States throughout most of its history has had for the most part, a very open policy towards foreign investment. Mexico has been throughout most of its history, on the other side, adopting very restrictive measures towards foreign investment. This however has changed drastically in the last two decades. It is therefore important for corporations in these countries who conduct business whith each other, or have the intention to do so, to have a good understanding of the restrictions imposed in these countries and how these might change.","downloadable_attachments":[{"id":83086645,"asset_id":75235696,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":126849493,"first_name":"Dennis Victor","last_name":"Velasquez Rios","domain_name":"independent","page_name":"DennisVictorVelasquezRios","display_name":"Dennis Victor Velasquez Rios","profile_url":"https://independent.academia.edu/DennisVictorVelasquezRios?f_ri=264253","photo":"https://0.academia-photos.com/126849493/47632407/36425629/s65_dennis_victor.velasquez_rios.jpg"}],"research_interests":[{"id":797,"name":"International Relations","url":"https://www.academia.edu/Documents/in/International_Relations?f_ri=264253","nofollow":false},{"id":3180,"name":"International Trade","url":"https://www.academia.edu/Documents/in/International_Trade?f_ri=264253","nofollow":false},{"id":98134,"name":"United States","url":"https://www.academia.edu/Documents/in/United_States?f_ri=264253","nofollow":false},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253","nofollow":false},{"id":340031,"name":"Foreign Investment","url":"https://www.academia.edu/Documents/in/Foreign_Investment?f_ri=264253"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_15826030 coauthored" data-work_id="15826030" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/15826030/Boards_of_Directors_Contribution_to_Strategy_A_Literature_Review_and_Research_Agenda">Boards of Directors' Contribution to Strategy: A Literature Review and Research Agenda</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/15826030" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="8d9136a0c97db4d102b6dc86ceaa236a" rel="nofollow" data-download="{"attachment_id":42865594,"asset_id":15826030,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/42865594/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="35009608" href="https://witten-school.academia.edu/MortenHuse">Morten Huse</a><script data-card-contents-for-user="35009608" type="text/json">{"id":35009608,"first_name":"Morten","last_name":"Huse","domain_name":"witten-school","page_name":"MortenHuse","display_name":"Morten Huse","profile_url":"https://witten-school.academia.edu/MortenHuse?f_ri=264253","photo":"https://0.academia-photos.com/35009608/18757387/23383649/s65_morten.huse.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-15826030">+1</span><div class="hidden js-additional-users-15826030"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://uva.academia.edu/HenkVolberda">Henk Volberda</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-15826030'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-15826030').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_15826030 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" 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InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="15826030"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 15826030; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=15826030]").text(description); $(".js-view-count-work_15826030").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_15826030").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="15826030"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="6426" href="https://www.academia.edu/Documents/in/Content_Analysis">Content Analysis</a>, <script data-card-contents-for-ri="6426" type="text/json">{"id":6426,"name":"Content Analysis","url":"https://www.academia.edu/Documents/in/Content_Analysis?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="26904" href="https://www.academia.edu/Documents/in/Strategic_Decision_Making">Strategic Decision Making</a>, <script data-card-contents-for-ri="26904" type="text/json">{"id":26904,"name":"Strategic Decision Making","url":"https://www.academia.edu/Documents/in/Strategic_Decision_Making?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="43202" href="https://www.academia.edu/Documents/in/Research_Agenda">Research Agenda</a><script data-card-contents-for-ri="43202" type="text/json">{"id":43202,"name":"Research Agenda","url":"https://www.academia.edu/Documents/in/Research_Agenda?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=15826030]'), work: {"id":15826030,"title":"Boards of Directors' Contribution to Strategy: A Literature Review and Research 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Volberda","profile_url":"https://uva.academia.edu/HenkVolberda?f_ri=264253","photo":"https://0.academia-photos.com/34248648/19700788/19561019/s65_henk.volberda.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=264253","nofollow":false},{"id":6426,"name":"Content Analysis","url":"https://www.academia.edu/Documents/in/Content_Analysis?f_ri=264253","nofollow":false},{"id":26904,"name":"Strategic Decision Making","url":"https://www.academia.edu/Documents/in/Strategic_Decision_Making?f_ri=264253","nofollow":false},{"id":43202,"name":"Research Agenda","url":"https://www.academia.edu/Documents/in/Research_Agenda?f_ri=264253","nofollow":false},{"id":44293,"name":"Literature Review","url":"https://www.academia.edu/Documents/in/Literature_Review?f_ri=264253"},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_37035308" data-work_id="37035308" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37035308/The_development_of_corporate_real_estate_asset_management_in_New_Zealand">The development of corporate real estate asset management in New Zealand</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37035308" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="08bf1040e64b47c24b41f0e36b6dd113" rel="nofollow" data-download="{"attachment_id":56985622,"asset_id":37035308,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/56985622/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="58705873" href="https://independent.academia.edu/JohnMcDonagh11">John McDonagh</a><script data-card-contents-for-user="58705873" type="text/json">{"id":58705873,"first_name":"John","last_name":"McDonagh","domain_name":"independent","page_name":"JohnMcDonagh11","display_name":"John McDonagh","profile_url":"https://independent.academia.edu/JohnMcDonagh11?f_ri=264253","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_37035308 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37035308"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37035308, container: ".js-paper-rank-work_37035308", }); });</script></li><li class="js-percentile-work_37035308 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span 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$(".js-view-count[data-work-id=37035308]").text(description); $(".js-view-count-work_37035308").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_37035308").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="37035308"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">17</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="41" href="https://www.academia.edu/Documents/in/Real_Estate">Real Estate</a>, <script data-card-contents-for-ri="41" type="text/json">{"id":41,"name":"Real Estate","url":"https://www.academia.edu/Documents/in/Real_Estate?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2585" href="https://www.academia.edu/Documents/in/International_Development">International Development</a>, <script data-card-contents-for-ri="2585" type="text/json">{"id":2585,"name":"International Development","url":"https://www.academia.edu/Documents/in/International_Development?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5805" href="https://www.academia.edu/Documents/in/Corporate_Real_Estate">Corporate Real Estate</a>, <script data-card-contents-for-ri="5805" type="text/json">{"id":5805,"name":"Corporate Real Estate","url":"https://www.academia.edu/Documents/in/Corporate_Real_Estate?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="7739" href="https://www.academia.edu/Documents/in/Strategic_Planning">Strategic Planning</a><script data-card-contents-for-ri="7739" type="text/json">{"id":7739,"name":"Strategic Planning","url":"https://www.academia.edu/Documents/in/Strategic_Planning?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=37035308]'), work: {"id":37035308,"title":"The development of corporate real estate asset management in New Zealand","created_at":"2018-07-12T14:48:13.871-07:00","url":"https://www.academia.edu/37035308/The_development_of_corporate_real_estate_asset_management_in_New_Zealand?f_ri=264253","dom_id":"work_37035308","summary":null,"downloadable_attachments":[{"id":56985622,"asset_id":37035308,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":58705873,"first_name":"John","last_name":"McDonagh","domain_name":"independent","page_name":"JohnMcDonagh11","display_name":"John McDonagh","profile_url":"https://independent.academia.edu/JohnMcDonagh11?f_ri=264253","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":41,"name":"Real Estate","url":"https://www.academia.edu/Documents/in/Real_Estate?f_ri=264253","nofollow":false},{"id":2585,"name":"International Development","url":"https://www.academia.edu/Documents/in/International_Development?f_ri=264253","nofollow":false},{"id":5805,"name":"Corporate Real Estate","url":"https://www.academia.edu/Documents/in/Corporate_Real_Estate?f_ri=264253","nofollow":false},{"id":7739,"name":"Strategic Planning","url":"https://www.academia.edu/Documents/in/Strategic_Planning?f_ri=264253","nofollow":false},{"id":13176,"name":"Real estate management","url":"https://www.academia.edu/Documents/in/Real_estate_management?f_ri=264253"},{"id":30485,"name":"Time series analysis","url":"https://www.academia.edu/Documents/in/Time_series_analysis?f_ri=264253"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=264253"},{"id":80657,"name":"Surveys","url":"https://www.academia.edu/Documents/in/Surveys?f_ri=264253"},{"id":116108,"name":"New Zealand","url":"https://www.academia.edu/Documents/in/New_Zealand?f_ri=264253"},{"id":116526,"name":"Graduate Student","url":"https://www.academia.edu/Documents/in/Graduate_Student?f_ri=264253"},{"id":142311,"name":"Research Paper","url":"https://www.academia.edu/Documents/in/Research_Paper?f_ri=264253"},{"id":159687,"name":"Design Methodology","url":"https://www.academia.edu/Documents/in/Design_Methodology?f_ri=264253"},{"id":212758,"name":"Trend Analysis","url":"https://www.academia.edu/Documents/in/Trend_Analysis?f_ri=264253"},{"id":214678,"name":"Asset Management","url":"https://www.academia.edu/Documents/in/Asset_Management?f_ri=264253"},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253"},{"id":817745,"name":"Asset","url":"https://www.academia.edu/Documents/in/Asset?f_ri=264253"},{"id":2875024,"name":"Commercial Services","url":"https://www.academia.edu/Documents/in/Commercial_Services?f_ri=264253"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_29525937" data-work_id="29525937" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/29525937/Large_shareholders_board_independence_and_minority_shareholder_rights_Evidence_from_Europe">Large shareholders, board independence, and minority shareholder rights: Evidence from Europe</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/29525937" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ed49199bdcf28828ab03630a1bceafc4" rel="nofollow" data-download="{"attachment_id":49965209,"asset_id":29525937,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/49965209/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="55810391" href="https://alaska.academia.edu/JohnNofsinger">John Nofsinger</a><script data-card-contents-for-user="55810391" type="text/json">{"id":55810391,"first_name":"John","last_name":"Nofsinger","domain_name":"alaska","page_name":"JohnNofsinger","display_name":"John Nofsinger","profile_url":"https://alaska.academia.edu/JohnNofsinger?f_ri=264253","photo":"https://0.academia-photos.com/55810391/14700794/15527301/s65_john.nofsinger.jpg"}</script></span></span></li><li class="js-paper-rank-work_29525937 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="29525937"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 29525937, container: ".js-paper-rank-work_29525937", }); });</script></li><li class="js-percentile-work_29525937 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 29525937; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_29525937"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_29525937 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="29525937"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 29525937; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=29525937]").text(description); $(".js-view-count-work_29525937").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_29525937").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="29525937"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="7292" href="https://www.academia.edu/Documents/in/Corporate_Finance">Corporate Finance</a>, <script data-card-contents-for-ri="7292" type="text/json">{"id":7292,"name":"Corporate Finance","url":"https://www.academia.edu/Documents/in/Corporate_Finance?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="39899" href="https://www.academia.edu/Documents/in/Ownership_Structure">Ownership Structure</a>, <script data-card-contents-for-ri="39899" type="text/json">{"id":39899,"name":"Ownership Structure","url":"https://www.academia.edu/Documents/in/Ownership_Structure?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="264253" href="https://www.academia.edu/Documents/in/Corporate">Corporate</a>, <script data-card-contents-for-ri="264253" type="text/json">{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="750129" href="https://www.academia.edu/Documents/in/OWNERSHIP_CONCENTRATION">OWNERSHIP CONCENTRATION</a><script data-card-contents-for-ri="750129" type="text/json">{"id":750129,"name":"OWNERSHIP CONCENTRATION","url":"https://www.academia.edu/Documents/in/OWNERSHIP_CONCENTRATION?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=29525937]'), work: {"id":29525937,"title":"Large shareholders, board independence, and minority shareholder rights: Evidence from 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Structure","url":"https://www.academia.edu/Documents/in/Ownership_Structure?f_ri=264253","nofollow":false},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253","nofollow":false},{"id":750129,"name":"OWNERSHIP CONCENTRATION","url":"https://www.academia.edu/Documents/in/OWNERSHIP_CONCENTRATION?f_ri=264253","nofollow":false},{"id":2535259,"name":"Board composition","url":"https://www.academia.edu/Documents/in/Board_composition?f_ri=264253"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_75724896" data-work_id="75724896" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/75724896/Responsabilidad_penal_de_las_personas_jur%C3%ADdicas_y_nemo_tenetur_an%C3%A1lisis_desde_el_fundamento_material_de_la_sanci%C3%B3n_corporativa">Responsabilidad penal de las personas jurídicas y nemo tenetur: análisis desde el fundamento material de la sanción corporativa</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">En el contexto de la responsabilidad penal de personas jurídicas, es preciso preguntarse si las entidades colectivas tienen un deber de colaborar o un derecho al silencio. Para responder a esta cuestión debe reflexionarse sobre el nemo... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_75724896" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">En el contexto de la responsabilidad penal de personas jurídicas, es preciso preguntarse si las entidades colectivas tienen un deber de colaborar o un derecho al silencio. Para responder a esta cuestión debe reflexionarse sobre el nemo tenetur de la empresa, a partir del fundamento de la sanción corporativa, y sobre el nemo tenetur en la empresa, a la luz de los deberes positivos de colaboración de quienes integran la persona jurídica. Este artículo tratará de dar una respuesta a estas cuestiones, a partir de la jurisprudencia europea y comparada, de la legislación vigente y de la propia racionalidad del sistema. Se concluirá que, aunque la pena corporativa se orienta a la colaboración, es preciso proteger la información que se deriva de los programas de compliance. De lo contrario, puede generarse el efecto político criminalmente indeseable de desincentivar la autorregulación empresarial.<br /><br />ABSTRACT: In the context of the criminal liability of corporations, it is necessary to state whether collective entities have a duty to collaborate or a right to silence, in view of the aims of the corporate criminal liability regime. In order to answer this question, it is necessary to reflect on the nemo tenetur of the company, starting from the basis of the corporate sanction, and on the nemo tenetur in the company, in the light of the positive duties of collaboration of those who make up the legal person. This article will attempt to provide an answer to these questions, based on European and comparative case law, current legislation and the rationality of the system itself. It will conclude that, although corporate punishment is collaboration- oriented, the information derived from compliance programs must be protected. Otherwise, there may be an undesirable criminal policy risk of discouraging corporate self-regulation.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/75724896" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="afa94c6493b782ece80ee0618bbd64dd" rel="nofollow" data-download="{"attachment_id":83381041,"asset_id":75724896,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/83381041/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="41346401" href="https://upf.academia.edu/BeatrizGoenaVives">Beatriz Goena Vives</a><script data-card-contents-for-user="41346401" type="text/json">{"id":41346401,"first_name":"Beatriz","last_name":"Goena Vives","domain_name":"upf","page_name":"BeatrizGoenaVives","display_name":"Beatriz Goena Vives","profile_url":"https://upf.academia.edu/BeatrizGoenaVives?f_ri=264253","photo":"https://0.academia-photos.com/41346401/13445094/53496859/s65_beatriz.goena_vives.jpeg"}</script></span></span></li><li class="js-paper-rank-work_75724896 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="75724896"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 75724896, container: ".js-paper-rank-work_75724896", }); 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$(".js-view-count[data-work-id=75724896]").text(description); $(".js-view-count-work_75724896").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_75724896").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="75724896"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">12</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="535" href="https://www.academia.edu/Documents/in/Criminal_Law-1">Criminal Law</a>, <script data-card-contents-for-ri="535" type="text/json">{"id":535,"name":"Criminal Law","url":"https://www.academia.edu/Documents/in/Criminal_Law-1?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="8139" href="https://www.academia.edu/Documents/in/Compliance">Compliance</a>, <script data-card-contents-for-ri="8139" type="text/json">{"id":8139,"name":"Compliance","url":"https://www.academia.edu/Documents/in/Compliance?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="99430" href="https://www.academia.edu/Documents/in/DERECHO_PENAL">DERECHO PENAL</a>, <script data-card-contents-for-ri="99430" type="text/json">{"id":99430,"name":"DERECHO PENAL","url":"https://www.academia.edu/Documents/in/DERECHO_PENAL?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="106687" href="https://www.academia.edu/Documents/in/Derecho_Procesal">Derecho Procesal</a><script data-card-contents-for-ri="106687" type="text/json">{"id":106687,"name":"Derecho Procesal","url":"https://www.academia.edu/Documents/in/Derecho_Procesal?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=75724896]'), work: {"id":75724896,"title":"Responsabilidad penal de las personas jurídicas y nemo tenetur: análisis desde el fundamento material de la sanción corporativa","created_at":"2022-04-07T06:34:04.154-07:00","url":"https://www.academia.edu/75724896/Responsabilidad_penal_de_las_personas_jur%C3%ADdicas_y_nemo_tenetur_an%C3%A1lisis_desde_el_fundamento_material_de_la_sanci%C3%B3n_corporativa?f_ri=264253","dom_id":"work_75724896","summary":"En el contexto de la responsabilidad penal de personas jurídicas, es preciso preguntarse si las entidades colectivas tienen un deber de colaborar o un derecho al silencio. Para responder a esta cuestión debe reflexionarse sobre el nemo tenetur de la empresa, a partir del fundamento de la sanción corporativa, y sobre el nemo tenetur en la empresa, a la luz de los deberes positivos de colaboración de quienes integran la persona jurídica. Este artículo tratará de dar una respuesta a estas cuestiones, a partir de la jurisprudencia europea y comparada, de la legislación vigente y de la propia racionalidad del sistema. Se concluirá que, aunque la pena corporativa se orienta a la colaboración, es preciso proteger la información que se deriva de los programas de compliance. De lo contrario, puede generarse el efecto político criminalmente indeseable de desincentivar la autorregulación empresarial.\n\nABSTRACT: In the context of the criminal liability of corporations, it is necessary to state whether collective entities have a duty to collaborate or a right to silence, in view of the aims of the corporate criminal liability regime. In order to answer this question, it is necessary to reflect on the nemo tenetur of the company, starting from the basis of the corporate sanction, and on the nemo tenetur in the company, in the light of the positive duties of collaboration of those who make up the legal person. This article will attempt to provide an answer to these questions, based on European and comparative case law, current legislation and the rationality of the system itself. It will conclude that, although corporate punishment is collaboration- oriented, the information derived from compliance programs must be protected. Otherwise, there may be an undesirable criminal policy risk of discouraging corporate self-regulation.","downloadable_attachments":[{"id":83381041,"asset_id":75724896,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":41346401,"first_name":"Beatriz","last_name":"Goena Vives","domain_name":"upf","page_name":"BeatrizGoenaVives","display_name":"Beatriz Goena Vives","profile_url":"https://upf.academia.edu/BeatrizGoenaVives?f_ri=264253","photo":"https://0.academia-photos.com/41346401/13445094/53496859/s65_beatriz.goena_vives.jpeg"}],"research_interests":[{"id":535,"name":"Criminal Law","url":"https://www.academia.edu/Documents/in/Criminal_Law-1?f_ri=264253","nofollow":false},{"id":8139,"name":"Compliance","url":"https://www.academia.edu/Documents/in/Compliance?f_ri=264253","nofollow":false},{"id":99430,"name":"DERECHO PENAL","url":"https://www.academia.edu/Documents/in/DERECHO_PENAL?f_ri=264253","nofollow":false},{"id":106687,"name":"Derecho Procesal","url":"https://www.academia.edu/Documents/in/Derecho_Procesal?f_ri=264253","nofollow":false},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253"},{"id":683785,"name":"DereCho Penal y Derecho Procesal Penal","url":"https://www.academia.edu/Documents/in/DereCho_Penal_y_Derecho_Procesal_Penal?f_ri=264253"},{"id":704860,"name":"Corporate Attorney-Client Privilege","url":"https://www.academia.edu/Documents/in/Corporate_Attorney-Client_Privilege?f_ri=264253"},{"id":1114104,"name":"Fifth amendment","url":"https://www.academia.edu/Documents/in/Fifth_amendment?f_ri=264253"},{"id":1119706,"name":"Culpabilidad","url":"https://www.academia.edu/Documents/in/Culpabilidad?f_ri=264253"},{"id":1345612,"name":"Responsabilidad Penal De Las Personas Juridicas","url":"https://www.academia.edu/Documents/in/Responsabilidad_Penal_De_Las_Personas_Juridicas?f_ri=264253"},{"id":1889878,"name":"Proceso penal contra personas jurídicas","url":"https://www.academia.edu/Documents/in/Proceso_penal_contra_personas_jur%C3%ADdicas?f_ri=264253"},{"id":2632590,"name":"Privilege against self-incrimination","url":"https://www.academia.edu/Documents/in/Privilege_against_self-incrimination?f_ri=264253"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_3351387 coauthored" data-work_id="3351387" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/3351387/The_governments_role_in_promoting_corporate_responsibility_a_comparative_analysis_of_Italy_and_UK_from_the_relational_state_perspective">The government's role in promoting corporate responsibility: a comparative analysis of Italy and UK from the relational state perspective</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/3351387" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="978c6214341a4bc76e23db92baa37369" rel="nofollow" data-download="{"attachment_id":50320486,"asset_id":3351387,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/50320486/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down 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Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="40867" href="https://www.academia.edu/Documents/in/United_Kingdom">United Kingdom</a>, <script data-card-contents-for-ri="40867" type="text/json">{"id":40867,"name":"United Kingdom","url":"https://www.academia.edu/Documents/in/United_Kingdom?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="43017" href="https://www.academia.edu/Documents/in/Civil_Society">Civil Society</a><script data-card-contents-for-ri="43017" type="text/json">{"id":43017,"name":"Civil Society","url":"https://www.academia.edu/Documents/in/Civil_Society?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=3351387]'), work: {"id":3351387,"title":"The government's role in promoting corporate responsibility: a comparative analysis of Italy and UK from the relational state 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Perrini","profile_url":"https://unibocconi.academia.edu/FrancescoPerrini?f_ri=264253","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=264253","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=264253","nofollow":false},{"id":40867,"name":"United Kingdom","url":"https://www.academia.edu/Documents/in/United_Kingdom?f_ri=264253","nofollow":false},{"id":43017,"name":"Civil Society","url":"https://www.academia.edu/Documents/in/Civil_Society?f_ri=264253","nofollow":false},{"id":59482,"name":"Corporate Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Responsibility?f_ri=264253"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=264253"},{"id":152553,"name":"Comparative Analysis","url":"https://www.academia.edu/Documents/in/Comparative_Analysis?f_ri=264253"},{"id":159687,"name":"Design Methodology","url":"https://www.academia.edu/Documents/in/Design_Methodology?f_ri=264253"},{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253"},{"id":466484,"name":"Private Sector","url":"https://www.academia.edu/Documents/in/Private_Sector?f_ri=264253"},{"id":1723635,"name":"Public Policy","url":"https://www.academia.edu/Documents/in/Public_Policy?f_ri=264253"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_12067722" data-work_id="12067722" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/12067722/Multinationals_and_corporate_social_responsibility_in_host_countries_Does_distance_matter">Multinationals and corporate social responsibility in host countries: Does distance matter?</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/12067722" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="472b6fea071e707453880bf1190b8068" rel="nofollow" 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Ethics","url":"https://www.academia.edu/Documents/in/Applied_Ethics?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="923" href="https://www.academia.edu/Documents/in/Technology">Technology</a>, <script data-card-contents-for-ri="923" type="text/json">{"id":923,"name":"Technology","url":"https://www.academia.edu/Documents/in/Technology?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1452" href="https://www.academia.edu/Documents/in/Corporate_Social_Responsibility">Corporate Social Responsibility</a><script data-card-contents-for-ri="1452" type="text/json">{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=12067722]'), work: {"id":12067722,"title":"Multinationals and 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href="https://www.academia.edu/43277422/Derecho_de_sociedades_no_anal%C3%B3gico_Reflexiones_sobre_las_medidas_de_excepci%C3%B3n_en_materia_de_sociedades_mercantiles">Derecho de sociedades no analógico (Reflexiones sobre las medidas de excepción en materia de sociedades mercantiles</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Resumen En este trabajo hacemos una revisión crítica de todas las medidas excepcionales que se han dictado en España en materia de Derecho de sociedades fruto del COVID-19. Las mismas responden a dos vectores: (i) el riesgo sanitario de... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_43277422" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Resumen En este trabajo hacemos una revisión crítica de todas las medidas excepcionales que se han dictado en España en materia de Derecho de sociedades fruto del COVID-19. Las mismas responden a dos vectores: (i) el riesgo sanitario de reunirse físicamente personas; y (ii) fortalecer, los recursos propios de las sociedades mercantiles. A la primera finalidad responde un incentivo relevante para que se realicen reuniones del órgano de administración y de la Junta General por medios telemáticos, incluso cuando sus normas estatutarias no incluyeran esta posibilidad. También relacionado con esto, se han suspendido o recalculado los plazos para la formulación, supervisión y aprobación de la documentación contable. Al fortalecimiento de los recursos propios responden por su parte, las normas sobre la disolución de las sociedades, la propuesta de asignación del resultado y la suspensión del derecho de separación del socio. Se hace un análisis crítico sobre la base en que estamos ante normas de derecho especial que, como tales, son de interpretación restrictiva y de aplicación temporal, sin que sea posible su aplicación distinta a la expresamente prevista en la norma mediante su extensión analógica. Esta excepcionalidad es sin embargo compatible con la sistematización de la norma, esto es: su integración en el sistema jurídico. Por fin, algunas de estas soluciones legislativas, de la mano de la permanencia del COVID-19 y también de la experiencia, pueden dar lugar a cambios de más calado, a través de la conversión de algunas de estas disposiciones excepcionales en ordinarias. Palabras clave COVID-19, Junta General, Consejo de Administración, derecho de separación, disolución, cuentas anuales, propuesta de alteración del resultado, derecho especial, analogía, sistema. Abstract In this article I carry out a critical analysis of the COVID-19 emergency measures adopted in Spain as regards company law. The measures constitute a response to two vectors: (i) health risk associated with physical contact between people; and (ii) strengthening of the own resources of companies. The former is a relevant incentive to hold company board meetings, as well as General Meetings, through virtual means, even in cases where articles of association have not provided for such a possibility. Also in relation to the health risks mentioned, the limitation periods for drafting, oversight and approving of the accounting documentation. The provisions on liquidation, the proposals for allocating the surplus, and the suspension of the shareholders exit rights correspond to the strengthening of the companies' own resources. The critical analysis is carried out taking into consideration the extraordinary character of the provisions and their temporary application. They are therefore to be interpreted in a restrictive manner, and the use of the rules in an analogous way is not possible. This extraordinary character is nevertheless compatible with systemisation of the rules, i.e. their integration into the legal system. Finally, some of those legislative solutions, due to the persistence of the COVID-19 situation, as well as experience, may lead to more far-reaching changes, through the conversion of some of those extraordinary measures into the ordinary ones.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/43277422" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="87ff37df1cd55822ffe532432a19697e" rel="nofollow" data-download="{"attachment_id":63552043,"asset_id":43277422,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/63552043/download_file?st=MTczMjk3OTM5NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="718593" href="https://independent.academia.edu/JuanIgnacioPeinadoGracia">Juan Ignacio Peinado Gracia</a><script data-card-contents-for-user="718593" type="text/json">{"id":718593,"first_name":"Juan Ignacio","last_name":"Peinado Gracia","domain_name":"independent","page_name":"JuanIgnacioPeinadoGracia","display_name":"Juan Ignacio Peinado Gracia","profile_url":"https://independent.academia.edu/JuanIgnacioPeinadoGracia?f_ri=264253","photo":"https://0.academia-photos.com/718593/244861/289474/s65_juan_ignacio.peinado_gracia.jpg"}</script></span></span></li><li class="js-paper-rank-work_43277422 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="43277422"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 43277422, container: ".js-paper-rank-work_43277422", }); });</script></li><li class="js-percentile-work_43277422 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 43277422; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_43277422"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_43277422 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="43277422"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 43277422; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=43277422]").text(description); $(".js-view-count-work_43277422").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_43277422").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="43277422"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="153999" href="https://www.academia.edu/Documents/in/Shareholder_Activism">Shareholder Activism</a>, <script data-card-contents-for-ri="153999" type="text/json">{"id":153999,"name":"Shareholder Activism","url":"https://www.academia.edu/Documents/in/Shareholder_Activism?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="264253" href="https://www.academia.edu/Documents/in/Corporate">Corporate</a><script data-card-contents-for-ri="264253" type="text/json">{"id":264253,"name":"Corporate","url":"https://www.academia.edu/Documents/in/Corporate?f_ri=264253","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=43277422]'), work: {"id":43277422,"title":"Derecho de sociedades no analógico (Reflexiones sobre las medidas de excepción en materia de sociedades mercantiles","created_at":"2020-06-07T02:02:22.419-07:00","url":"https://www.academia.edu/43277422/Derecho_de_sociedades_no_anal%C3%B3gico_Reflexiones_sobre_las_medidas_de_excepci%C3%B3n_en_materia_de_sociedades_mercantiles?f_ri=264253","dom_id":"work_43277422","summary":"Resumen En este trabajo hacemos una revisión crítica de todas las medidas excepcionales que se han dictado en España en materia de Derecho de sociedades fruto del COVID-19. 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Se hace un análisis crítico sobre la base en que estamos ante normas de derecho especial que, como tales, son de interpretación restrictiva y de aplicación temporal, sin que sea posible su aplicación distinta a la expresamente prevista en la norma mediante su extensión analógica. Esta excepcionalidad es sin embargo compatible con la sistematización de la norma, esto es: su integración en el sistema jurídico. Por fin, algunas de estas soluciones legislativas, de la mano de la permanencia del COVID-19 y también de la experiencia, pueden dar lugar a cambios de más calado, a través de la conversión de algunas de estas disposiciones excepcionales en ordinarias. Palabras clave COVID-19, Junta General, Consejo de Administración, derecho de separación, disolución, cuentas anuales, propuesta de alteración del resultado, derecho especial, analogía, sistema. Abstract In this article I carry out a critical analysis of the COVID-19 emergency measures adopted in Spain as regards company law. The measures constitute a response to two vectors: (i) health risk associated with physical contact between people; and (ii) strengthening of the own resources of companies. The former is a relevant incentive to hold company board meetings, as well as General Meetings, through virtual means, even in cases where articles of association have not provided for such a possibility. Also in relation to the health risks mentioned, the limitation periods for drafting, oversight and approving of the accounting documentation. The provisions on liquidation, the proposals for allocating the surplus, and the suspension of the shareholders exit rights correspond to the strengthening of the companies' own resources. The critical analysis is carried out taking into consideration the extraordinary character of the provisions and their temporary application. They are therefore to be interpreted in a restrictive manner, and the use of the rules in an analogous way is not possible. This extraordinary character is nevertheless compatible with systemisation of the rules, i.e. their integration into the legal system. Finally, some of those legislative solutions, due to the persistence of the COVID-19 situation, as well as experience, may lead to more far-reaching changes, through the conversion of some of those extraordinary measures into the ordinary ones.","downloadable_attachments":[{"id":63552043,"asset_id":43277422,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":718593,"first_name":"Juan Ignacio","last_name":"Peinado Gracia","domain_name":"independent","page_name":"JuanIgnacioPeinadoGracia","display_name":"Juan Ignacio Peinado Gracia","profile_url":"https://independent.academia.edu/JuanIgnacioPeinadoGracia?f_ri=264253","photo":"https://0.academia-photos.com/718593/244861/289474/s65_juan_ignacio.peinado_gracia.jpg"}],"research_interests":[{"id":153999,"name":"Shareholder 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data-has-card-for-ri="967" href="https://www.academia.edu/Documents/in/Intellectual_Property">Intellectual Property</a>, <script data-card-contents-for-ri="967" type="text/json">{"id":967,"name":"Intellectual Property","url":"https://www.academia.edu/Documents/in/Intellectual_Property?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1410" href="https://www.academia.edu/Documents/in/Information_Theory">Information Theory</a>, <script data-card-contents-for-ri="1410" type="text/json">{"id":1410,"name":"Information Theory","url":"https://www.academia.edu/Documents/in/Information_Theory?f_ri=264253","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1681" href="https://www.academia.edu/Documents/in/Decision_Making">Decision Making</a><script data-card-contents-for-ri="1681" type="text/json">{"id":1681,"name":"Decision 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