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Companies continually evaluate their assets, both tangible and intangible. During these evaluations, an extremely important point is often forgotten: that point is that attitude capital is one of the most important assets. The value of all other assets might be in danger if the level of attitude capital is not high enough. And putting the assets of a company in danger can’t be the purpose of being in business, because companies are always looking for security and growth. The success of companies is determined by the sum of the individual success of their employees. And the success of employees can be increased dramatically by developing and further increasing the attitude capital. But the development of the right attitude leads not only to success; it also leads to maximal realization potential. For employees, attitude capital is extremely important, more important than knowledge, experience, skills, and talent, because attitude determines how all those elements are transformed into success. In case of lack of the right attitude, the value of knowledge, experience, skills, and talent becomes small to irrelevant. As a result, the chances of being successful are minimal to nonexistent. The right attitude of an employee not only increases his or her individual success but also contributes to the attitude capital of the company and, as a result, to the success of the company. Starters and start-up companies often think they have a unique idea. But often those ideas are not so unique, or they can be imitated very easily. What really will create the difference is the level of attitude capital those starters have from the beginning. Just having passion is not enough. The Power of Attitude Capital is for managers, for employees, and for starters, not only to read, but also to use on a daily basis as a guide to increase attitude capital. The Power of Attitude Capital does not look at what is going wrong in organizations or at an individual level. It rather seeks to motivate organizations and individuals to work on the opportunities that they have to increase success.
Today, more than ever, entrepreneurs create new start-ups based on original ideas or technical and scientific developments that often have their origins in an academic environment. Very often these entrepreneurs are also young people with little to no business experience, coming with their technical or scientific breakthrough ideas out of an academic environment. This fact makes it challenging for these start-ups to succeed. When one is used to an academic environment, one finds it challenging to adapt to a business environment. And having little to no real business experience only makes the process of adapting more difficult. While passion and drive are certainly present in start-ups, they can be counterproductive if not used in the right way. Even the large multinational companies were once small start-ups and scale-ups. That they are big and important today can only be explained by the fact that as start-ups and scale-ups they did the right things. For many years, the author has been very close to such situations and has been in charge of leading the growth of new business initiatives. His experience shows that business failure is more often the result of lacking the business skills to bring new products to market than a matter of the quality of the new products and developments. Growing Start-Up and Scale-Up Activities into a Successful Business is useful for every entrepreneur-founder-CEO of a start-up or a scale-up and, by extension, every person who has as part of his or her role the task of growing a new business into a successful business. This book is even for venture capitalists who want to help the companies in which they have invested. Unlike the many books that give advice on how to grow a start-up or scale-up into a successful business, which are very often written by people coming from an academic background or by people who have not themselves experienced the challenges of having to do this on a daily basis, Growing Start-Up and Scale-Up Activities into a Successful Business is based on forty-three years of experience with the author actively working on a daily basis to face the challenge of growing new businesses into success. What also makes Growing Start-Up and Scale-Up Activities into a Successful Business unique is that the principles put forward are illustrated by more than forty-five (anonymized) real-life cases. If you would like consulting advice with a hands-on approach from an author who has always had both feet planted firmly in everyday management at the international level for growing new business initiatives into successful enterprises, then Growing Start-Up and Scale-Up Activities into a Successful Business is the right choice for you.
Vol. 34 includes "Special tariff conference issue" Nov. 6, 1925.
List of members in v. 7-15, 17, 19-20.
Psychological testing has grown exponentially as technological advances have permitted it to and societal complexities have necessitated it's growth. This book presents the research in this field.
This book opens up the secret world of tax havens and offshore finance centres (OFCs), a vast offshore business valued at over one trillion US dollars. It is a timely and original analysis of the role of OFCs in the emerging global economy. The book discusses who uses OFCs, how OFCs work and what drives their development. Extensive use of case study material from Jersey illustrates the growth of a successful OFC and its impact upon a small island.
Financial management encompasses a set of complex activities that should be performed by a professional financial manager. Some financial decisions are riskier than others, and as such can result in higher or lower profitability. This risk-return trade-off is the key aspect of financial management. Furthermore, a financial director’s propensity to take risks can lead to less or more conservative financial decisions. This study firstly provides theoretical issues on financial management and the results of previous research, while the second part is empirical, showing the methodology and results of the authors’ research. Apart from CFO risk attitude, the book also examines CFO power. The book highlights the importance of the position of financial managers in companies and demonstrates that financial decisions are the reflection of decision-makers’ characteristics. Additionally, the book provides evidence of whether the COVID-19 crisis has increased or decreased the impact of CFO characteristics on financial decision-making and firm performance. The book will attract the attention of researchers and students of corporate finance and accounting and also contains many valuable tips and insights for practitioners.