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You searched for +publisher:"Temple University" +contributor:("Kumaraswamy, Arun"). Showing records 1 – 3 of 3 total matches.

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Temple University

1. Black, Janine Noelle. RAMIFICATIONS OF SARBANES-OXLEY CORPORATE GOVERNANCE LEGISLATION ON INITIAL PUBLIC OFFERINGS OF RESEARCH-INTENSIVE FIRMS.

Degree: PhD, 2013, Temple University

Business Administration/Strategic Management

The Sarbanes-Oxley (SOX) Act of July 2002 was created to address the financial malfeasance revealed during the investigations of several large firms by the Securities and Exchange Commission (SEC). The Act required public companies traded on U.S. exchanges to provide increased transparency in financial statements. Key portions of the legislation required firms to create internal financial controls and placed personal accountability with top executives. SOX mandated and standardized a greater degree of self-regulation. In the years following SOX, firms experienced significantly higher compliance costs, but they also benefited from the reduction of statement errors and fraud, increased accuracy in reporting, and greater investor confidence. After the Sarbanes-Oxley (SOX) Act of 2002, anecdotal evidence suggested that SOX impeded small, research intensive firms. We looked at research intensive firms going public before and after SOX to determine if there was a change in volume and quality of research intensive firms post-SOX. We found that firms that went public after SOX were fewer and had lower patenting activity. In the case of small and medium size firms, the cost of SOX compliance is likely to divert funds from research investments. We speculate that highly research intensive firms are more likely post-SOX to divert their IPO to non-U.S. exchanges, delay going public, or dismiss the idea of going public, as proposed in a “3Ds” model. The 2002 SOX US Congressional Act levied millions of dollars in new compliance costs on each foreign or domestic firm that went public on U.S. exchanges. Funding for regulatory expenditures must come from somewhere. We proposed that one likely candidate was research budgets, as research efforts have a more distant, less immediately visible, long term effect on firm performance. We suggested that large firms more easily absorbed the additional costs of SOX with a reduced effect on research and development budgets, while small firms were less able to maintain research budgets after SOX. In the aftermath of SOX, research spending did go down, most visibly in Biotech and Electronics. As the total number of IPO firms decreased dramatically after SOX, these two research intensive industries, plus Computer Software, were the only industries with a large enough sample size to evaluate. We saw that research intensive firms diminished dramatically, along with many non-research intensive firms, from IPO events after SOX. Where we had sufficient sample size, in computer software, biotechnology, electronics, and “other”, we noted that research-intensive firms generally resisted the temptation to raid research budgets, finding funding for compliance elsewhere within the company or from the additional cash flow at time of IPO. Where firms did appear to greatly reduce research budgets was in the non-research intensive industries, where research budgets might be more of a discretionary expense. Firm size was not a factor in whether research intensive…

Advisors/Committee Members: Mudambi, Ram;, Kumaraswamy, Arun, Krishnan, Jayanthi, Dunkelberg, William C.;.

Subjects/Keywords: Business;

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6th Edition):

Black, J. N. (2013). RAMIFICATIONS OF SARBANES-OXLEY CORPORATE GOVERNANCE LEGISLATION ON INITIAL PUBLIC OFFERINGS OF RESEARCH-INTENSIVE FIRMS. (Doctoral Dissertation). Temple University. Retrieved from http://digital.library.temple.edu/u?/p245801coll10,216518

Chicago Manual of Style (16th Edition):

Black, Janine Noelle. “RAMIFICATIONS OF SARBANES-OXLEY CORPORATE GOVERNANCE LEGISLATION ON INITIAL PUBLIC OFFERINGS OF RESEARCH-INTENSIVE FIRMS.” 2013. Doctoral Dissertation, Temple University. Accessed June 17, 2019. http://digital.library.temple.edu/u?/p245801coll10,216518.

MLA Handbook (7th Edition):

Black, Janine Noelle. “RAMIFICATIONS OF SARBANES-OXLEY CORPORATE GOVERNANCE LEGISLATION ON INITIAL PUBLIC OFFERINGS OF RESEARCH-INTENSIVE FIRMS.” 2013. Web. 17 Jun 2019.

Vancouver:

Black JN. RAMIFICATIONS OF SARBANES-OXLEY CORPORATE GOVERNANCE LEGISLATION ON INITIAL PUBLIC OFFERINGS OF RESEARCH-INTENSIVE FIRMS. [Internet] [Doctoral dissertation]. Temple University; 2013. [cited 2019 Jun 17]. Available from: http://digital.library.temple.edu/u?/p245801coll10,216518.

Council of Science Editors:

Black JN. RAMIFICATIONS OF SARBANES-OXLEY CORPORATE GOVERNANCE LEGISLATION ON INITIAL PUBLIC OFFERINGS OF RESEARCH-INTENSIVE FIRMS. [Doctoral Dissertation]. Temple University; 2013. Available from: http://digital.library.temple.edu/u?/p245801coll10,216518


Temple University

2. Hill, Theodore. LONGING TO BELONG: IDENTITY AND ORGANIZATION THEORY.

Degree: PhD, 2011, Temple University

Business Administration/Strategic Management

This dissertation consists of the first three papers in a stream of organization theory research inspired by the insight that humans are as motivated by identity self interest - or the "longing to belong" - as by instrumental self interest. The first paper (chapter 2) spells out this insight and its implications for the governance of knowledge intensive organizations; the second paper (chapter 3) offers an empirical test of the fundamental assumption that a continuum of motivation influences governance arrangements; and the third paper (chapter 4) uses a historical case study to refine process theories of organization by emphasizing the struggle for dominance between identity groups and their logics.

Temple University – Theses

Advisors/Committee Members: Mudambi, Ram, Hamilton, Robert D. (Robert Devitt), Kumaraswamy, Arun, Scott, Jonathan A..

Subjects/Keywords: Organization Theory; Economic sociology; Embeddedness; Identity; Open source; Organizational democracy; Process theory

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6th Edition):

Hill, T. (2011). LONGING TO BELONG: IDENTITY AND ORGANIZATION THEORY. (Doctoral Dissertation). Temple University. Retrieved from http://digital.library.temple.edu/u?/p245801coll10,118112

Chicago Manual of Style (16th Edition):

Hill, Theodore. “LONGING TO BELONG: IDENTITY AND ORGANIZATION THEORY.” 2011. Doctoral Dissertation, Temple University. Accessed June 17, 2019. http://digital.library.temple.edu/u?/p245801coll10,118112.

MLA Handbook (7th Edition):

Hill, Theodore. “LONGING TO BELONG: IDENTITY AND ORGANIZATION THEORY.” 2011. Web. 17 Jun 2019.

Vancouver:

Hill T. LONGING TO BELONG: IDENTITY AND ORGANIZATION THEORY. [Internet] [Doctoral dissertation]. Temple University; 2011. [cited 2019 Jun 17]. Available from: http://digital.library.temple.edu/u?/p245801coll10,118112.

Council of Science Editors:

Hill T. LONGING TO BELONG: IDENTITY AND ORGANIZATION THEORY. [Doctoral Dissertation]. Temple University; 2011. Available from: http://digital.library.temple.edu/u?/p245801coll10,118112


Temple University

3. Shea, Matthew Ian. The Formation, Performance, and Strategic Decisions of Nonprofits.

Degree: PhD, 2012, Temple University

Business Administration/Strategic Management

This dissertation includes three essays about nonprofit organizations. The first essay investigates how the availability of financial and intellectual capital in the macro-environment influences the formation of nonprofit organizations. The analysis is an extension of Weisbrod's (1975) Heterogeneity Hypothesis and Ben-Ner and van Hoomissen's (1991) "social cohesion" principle. Findings indicate financial capital and intellectual capital are important to the formation of nonprofits, but the strength and direction of their influence varies by industry. The second essay applies Stakeholder Theory to predict the influence of board members, donors, and beneficiaries on nonprofits' performance. The study incorporates 134 charities from six different industries over a five year period and finds nonprofit performance is driven by the interests of the most salient stakeholders. Furthermore, the analysis indicates nonprofit stakeholders have the ability to control the behaviors of managers; behaviors which are not necessarily aligned with mission statements. No evidence, however, suggests salient stakeholders with shared interests collaborate for mutual benefit. Stakeholder Theory is also used in the third essay to predict the moderating role stakeholders fulfill in the relationship between environmental uncertainty and nonprofits' strategic decisions. The study incorporates the same database as the second essay and discovers the influence of environmental uncertainty on nonprofits' strategic decision depends on the ability of salient stakeholders to diversify their interests. The identified effect encourages Stakeholder Theory applications adopt a dual-perspective approach to the concept of salience; such applications need to account for the salience of the stakeholder to the organization and the salience of the organization to the stakeholder.

Temple University – Theses

Advisors/Committee Members: Hamilton, Robert D. (Robert Devitt), Kumaraswamy, Arun, Mudambi, Ram, Blau, Gary J..

Subjects/Keywords: Management; Charities; Entrepreneurship Theory; Nonprofits; Nonprofit Theory; Stakeholder Theory

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6th Edition):

Shea, M. I. (2012). The Formation, Performance, and Strategic Decisions of Nonprofits. (Doctoral Dissertation). Temple University. Retrieved from http://digital.library.temple.edu/u?/p245801coll10,174407

Chicago Manual of Style (16th Edition):

Shea, Matthew Ian. “The Formation, Performance, and Strategic Decisions of Nonprofits.” 2012. Doctoral Dissertation, Temple University. Accessed June 17, 2019. http://digital.library.temple.edu/u?/p245801coll10,174407.

MLA Handbook (7th Edition):

Shea, Matthew Ian. “The Formation, Performance, and Strategic Decisions of Nonprofits.” 2012. Web. 17 Jun 2019.

Vancouver:

Shea MI. The Formation, Performance, and Strategic Decisions of Nonprofits. [Internet] [Doctoral dissertation]. Temple University; 2012. [cited 2019 Jun 17]. Available from: http://digital.library.temple.edu/u?/p245801coll10,174407.

Council of Science Editors:

Shea MI. The Formation, Performance, and Strategic Decisions of Nonprofits. [Doctoral Dissertation]. Temple University; 2012. Available from: http://digital.library.temple.edu/u?/p245801coll10,174407

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