Value-at-risk of carbon constraints : an input oriented approach of resource scarcity

The purpose of this study is to broaden the discussion on corporate enviromental risk exposure by integrating an oil scarcity factor. This broader approach can be utilized as a means of instigating a discussion on carbon risks beyond output oriented adaption and mitigation strategies. Even though the outcomes might not seem to be relevant for current economic activities, the recent discussion about oil prices affecting the global economy illustrates the future relevance of this topic; it is just a matter of time before risks related to future oil supply and endowment will emerge. --

Study supporting the interim evaluation of the innovation principle. Final Report November 2019

The European Commission has recognised the importance of a more innovation- oriented EU acquis, gradually exploring the ways in which EU rules can support innovation. The ‘innovation principle’ was introduced to ensure that whenever policy is developed, the impact on innovation is fully assessed. However, as further discussed in this Study, the exact contours of the innovation principle have been shaped very gradually within the context of the EU better regulation agenda: originally advocated by industry in the context of the precautionary principle, the innovation principle has gradually been given a more articulate and consistent role, which aims at complementing the precautionary principle by increasing the salience of impacts on innovation during all phases of the policy cycle. This Study presents an evaluation of the current implementation of the innovation principle, limited to two of its three components, i.e. the Research and Innovation Tool included in the Better Regulation Toolbox, and the innovation deals. As a preliminary caveat, it is important to recall that the implementation of the innovation principle is still in its infancy, and thus the Study only represents a very early assessment of the extent to which the innovation principle is being correctly implemented, and whether changes would be required to make the principle more effective and useful in the context of the EU better regulation agenda. The main finding is that the innovation principle has the potential to contribute to the quality and future-proof nature of EU policy, but that significant changes and effort will be needed for this potential to fully materialise. The most evident areas for improvement are related to the lack of a clear legal basis, the lack of a widely acknowledged definition, the lack of awareness among EU officials and stakeholders, and the lack of adequate skills among those that are called to implement the innovation principle. As a result of these problems, the impact of the innovation principle on the innovation-friendliness of the EU acquis has been limited so far. The Commission should clarify in official documents that the Innovation principle does not entail a de- regulatory approach, and is not incompatible with the precautionary principle: this would also help to have the principle fully recognised and endorsed by all EU institutions, as well as by civil society, often concerned with the possible anti-regulatory narrative around the innovation principle in stakeholder discussions. Apart from clarifications, and further dissemination and training, major improvements are possible in the near future, especially if the innovation principle is brought fully in line with the evolving data-driven nature of digital innovation and provides more guidance to the Commission on how to design experimental regulation, including inter alia so-called ‘regulatory sandboxes’. Finally, the Commission should ensure that the innovation principle is given prominence with the transition to the Horizon Europe programme, in particular due to the anticipated launch of ‘missions’ in key domains

Crafting A Human Resource Strategy To Foster Organizational Agility: A Case Study

A decade ago, the CEO of Albert Einstein Healthcare Network (AEHN), anticipating a tumultuous and largely unpredictable period in its industry, undertook to convert this organization from one that was basically stable and complacent to one that was agile, “nimble, and change-hardy”. This case study briefly addresses AEHN’s approaches to business strategy and organization design, but focuses primarily on the human resource strategy that emerged over time to foster the successful attainment of organizational agility. Although exploratory, the study suggests a number of lessons for those who are, or will be, studying or trying to create and sustain this promising new organizational paradigm

Different perceptions of adaptation to climate change: a mental model approach applied to the evidence from expert interviews

We argue that differences in the perception and governance of adaptation to climate change and extreme weather events are related to sets of beliefs and concepts through which people understand the environment and which are used to solve the problems they face (mental models). Using data gathered in 31 in-depth interviews with adaptation experts in Europe, we identify five basic stakeholder groups whose divergent aims and logic can be related to different mental models they use: advocacy groups, administration, politicians, researchers, and media and the public. Each of these groups uses specific interpretations of climate change and specifies how to deal with climate change impacts. We suggest that a deeper understanding and follow-up of the identified mental models might be useful for the design of any stakeholder involvement in future climate impact research processes. It might also foster consensus building about adequate adaptation measures against climate threats in a society

Boon or curse? A contingent view on the relationship between strategic planning and organizational ambidexterity

Numerous scholars have attempted to explain which factors allow for organizational ambidexterity. Strategic planning, as a possible antecedent, has not been considered so far. This is surprising because strategic planning is among the most widely used strategic decision-making tools in management practice and one of the most extensively studied concepts in management research. In addition, prior research has demonstrated the potential of strategic planning to impact innovation-related outcomes—both positively and negatively. Here, we investigate the association between strategic planning and organizational ambidexterity using a survey of 217 senior executives. We highlight the importance of considering how executives use strategic planning. Our results support the hypothesis that strategic planning's positive or negative association with organizational ambidexterity is contingent on other organizational factors. Our findings reveal that strategic planning is only positively associated with organizational ambidexterity when leaders' innovation orientation is extraordinarily high. We further contextualize this interaction effect by considering the environmental uncertainty perceived by the top management. This work contributes to the literature by examining the antecedents of organizational ambidexterity

Can Economic Development Programs Be Evaluated?

The question addressed in this paper seems simple: Can economic development programs be evaluated? But the answer is not simple because of the nature of evaluation. To determine a program's effectiveness requires a sophisticated evaluation because it requires the evaluator to distinguish changes due to the program from changes due to nonprogram factors. The evaluator must focus on the outcomes caused by the program rather than the program's procedures. Evaluations can be divided into two categories process or formative evaluations and outcome, impact, or summative evaluations. Process evaluations focus on how a program is delivered. Impact evaluations focus on the program's results. Although process evaluations are important, the focus of this chapter is on program outcomes thus the concern with impact evaluations; however, both types of evaluations need to be defined.economic, development, programs, evaluate, Bartik, Bingham

Relationship between Market Orientation,Firm Innovativeness and Innovative Performance

The paper examines the issue of interrelationships between market orientation, firm innovativeness and innovative performance. Three dimensions of market orientation, namely collection and use of market information, development of market oriented strategy and implementation of market oriented strategy are measured. Factor analysis used to validate the measures of market orientation, firm innovativeness and innovative performance . A correlational analysis is performed to determined whether market orientation is associated with firm innovativeness and innovative performanc