INTERNATIONAL JOURNAL OF MANAGEMENT AND BUSINESS RESEARCH
Year:2013 | Volume:3 | Issue:4|Papers Count:7

Corporate image is an important organizational resource that enables to create, strengthen and sustain competitive advantage. Different antecedents have been identified for corporate image in the literature including quality of products and services, consumer consideration or distribution system. Green supply chain management appears to be an antecedent of corporate image too. This study examines the relationships between green supply chain management and corporate image. It explores the main effects of different dimensions of green supply chain management on corporate image. To this end, we conducted a survey among the employees of Shahid Ghandi Co. in Yazd. A total of 220 questionnaires were sent out and 165 valid responses were received. In this study Structural Equation Modeling was employed to determine the relationship between green supply chain management and corporate image. The results of the study show that, green supply chain management is a strong antecedent for establishing corporate image. The empirical findings show that green supply chain management plays an important role in establishing and maintaining corporate image. In addition, we concluded that of the six dimensions of green supply chain management, corporate image was more affected by green purchasing, cleaner production, recovery and pollution dimension.

Background: This study investigates whether state-owned enterprises (SOEs) in Indonesia implement stronger corporate governance than do non-SOEs. It can be argued that as a large dedicated institutional investor, the Indonesian government has an incentive to strengthen corporate governance in SOEs and possesses the ability to bear the cost of implementing stronger governance. Research Methods: The sample of the study consists of 76 Indonesia Stock Exchange-listed firms that are included in the Kompas 100 index, ten of which are SOEs. Two scoring systems have been employed to gauge the strength of their governance. Results: It has been consistently found that SOEs implemented stronger governance compared to non-SOEs. Conclusion: The findings of this study, however, may have a geographical limitation as they may only apply to Indonesia or may exhibit a methodical limitation due to the assumption that a higher score index is directly proportional to stronger governance. Regardless of the limitations, however, the results of this study can be used as a case study which underscores the active involvement of governments or large dedicated institutional investors in enforcing stronger corporate governance in public companies.

The purpose of this paper is to investigate the impact of voluntary disclosure about corporate social responsibility (CSR)1 on firm's financial performance. First, a state of the art about corporate social responsibility and social reporting is presented. After that, the problems of measurement of CSR are indicated and the hypotheses are proposed. In the empirical analysis, regression models are developed to test the impact of social reporting on return on assets (ROA)2 and return on equity (ROE)3, over a period of 11 years from 2000 to 2010 for 201 big French companies. The results showed that there is no significant relation between CSR disclosure and financial performance for French companies, but a positive effect of time on this relation is discerned when there is a lag of one year for the observations. The contribution of this work to the CSR literature is the elucidation of temporal impact of social and environmental disclosure on firm's value.

Every organization requires employees who can readily accept changes to carry out their day to day business transactions and to accommodate with those changes emerging from the environment. The purpose of this paper is to investigate the Impact of Readiness for Change on Organizational Change among the employees of the Commercial Banks. Data were collected from 350 employees serving in the private and public sector banks through questionnaires. Simple Regression was performed to calculate the impact analysis. The findings of the study clearly show that there is a better understanding of the impact of Readiness for Change on Organizational Change. It is suggested that the banking sector must take measures to conduct lots of training programs and deliberations to improve the readiness for change among the employees in the banks to adapt those changes and enjoy the benefits emerging out of those changes.

The present study was focused on supply chain analysis of fresh guava in order to evaluate existing marketing supply chains (SC1: Producer - Consumer, SC2: Producer - Retailer - Consumer, SC3: Producer - Commission agent - Retailer - Consumer, SC4: Producer - Commission agent - Wholesaler - Retailer - Consumer) for two variety (allahabad safeda and apple guava) of guava. The gross marketing price, net marketing price and net profit of the producer were significantly higher for marketing supply chain SC1, followed by SC2, SC3 and SC4 of fresh guava. The consumer price for fresh guava was significantly lower in marketing supply chain SC1 as compared with SC2, SC3 and SC4. The total marketing cost, total marketing loss and total net marketing margin were significantly higher in marketing supply chain SC4, followed by SC3, SC2 and SC1 for fresh guava. The multiple regression results revealed that commission charges for marketing of guava was the most important factor influencing the total marketing cost. The marketing efficiency and producer's share in consumer price were significantly higher in marketing supply chain SC1, followed by SC2, SC3 and SC4. The overall results revealed that net profit of producer, marketing efficiency and producer share in consumer price decreases considerably with the increased in number of intermediaries in marketing supply chain, whereas total marketing cost, total marketing loss and total marketing margin increases considerably with increased in number of intermediaries in marketing supply chain.

Employees’ attitude towards his/her job differs across organization's sector. The present study aimed to find out the differences in employee's attitude in public and private sector. For this purpose, managers’ reward power and coercive power were taken as independent variables and their impact on employees’ job satisfaction (dependent variable) was examined in both sectors. Sample of 130 respondents were taken from public and private sector colleges and universities in district Attock. Comparison of both sectors was made. Results confirmed our hypothesis that both these sectors differ from and each other and this difference also influence the employees’ attitude. Managers/supervisors of private sector practice more reward and coercive power as compared to that of public sector. Regression analysis showed that reward power influences employees’ job satisfaction negatively in public sector while it has a positive impact in private sector. Relationship between coercive power of the manager and subordinate's job satisfaction was significantly negative in public sector but in private sector no significant relationship was found between coercive power and employees’ job satisfaction. Suggestions for future research, implications for managers and limitations of study are discussed.