Sustainability strategies more successful when managers believe in them
Research from Professor Paula Jarzabkowski found that organisational strategies aimed at sustainability were more successfully implemented when strategic goals, product features and organisational values all aligned to eradicate tensions between profits social conscience, and were adopted substantially rather than symbolically.
Professor Jarzabkowski and her co-authors studied the implementation of a new sustainability strategy at global manufacturer TechPro, and found that problems could be alleviated by adjusting mainstream strategies, prioritising sustainability strategies or integrating sustainability strategies into existing procedures.
Based on more than 50 years’ worth of snowfall and temperature data recorded at a resort in Austria, the research designed a model to predict snowfall and revenues, by which winter tourism operators can sell risk to financial markets in the form of weather derivatives.
The study found that adoption rates increased further when the app was linked to priority testing for COVID for those who get infection alerts. They also found that the public wanted an ‘expiry date’ by which any data collected by the app will be destroyed.
Downsizing is crucial to tackling the UK’s skewed housing market
Research from Professor Les Mayhew suggested increasing incentives for ‘last-time buyers’ to downsize, including the supply of more age-friendly homes to reduce the number of ‘surplus’ bedrooms.
Professor Mayhew’s analysis showed that if the situation does not improve, the overall bedroom surplus – where there is more than one bedroom per person – is projected to exceed 20 million in 2040, with nearly 13 million people above the age of 65 living in largely unsuitable households.
Lockdown home workers used to the lack of face-to-face contact now
Dr Annelore Huyghe carried out research with IESE Business School for HR specialist SD Worx, which found that 91 per cent of European workers who have been required to work from home during the pandemic were adjusting to not seeing their colleagues face-to-face and are broadly accepting of the changes needed.
The study was taken from data among 2,500 white-collar workers in the United Kingdom, Belgium, Germany, France, the Netherlands and Spain to find out how they were coping with the new form of working one and a half months after the lockdown.
Winning the digital transformation race: Three emerging approaches for leading the transition
Professor Feng Li outlined three new approaches that digital innovators can take to reduce the risk of failure and seize competitive advantage in the industry.
Professor Li interviewed Professor Li interviewed senior leaders at eight global digital champions including Amazon, VMWare, Slack, Alibaba and Baidu to find out what their strategies were for innovation.
The approaches revealed were innovation by experimentation, radical transformation through incremental approaches and dynamic sustainable advantage through portfolios of temporary advantages.
Centre for Banking Research launches Conduct Costs Project
The Centre for Banking Research launched the CBR Conduct Costs Project, examining the causes, extent and costs of misconduct for 20 of the world’s leading banks.
The Project provided valuable insight into banks’ culture, conduct, competence, and regulatory risks, drawing on data collected the world’s largest banks between January 2008 and December 2018.
Key findings from the latest report found that banks had paid in excess of £377 billion paid due to misconduct during the data collection period, including £202.billion from US banks and £89.09 billion from UK banks alone.
Higher frequency of financial reporting hinders corporate innovation
Dr Arthur Kraft’s research suggested that company reporting frequency should be relaxed to allow for greater innovation and longer-term thinking.
Dr Kraft and his co-authors studied the number, value and citations of patent applications of US firms throughout changes to financial regulatory requirements in the twentieth century. As statutory reporting requirements increased, average patents per year decreased by 1.87, non-self citations of patents decreased by 19.58 and patent value fell by $1.76 million.
The report concludes that managers are forced to focus on maximising incremental gains at the expense of long-term strategy when imposed with more regular filing of financial accounts.