21,037 research outputs found
The Swiss Board Directors Network in 2009
We study the networks formed by the directors of the most important Swiss
boards and the boards themselves for the year 2009. The networks are obtained
by projection from the original bipartite graph. We highlight a number of
important statistical features of those networks such as degree distribution,
weight distribution, and several centrality measures as well as their
interrelationships. While similar statistics were already known for other board
systems, and are comparable here, we have extended the study with a careful
investigation of director and board centrality, a k-core analysis, and a
simulation of the speed of information propagation and its relationships with
the topological aspects of the network such as clustering and link weight and
betweenness. The overall picture that emerges is one in which the topological
structure of the Swiss board and director networks has evolved in such a way
that special actors and links between actors play a fundamental role in the
flow of information among distant parts of the network. This is shown in
particular by the centrality measures and by the simulation of a simple
epidemic process on the directors network.Comment: Submitted to The European Physical Journal
The Swiss board directors network in 2009
We study the networks formed by the directors of the most important Swiss boards and the boards themselves for the year 2009. The networks are obtained by projection from the original bipartite graph. We highlight a number of important statistical features of those networks such as degree distribution, weight distribution, and several centrality measures as well as their interrelationships. While similar statistics were already known for other board systems, and are comparable here, we have extended the study with a careful investigation of director and board centrality, a k-core analysis, and a simulation of the speed of information propagation and its relationships with the topological aspects of the network such as clustering and link weight and betweenness. The overall picture that emerges is one in which the topological structure of the Swiss board and director networks has evolved in such a way that special actors and links between actors play a fundamental role in the flow of information among distant parts of the network. This is shown in particular by the centrality measures and by the simulation of a simple epidemic process on the directors networ
The comeback of the Swiss watch industry on the world market: a business history of the Swatch Group (1983-2010)
The objective of this paper is to contribute to a better understanding of the comeback of the Swiss watch industry on the world market since the end of the 1980s. It focuses on the Swatch Group (SG), currently the worldâs biggest watch company. In 1983, the merger of the largest watch group (SSIH) and of the trust controlling the production of parts and movements of watches (ASUAG) into SG was the main measure taken to overcome the Japanese competition. Managed since 1986 by Nicolas G. Hayek (1928-2010), SG experienced a high growth and recovered its competitiveness on the world market, becoming a driving force for the entire Swiss watch industry. This success is traditionally explained by the firm itself and by scholars as the result of the launch of a new product (Swatch, a cheap plastic quartz watch first marketed in 1983) and the persistence of an old technical culture in Switzerland which enabled this rebirth. This paper, based on SG annual reports, focuses on the strategy adopted by SG since 1983. It shows that, rather than product innovation (Swatch), it was the rationalization and globalization of the production system (concentration of strategic partsâ production in Switzerland; transfer of production facilities in Asia), together with a new marketing strategy (brand segmentation, distribution and retailing facilities, communication, etc.) which were the two main sources of the comeback of the Swiss watch industry on the world market. While Japanese still attach great attention to product innovation, SG largely established its competitiveness on non-technological innovation.Watch Industry; Switzerland; Swatch Group; Luxury Goods; Marketing Strategy
The Comeback of the Swiss Watch Industry on the World Market: A Business History of the Swatch Group (1983-2010)
The objective of this paper is to contribute to a better understanding of the comeback of the Swiss watch industry on the world market since the end of the 1980s. It focuses on the Swatch Group (SG), currently the worldfs biggest watch company. In 1983, the merger of the largest watch group (SSIH) and of the trust controlling the production of parts and movements of watches (ASUAG) into SG was the main measure taken to overcome the Japanese competition. Managed since 1986 by Nicolas G. Hayek (1928-2010), SG experienced a high growth and recovered its competitiveness on the world market, becoming a driving force for the entire Swiss watch industry. This success is traditionally explained by the firm itself and by scholars as the result of the launch of a new product (Swatch, a cheap plastic quartz watch first marketed in 1983) and the persistence of an old technical culture in Switzerland which enabled this rebirth. This paper, based on SG annual reports, focuses on the strategy adopted by SG since 1983. It shows that, rather than product innovation (Swatch), it was the rationalization and globalization of the production system (concentration of strategic partsf production in Switzerland; transfer of production facilities in Asia), together with a new marketing strategy (brand segmentation, distribution and retailing facilities, communication, etc.) which were the two main sources of the comeback of the Swiss watch industry on the world market. While Japanese still attach great attention to product innovation, SG largely established its competitiveness on non-technological innovation.Watch Industry; Switzerland; Swatch Group; Luxury Goods; Marketing Strategy
Contracts, Human Rights and Taxation: How a Company Exploits a Country, the Case of Glencore in the Drc
Deals with the exploitation of resourcesin DR
Boards: Independent and Committed Directors?
Regulators and shareholders are calling for independent directors. Independent directors, however, have numerous external professional commitments. Usingïżœ To- binâs Q as an approximationïżœ of market valuation and controlling for endogeneity, our empirical analysis reveals that neither external commitments are negatively related to firmïżœ performance nor is independence positively related to it. However,ïżœ more precise analyses show that executive directors and family representatives have a positive relationship with Tobinâs Q. In contrast, external executives are negatively correlated with firm valuation. Moreover, the study indicates that the frequency and duration of meetings are negatively affected by the fraction of executive directors on the board. Insiders potentially reduce the need for meetings because of their specialist competence.ïżœ The results invalidate rulesïżœ advocating independent directors and oppose the engagement of directors with external commitments.Corporate governance: Board of directors; Board independence; Board busyness; External commitments
Strategic responses to global challenges: The case of European banking, 1973â2000
In applying a strategy, structure, ownership and performance (SSOP) framework to three major clearing banks (ABN AMRO, UBS, Barclays), this article debates whether the conclusions generated by Whittington and Mayer about European manufacturing industry can be applied to the financial services sector. While European integration plays a key role in determining strategy, it is clear that global factors were far more important in determining management actions, leading to significant differences in structural adaptation. The article also debates whether this has led to improved performance, given the problems experienced with both geographical dispersion and diversification, bringing into question the quality of decision-making over the long term
From the Mountaintops: What the World Can Learn from Drug Policy Change in Switzerland
Reviews Switzerland's drug policy of policing, prevention, treatment, and harm reduction, including low-threshold methadone programs, needle exchanges, and safe injection rooms. Outlines political contexts, health and social outcomes, and lessons learned
Science advice to governments: diverse systems, common challenges
This briefing paper formed the basis of discussions at the 'Science Advice to Governments' summit, which took place in Auckland, New Zealand from 28-29 August 2014, and was attended by science advisors and policymakers from 48 countries
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