Consequences of firm-specific stock price crashes on analyst forecasts: Evidence from China
A framework for the facilitation of accelerated leadership and management capability development in the workplace
JTAER, Vol. 19, Pages 526-537: Who Are the Online Medication Shoppers? A Market Segmentation of the Swedish Welfare State
JTAER, Vol. 19, Pages 526-537: Who Are the Online Medication Shoppers? A Market Segmentation of the Swedish Welfare State
Journal of Theoretical and Applied Electronic Commerce Research doi: 10.3390/jtaer19010028
Authors: John Magnus Roos Magnus Jansson Pernilla J. Bjerkeli
The present study aimed to explore the online shopping of medicines from demographic, geographic, psychographic, and behavioral factors. A quantitative survey design was used with a quote sample representing the Swedish population regarding age, gender, and residential area. In total, 1863 persons responded to a survey, including measures of age, gender, income, education, area of residence, personality traits (BFI-10), values (Rokeach Value Survey), self-estimated health-status, internet usage, online shopping in general, and online shopping of medicines. Firstly, the data were analyzed with chi-squares and independent t-tests. From these initial analyses, online shopping of medicines was associated with young age, female gender, high income and education, living in a big city, extraversion, several values of desirable end-states of existence (e.g., self-respect, a sense of accomplishment, and pleasure), internet usage, and general online shopping. Secondly, the significant (p < 0.05) variables from the initial analysis were included in a logistic regression analysis. This comprehensive model showed that online medication shoppers are best predicted by being female and the use of internet. Unlike what was previously known about medication shoppers, the typical online medication shopper appears to be driven by hedonistic values and self-actualization, rather than health status. We suggest that further research replicate this study outside and inside Sweden, and that health status is measured in a different way.
Firm-level political uncertainty, corporate lobbying and risk-taking
Digital financial inclusion in micro enterprises: understanding the determinants and impact on ease of doing business from World Bank survey
Price discovery and volatility spillovers in the interest rate derivatives market
Exploring the factors affecting cruise passengers’ perceptions of value for money expressed in online reviews
The impact of push-pull motives on internal tourists’ visit and revisit intentions to Egyptian domestic destinations: the mediating role of country image
Transforming HR Functions Through Shared Service: Insights from Indian Public Sector Power Major
Asian Journal of Management Cases, Ahead of Print.
The case is about a prominent Indian public sector power company involved in the entire power generation value chain, encompassing fossil, hydro, nuclear and renewable energy sources. The organization is geographically divided into eight zones/regions: Central Region, DBF Region, Western Region-I, Western Region-II, Eastern Region-I, Eastern Region-II, Northern Region and Southern Region.In a conversation between Mr Anuj Kapoor, the Director of HR at this major power company, and Ms Abhika Choudhary, a researcher and academician, the discussion revolved around implementing human resources shared services (HRSS) within the organization. Initially undertaken to address manpower optimization challenges within HR functions, the complete transformation of HR functions through shared services gave Mr Kapoor valuable insights. Reflecting on this journey during the meeting with Ms Choudhary, he explored the entire spectrum from idea generation to implementation, including navigating resistance to change and post-implementation feedback.While Ms Choudhary diligently recorded the discussion to gain practical insights into the technological intervention in organizational HR functions, the flow of the conversation encountered a hurdle when delving into one specific post-implementation feedback from employees. This feedback pertained to the dichotomy of face or faceless HR in the era of HRSS within the company.
The case is about a prominent Indian public sector power company involved in the entire power generation value chain, encompassing fossil, hydro, nuclear and renewable energy sources. The organization is geographically divided into eight zones/regions: Central Region, DBF Region, Western Region-I, Western Region-II, Eastern Region-I, Eastern Region-II, Northern Region and Southern Region.In a conversation between Mr Anuj Kapoor, the Director of HR at this major power company, and Ms Abhika Choudhary, a researcher and academician, the discussion revolved around implementing human resources shared services (HRSS) within the organization. Initially undertaken to address manpower optimization challenges within HR functions, the complete transformation of HR functions through shared services gave Mr Kapoor valuable insights. Reflecting on this journey during the meeting with Ms Choudhary, he explored the entire spectrum from idea generation to implementation, including navigating resistance to change and post-implementation feedback.While Ms Choudhary diligently recorded the discussion to gain practical insights into the technological intervention in organizational HR functions, the flow of the conversation encountered a hurdle when delving into one specific post-implementation feedback from employees. This feedback pertained to the dichotomy of face or faceless HR in the era of HRSS within the company.