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Business Environment, Management Practices, and Technology Adoption: The New Institutional Approach
(Springer Nature Switzerland, 2025)
Rodríguez Pueblita, José Carlos
This chapter summarizes what we know about business environment and investment climate that influence firms’ performance and capacity to survive. It portrays one feature of the relationship between firms and governments based on published academic research that explains low income and productivity heterogeneity across and within developing countries, referring to new institutional theory. It explores firms’ internal and external factors that affect directly and indirectly the profitability of technology adoption as key to productivity and the ability to adapt to turbulent contexts, placing special emphasis on management practices, business conditions, and public goods seen as “institutions.” To motivate the discussion on the role of the management practices and quality of public goods on investment and innovation decisions, the document uses Mexican data on productivity published by the World Bank and novel empirical evidence obtained from the 2024 IPADE Business Expectations Surveys made to founders, business owners and CEOs with around 1400 responses that represent firms with different sizes, sectors, and geographical locations in Mexico. ©The author ©Springer.
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Strategy, Power and CSR: Practices and Challenges in Organizational Management
(2020)
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García Casas, Claudia María
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Organizational management, along with strategy, is the most important part of business administration. Directors must know how to manage people, make decisions and, above all, have the ability to create strategies that help organizations achieve their objectives, greater strategic competitiveness, and above-average returns. In today’s global and complex environment, traditional views towards organizational management are not enough for businesses to thrive. It’s only by bringing together different approaches can management styles develop fast enough to keep pace with the ever-changing big picture. In this innovative new look at organizational management, expert authors Santiago García-Álvarez and Connie Atristain-Suárez explore how looking through lenses of philosophy, health, communication, law, engineering, pedagogy and policy can affect a modern organization’s prospects. Built through the collective and collaborative work of the research professors at the Universidad Panamericana, this work includes interdisciplinary approaches to real-world problems. For students and researchers of business and management, this is an unmissable read. ©2020 Emerald Publishing Limited.
Scopus© Citations 1 47 1
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Person-centered leadership : the practical idea as a dynamic principle for ethical leadership
(2021)
Murcio, Ricardo
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In search of ethical conceptual frameworks that are applicable to the practical reality of companies, ethical leadership has recently gained ground in Business Ethics scholarship as a broad umbrella under which to fit both normative and descriptive approaches to management. This article delves into Carlos Llano's seminal studies in the field, and his rediscovery of the “practical idea” as a dynamic principle for integrating the practice of management and ethical leadership in light of a realistic personalism. Llano was one of the first authors to study the firm from a humanistic, people-centered perspective as a “community or people,” and his view of practical wisdom is an effort to integrate this intellectual virtue with human will by offering a personalist open dynamism that is at the center of all relationships at work, allowing those involved to grow therein. Hence, his notion of the practical idea is his most original contribution to the promotion of managerial action as a catalyst for person-centered leadership. © Copyright © 2021 Murcio and Scalzo.
Scopus© Citations 6 13 2
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Why do employees respond to hospitality talent management : an examination of a Latin American restaurant chain
(2019)
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King, Ceridwyn
Purpose: In consideration that the purpose of talent management is to attract and nurture productive employees for the benefit of the hospitality organization, this study aims to examine why employees respond in such favorable ways. Recognizing beneficial employee behavior advances a hospitality organization through their ability to deliver an experience that aligns with the promoted brand promise, inspiration is drawn from both the strategic human resource management as well as the internal brand management literature. The power of this approach is illustrated through a survey of employees of a Latin American restaurant chain with a long-standing policy of values-based recruiting, inclusive talent management and progressive people management practices. Design/methodology/approach: Informed by literature, employee perception of their relationship with the organization (i.e., relationship orientation) and alignment with the brand’s values (i.e., brand fit) were considered drivers of favorable employee attitudes and behavior as a result of hospitality talent management practices. These were hypothesized to positively influence employee confidence and motivation as reflected in organization-based self-esteem (OBSE) and brand motivation, which in turn drive employee brand-aligned behavior. A survey measured the variables of interest with the same employees over two time periods, matched using employees’ identification code, resulting in 199 complete surveys. The structural model was estimated using partial least squares (PLS). Findings: Relationship orientation and brand fit were significant drivers of OBSE and brand motivation, respectively. In turn, they had a significant effect on employee brand-aligned behavior. Model estimation complied with all PLS quality criteria. Research limitations/implications: Traditional talent management practices that tend to focus on the transactional benefits of the job/career can be strengthened by leveraging strong organizational relationships as well as engagement with the hospitality brand. In turn, employees have the confidence and motivation to exhibit brand-aligned behavior, a path to competitive advantage, which may also act as a buffer helping employees manage the stress of hospitality jobs. Originality/value: Understanding why employees respond favorably to hospitality talent management practices, beyond simply transactional, monetary reasons, is important to designing relevant and timely initiatives that have the potential to enhance organizational performance. © 2019, Emerald Publishing Limited.
Scopus© Citations 22 14 1

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