Relational Capital’s Support in Innovating a Female-Run Business: The Case of an Italian Organic Farm

Paoloni, Mauro; Celli, Massimiliano; Manzo, Martina; Santolamazza, Valentina

doi:10.1007/978-3-030-89412-2_17

Cited by 3 publications

(6 citation statements)

References 45 publications

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“…Among the governance studies, recent literature shows a strong interest in mixed governance (Paoloni and Lombardi, 2022; Tingbani et al , 2020). Scholars who have approached the topic have highlighted female directors’ distinctive characteristics compared with male directors and strongly suggest companies have a board with broad respect for gender diversity if oriented towards socially responsible strategies (Ben-Amar et al , 2017).…”

Section: Background and Hypotheses Developmentmentioning

confidence: 99%

The impact of gender diversity on corporate social responsibility knowledge: empirical analysis in European context

Paoloni

Lombardi²,

Principale³

2023

JKM

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Purpose The Covid-19 pandemic has exacerbated social risks around the world, highlighting inequalities and eroding social cohesion in and between nations. The challenges posed by this global crisis to world governments can be overcome with cooperation between the public and private sectors. Several studies support the importance of external corporate social responsibility (CSR) activities in sharing knowledge with citizens and external stakeholders, with benefits for the company and for society. Few studies have investigated the relationship between knowledge management (KM) and sustainability. This work aims to investigate the influence of the gender variable in the sharing of CSR knowledge, focusing on the area of human rights. Design/methodology/approach The panel regression analysis was performed on a sample of 660 European companies listed over the years 2017–2020. The hypotheses tested in panel regression were then corroborated by a further test. Findings The results show a positive influence of women directors in the external disclosure of human rights. Evidence would assign a positive role to gender in sharing knowledge. Practical implications The findings offer new insights into the role of gender on KM and sharing. The results show that gender can be a factor that stimulates CSR knowledge. The presence of women directors can be a useful tool to increase the relational capital of the companies and to share knowledge outside the company. Originality/value The study contributes to the poor literature between knowledge sharing and sustainability. Evidence would assign a positive role to gender in sharing knowledge.

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Section: Background and Hypotheses Developmentmentioning

confidence: 99%

The impact of gender diversity on corporate social responsibility knowledge: empirical analysis in European context

Paoloni

Lombardi²,

Principale³

2023

JKM

View full text Add to dashboard Cite

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“…The existence of MNC is a prerequisite for all of these different kinds of resilience. In order to be resilient, individuals and organizations need to maintain an awareness of their surroundings, be able to foresee potential risks or dangers, and be able to adjust to those risks or threats (Engemann & Henderson, 2014;Paoloni & Lombardi, 2022). MNC are an essential component of both disaster preparedness and social resilience because of the role they play in assisting organizations in recognizing possible dangers and formulating plans and tactics to protect themselves from these threats.…”

Section: Introductionmentioning

confidence: 99%

“…For instance, if a storm is expected to strike a region, multinational corporations (MNC) might be utilized to prepare evacuation routes and alternate housing, as well as collect critical supplies in advance, in order to secure the safety of their workers and the continuity of their operations. Additionally, MNC are essential to the robustness of both businesses and organizations (Engemann & Henderson, 2014;Paoloni & Lombardi, 2022). It is possible, for instance, to use it to describe how an individual deals with a natural calamity like an earthquake.…”

Section: Introductionmentioning

confidence: 99%

“…(Hollnagel, 2015;Hutchins, 2013;Nowak, 2021;Sygit-Kowalkowska et al, 2022) Organizational resilience: MNC can contribute to organizational resilience by investing in redundancy, diversity, and adaptability in their operations and supply chains, and by promoting effective communication and collaboration across stakeholders. However, their growth can also increase systemic risks, such as through concentration of market power, interconnectedness, and supply chain dependencies (Paoloni & Lombardi, 2022;Williams & You, 2021).…”

Section: Introductionmentioning

confidence: 99%

“…Disaster resilience: MNC can help with disaster resilience by implementing disaster risk reduction measures, assisting with community preparedness and response, and investing in long-term and resilient infrastructure. However, in some cases, their expansion can increase disaster risks, such as through land-use changes, pollution, or hazardous waste disposal (Mallawaarachchi & Rahut, 2023;Merkle et al, 2022;Paoloni & Lombardi, 2022;Uzochukwu et al, 2023). promoting diversity and inclusion.…”

Section: Introductionmentioning

confidence: 99%

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Disaster Resilience, Social Resilience, Organizational Resilience, and Business Resilience Impact Towards the Growth of MNCS in Australia

Hasayotin

2023

J. Professional Business Review

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Purpose: This research explores the impact of disaster resilience, social resilience, organizational resilience, and business resilience on the growth of multinational corporations (MNCs) in Australia. The research aims to investigate the influence of these resilience variables on MNC growth in Australia. Theoretical framework: The theoretical framework is developed based on the concepts of disaster resilience, social resilience, business resilience, organizational resilience, and MNC growth. Design/methodology/approach: A questionnaire was used as the research instrument to collect data, and the Structural Equation Model (SEM) was employed to determine the relationship between resilience variables and MNC growth in Australia. Findings: The findings indicate that disaster resilience, social resilience, organizational resilience, and business resilience significantly influence the growth of MNCs in Australia. However, the impact of the epidemic was found to be the primary influencing factor, while disaster resilience and organizational resilience did not have a direct influence on MNC growth in Australia. Research, Practical & Social implications: The study highlights the originality and value of MNCs contributing to resilience variables by implementing risk reduction measures, supporting community preparedness and response, and investing in sustainable and resilient infrastructure. Originality/value: These findings provide insights for MNCs operating in Australia to enhance their resilience strategies and facilitate sustainable growth in the face of various challenges.

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Editorial: Transforming risks into opportunities: A post-pandemic challenge for the private and public sector

Santolamazza

2023

RGC

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On behalf of the editorial team, it is our great honor and pleasure to present the second issue of the journal “Risk Governance and Control: Financial Markets & Institutions” in 2023. As we delve into various articles covering diverse topics, a common thread emerges, emphasizing the growing relevance of risk management and crisis resilience in both academic literature and the practical realms of public and private enterprises (Mattei & Santolamazza, 2021). This editorial adopts a broader interpretation of these concepts (Aven, 2016).

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Relational Capital’s Support in Innovating a Female-Run Business: The Case of an Italian Organic Farm

Cited by 3 publications

References 45 publications

The impact of gender diversity on corporate social responsibility knowledge: empirical analysis in European context

The impact of gender diversity on corporate social responsibility knowledge: empirical analysis in European context

Disaster Resilience, Social Resilience, Organizational Resilience, and Business Resilience Impact Towards the Growth of MNCS in Australia

Editorial: Transforming risks into opportunities: A post-pandemic challenge for the private and public sector

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