Corporation Award Research Articles

Can Fulfilling Sports Corporate Social Responsibility Serve as an Immunity During the COVID-19 Pandemic? A Perspective From Social Capital and Corporate Financial Performance

The severe acute respiratory syndrome coronavirus 2 (COVID-19) has significantly impacted the global economy. Presently, societies and businesses are facing unprecedented environmental shifts, with the sports industry being caught in this tumultuous tide. COVID-19 has affected all sectors of the global economy, suggesting an urgent need for most enterprises to reconsider their business models. This study investigates the advantages of corporate social responsibility (CSR) engagement during the negative external events of the COVID-19 pandemic, focusing specifically on the relationship between sports CSR and corporate financial performance and risk. Its objective is to provide empirical evidence on how sports CSR activities influence firm value, especially when facing systemic risks, and determine whether engaging in sports CSR serves as an effective protective tool against stock price decline. Methodologically, this study targets 159 companies that have received the Taiwan’s iSport Corporate Award over the years, employing the event study method and regression modeling to analyze the insurance effect of executing sports CSR on corporate financial performance during the COVID-19 pandemic. By offering empirical evidence on the relationship between CSR implementation and financial performance, this study contributes to a deeper understanding of the interconnectedness between sports CSR engagement and corporate financial outcomes, further enriching research in the realm of sports finance.

The Interplay between Board Gender Diversity, Earnings Quality, and Return Volatility: Considering the Reputation of Corporate Awards

The Interplay between Board Gender Diversity, Earnings Quality, and Return Volatility: Considering the Reputation of Corporate Awards

Can sports-based corporate social responsibility performance reflect firms' market values and risks? Intertemporal evidence from Taiwan iSports corporate award-winning firms

PurposeWith the growing popularity of sports in Taiwan, the Sports Administration under the Ministry of Education introduced the Taiwan iSports Corporate Award campaign. This emphasised sports for employees and assisted in developing and supporting corporate social responsibility (CSR) activities in the sports industry through collaboration with firms, thereby enhancing their corporate image, facilitating the recruitment of high-quality employees and highlighting healthy human resources and brand value. Can sports-based CSR performance reflect firms' market values and reduce their market risks? This study regards Taiwan iSports Corporate Award announcements as important sports-based CSR disclosures and incorporates financial econometrics to examine the relationship between the announcement of sports-based CSR performance and firms' market values and risks.Design/methodology/approachAn event study is conducted to clarify the reactions of the Taiwan iSports Corporate Award announcement event on the abnormal returns of award-winning firms during the 2016–2021 period, and a regression discontinuity design (RDD) model is employed to verify the robustness of the empirical results using the event study method.FindingsTaiwan iSports Corporate Award announcements are not significantly reflected in the positive abnormal returns of award-winning firms. No causal relationship is found between the two. However, there are signs of relatively less systematic risks when investing in award-winning firms than in the market.Originality/valueThis study provides empirical evidence and managerial implications for Taiwan iSports Corporate Award-winning firms. It effectively enables business operators, sponsors or investors to understand the reactions of announcing sports-based CSR performance on the financial market and provides references for corporate organizations' CSR and sustainable development.

Scientific Imprints, Commercial Footprints: The Paradox of Resources in Prod. of Science & Scientist

How do universities contribute to the economy? Despite elaborate efforts in policy and practice, academic research institutions struggle to fully realize their contribution to economically-relevant innovation. And the public is short changed in gaining access to the kinds of metrics that truly reflect the myriad of ways that academic science contributes to the economy. Doctoral recipients represent a vital role in the economy, by populating the scientific workforce, facilitating the transfer of technical and tacit knowledge among industry, government, and academia, and replenishing the intellectual stock of universities. And yet, our performance metrics reflecting university contributions to the economy largely overlook the production of scientists, which is arguably our most important source of technology transfer. Our current technology transfer metrics, either by design or in use, do little to acknowledge the people, practices, and relationships that are so critical to universities’ contributions to the economy. Furthermore, whereas the conditions for innovation, commercialization, and publication of science are well-studied, the conditions for the cultivation of scientists remains black boxed. We contend that the academic enterprise has ready access to a wealth of information to gauge their own standing, communicate their contributions to the public, and even improve local institutional performance with potentially less controversial, one-size-fits-all interventions. Policy and practice, however, have not made use of these data as much as they could. The challenge for academic institutions resides with how performance is measured or analyzed than what contributions academics make to the economy. We examine productivity among 1,205 scientists affiliated with Stanford University Medical School over a 16-year period in terms of 5 forms of scientific output, including (1) scholarly publications, (2) doctoral students, (3) participation on doctoral committees, (4) invention disclosures, and (5) licenses obtained from innovation disclosures. While science and commerce may go hand-in-hand between publications, and inventions, the relationship between corporate grants and other forms of scientific production is less clear. We find that the number and total size of corporate awards a scientist receives is associated with neither disclosure nor publication. Furthermore, the number of corporate awards has a negative association with doctoral student advising and committee membership, yet a positive association with successful licensing.

Tokopedia's Strategy in Improving the Quality of Human Resources to Increase Business Productivity and Profits

Human resources are one of the important factors in a company to achieve its goals and objectives, because human resources are one of the factors determining the success or failure of a company in achieving its goals. Human resource development is basically an increase in employee performance that reflects the ability of organizational members to work, meaning that the performance of each employee is assessed and measured according to the criteria set by the organization Organizations are systems and human activities that work together. In line with that the organization is said to be a rational coordination of the activities of a number of people to achieve goals. Therefore, the organization expects that employees can excel and be able to create conditional conditions. So that employees will not experience boredom, boredom and feeling lazy to work which results in decreased morale. If morale decreases, it can result in a decrease in employee performance. Decreased employee performance can result in losses in the organization. Improved employee performance will bring progress for the company to be able to survive in an unstable business environment competition. Therefore, efforts to improve employee performance are the most serious management challenges because the success in achieving the goals and survival of the company depends on the quality of the performance of human resources in it. Tokopedia is an online marketplace that allows individuals and business owners in Indonesia to open and manage their online store easily and free of cost, while providing a safe and comfortable online buying and selling experience. Tokopedia is one of the largest and fastest growing internet companies in Indonesia with a vision of “Building a better Indonesia through the internet”. This online buying and selling (start-up) has an office based in Jakarta and a website registered with the name Tokopedia.com. This encyclopedia of online shops in Indonesia takes the form of an online mall that brings together sellers and buyers and allows for safer and more convenient online buying and selling transactions. Tokopedia provides a means of buying and selling online, where anyone can open an online store and serve buyers from all over Indonesia. Tokopedia users, commonly called Toppers, can sell new and used goods through Tokopedia, even though the majority of items sold are new and at a predetermined price. Tokopedia was founded by William Tanuwijaya and Leontinus Alpha Edison on February 6, 2009 and its product, the www.Tokopedia.com website, was officially launched on August 17, 2009. Tokopedia received initial funding of Rp. 2.5 billion from PT. Indonusa Dwitama (a subsidiary of the Nusapati Group) which is an investment company in the field of boksite mining, oil palm cultivation, online shops, trading in the oil and energy sector as well as financial services in February 2009. While it is still in the closed version where users are only by invitation, Tokopedia won BubuAwards 2009 with the “Corporate Awards E-commerce Category”. Tokopedia received further investment funds from East Ventures, a Singapore-based company that focuses on investing in the growing internet business. Tokopedia was selected as Marketeers of the Year for the e-commerce sector at the Markplus Conference held by Markplus Inc in 2014. This award was obtained because Tokopedia has contributed to developing online businesses in Indonesia. Being a bridge that connects millions of people who want to create opportunities, Tokopedia was awarded the Best Company in Customer Industry at the 2016 Indonesia Digital Economy Award. Entering the 7th year of establishing Tokopedia, William Tanuwijaya as CEO and Co-Founder of Tokopedia was chosen to represent Indonesia as the Young Global Leader at the World Economic Forum. Back then, our CEO was seen as one of the most influential young leaders in Asia-Pacific for having created promising innovations for the younger generation. Tokopedia has a Marketplace that provides the most diverse selection of products in Indonesia. Tokopedia has collaborated with more than 10 million sellers, various official stores and logistics and payment partners to provide the best experience for its customers.

Economic sharing of honors: Equal or Exclusive?

The objective of this study is to examine whether and how non-financial performances, specifically the awards achieved by the corporates, are associated with the distribution of the compensation of the managers and other employees within the corporations. Through an investigation of the correlation between corporate awards and compensation, we find that corporate awards as collective honors raise managers’ compensation but significantly reduce non-managerial compensation, thus widening the pay gap within the company. Our empirical evidence also shows that these correlations are more significant in state-owned enterprises than non-state-owned enterprises. In addition, our evidence reveals that although corporate awards increase the stickiness of managers’ compensation but not that of other employees, the corporate awards can still stimulate better financial performance and market value by motivating both managers and other employees. Our empirical evidence implies that because only managers are responsible for and evaluated by comprehensive corporate performance, the issues of fairness and efficiency are not raised when the economic benefits provided by corporate awards are unequally shared.

Ebara funds award for high school students

Ebara is joining Science Castle 2020, one of Asia's largest scientific societies for high school students, with the launch of the Ebara Corporation Award.

Awards and executives’ financial performance preference

PurposeThe purpose of this paper discusses the fundamental nature of the corporate awards disclosed in the annual reports of Chinese A-share listed companies. The authors hypothesise and investigate the role of awards playing as non-financial performance, which is a Chinese characteristic, and therefore, can substitute for financial performance from the perspective of an executive’s preference of financial performance.Design/methodology/approachThis study focusses on the corporate awards disclosed in company annual reports. It regards award-winning at the enterprise level as a kind of non-financial performance of Chinese enterprises, which represents achievements in the status competition and establishes good conditions for enterprises. The authors design empirical models and use data of A-share listed company to investigate the research questions and check the robustness of conclusions by eliminating endogenous problems and sample selection problems.FindingsThe empirical evidence reveals that corporate awards reduce management financial performance preference. This is reflected not only in reduced current period positive accruals earnings management, which can directly improve current period financial performance but also in reduced current period negative earnings management, which can indirectly improve future financial performance. The authors also find that there is an industry spillover effect of corporate awards, which is that awards increase the financial performance preference of other company executives within the industry.Research limitations/implicationsAs a form of non-financial performance, corporate awards provide more reference information for investors. Currently, academic attention to this issue in China is still lacking. What is the essence of corporate awards, what economic consequences are there for listed companies and what effect is there on China’s capital market development? These questions are worthy of further study.Originality/valueFirst, the literature on corporate awards has focussed on the effect of awards on individual behaviour, mainly considering awards as non-monetary rewards and exploring their economic consequences. Therefore, the hypothesis that awards are “Chinese-style performance” is an extension of the literature and theory related to the economic consequences of awards from the individual to the enterprise level, which is an important addition to the literature on corporate awards and their economic consequences. Second, the authors propose and prove that awards are an important demonstration of a company’s competitive performance. This study provides a better understanding of how Chinese companies display their performance and the behavioural logic behind the performance demands of company management.

Corporate awards and executive compensation: empirical evidence from Chinese A-Share listed companies

ABSTRACT From the perspective of non-financial performance, this study investigates the effect of corporate awards on executive compensation. We find that as a measure of non-financial performance, corporate awards help increase executive compensation by demonstrating the company’s status in the industry through the efforts of executives. In addition, corporate awards play an important role in supplementing the financial performance of a firm to improve executives’ pay-performance sensitivity. Our empirical evidence also reveals that corporate awards are included as a subjective indicator to evaluate the non-financial performance of state-owned enterprises (SOEs) in China: the increase in compensation and the stickiness of this compensation for financial performance based on corporate awards in SOEs are both stronger than in non-SOEs. Moreover, when managers cannot fully obtain other forms of incentives (such as perk consumption or equity incentives), the effect of corporate awards on managers’ monetary remuneration is more significant.

Characterization of Protein‐Ligand Interactions in MsrA from E. coli

The amino acid methionine is highly susceptible to oxidation via reactive oxygen species, resulting in loss of function in proteins containing oxidized methionines. This loss of protein function has been implicated in numerous neurodegenerative and age‐related diseases such as Alzheimer's disease, Parkinson's disease, amyotrophic lateral sclerosis (Lou Gehrig's Disease), emphysema, and arthritis. The enzyme methionine sulfoxide reductase (MsrA) catalyzes the stereospecific reduction of oxidized methionine in free amino acids, peptides, and proteins, restoring function in the latter. The catalytic mechanism of MsrA has been studied extensively, but less is known about how MsrA is able to recognize its large variety of substrates, from single amino acids or small molecules to oxidized methionines in the context of a protein. Earlier work from our lab using intrinsic and extrinsic fluorescence spectroscopy suggests that the presence of sulfoxide group on a methionine in a target protein enhances existing weak hydrophobic interactions with MsrA. The current study builds on these findings using fluorescence spectroscopy to characterize how MsrA of E. coli recognizes its substrates and repairs specific oxidized methionine residues in an intrinsically‐disordered form of staphylococcal nuclease and a nonapeptide derived from it.Support or Funding InformationThis work was supported by a Research Corporation award (grant number CC5482) to VFS. The Office of Naval Research supported Trident Scholar research by JS. MJW was supported by a Garrigues Program scholarship award.This abstract is from the Experimental Biology 2019 Meeting. There is no full text article associated with this abstract published in The FASEB Journal.

USCCF bestows Corporate Citizenship Awards

USCCF bestows Corporate Citizenship Awards

Motivational Spillovers from Awards: Crowding Out in a Multitasking Environment

This paper uses data from an attendance award program implemented at one of five industrial laundry plants to show the complex costs of corporate awards previously ignored in the literature. We show that although the attendance award had direct, positive effects on employees who previously had punctuality problems, it also led to strategic gaming behavior centered on the specific eligibility criteria for the award. The award program temporarily changed behavior in award-eligible workers but did not habituate improved attendance. Furthermore, we show that the extrinsic reward from the award program crowded out the internal motivation of those employees who had previously demonstrated excellent attendance, generating worse punctuality during periods of ineligibility. Most novelly, we show that the attendance award program also crowded out internal motivation and performance in tasks not included in the award program. Workers with above average pre-program attendance lost 8% efficiency in daily laundry tasks after the program’s introduction. We argue that these motivational spillovers result from the perceived inequity of internally motivated workers’ previously unrewarded superior attendance contributions. Our paper suggests that even purely symbolic awards can generate gaming and crowding out costs that may spill over to other important tasks.

Finding a national audience for MTM

Finding a national audience for MTM

The Dirty Laundry of Employee Award Programs: Evidence from the Field

This paper uses data from an attendance award program implemented at one of five industrial laundry plants to show the complex costs of corporate awards previously ignored in the literature. We show that although the attendance award had direct, positive effects on employees who had previously had punctuality problems, it also led to strategic gaming behavior centered on the specific eligibility criteria for the award. The award program temporarily changed behavior in award-eligible workers, but did not habituate improved attendance. Furthermore, we show that the extrinsic reward from the award program crowded out the internal motivation of those employees who had previously demonstrated excellent attendance, generating worse punctuality during periods of ineligibility. Most novelly, we show that the attendance award program also crowded out internal motivation and performance in tasks not included in the award program. Workers with above average pre-program attendance lost 8% efficiency in daily laundry tasks after the program’s introduction. We argue that these motivational spillovers result from the perceived inequity of internally-motivated workers’ previously unrewarded superior attendance contributions. Our paper suggests that even purely symbolic awards can generate gaming and crowding out costs that may spill over to other important tasks.

Health care reform: Pharmacy's opportunity to move forward

Health care reform: Pharmacy's opportunity to move forward

Hospital Program for Working With Adult Clients With Intellectual and Developmental Disabilities

The hospitalization of individuals with intellectual and developmental disabilities provides unique challenges. Length of stay (LOS) for this population is often longer than that of other individuals and than that of individuals with other disabilities (Walsh, Kastner, & Criscione, 1997). Patients with intellectual and developmental disabilities report feelings of vulnerability, loss of control, fear of what was going to happen to them (Parkes, Samuels, Hassiotis, Lynggaard, & Hall, 2007), and difficulty communicating their needs to hospital staff (Iacono & Davis, 2003). It is difficult to find hospitalization satisfaction results for individuals with intellectual and developmental disabilities, but limited research has indicated that, at best, individuals with intellectual and developmental disabilities report feeling neutral about their hospital stay (Hulzebos et al., 2006; Iacono & Davis, 2003). Rush University Medical Center (RUMC; Chicago, IL) has long-standing efforts to improve access to care for individuals with disabilities, including incorporating principles of universal design into new buildings and retrofitting of old buildings, training of personnel in disability awareness, and partnering with the community. The Rehabilitation Institute of Chicago awarded RUMC and Rush University College of Nursing the 2004 Henry Betts, MD Award, a top corporate award for disability rights and employment advocacy. RUMC also was cited by the Robert Wood Johnson Foundation (Princeton, NJ) as setting a standard of excellence in the crisis of health care for people with disabilities (Rush University Medical Center, 2009). Furthering these efforts, the Adults With Intellectual and Developmental Disabilities Committee (AIDDC) was formed at RUMC in 2007 following a town hall meeting where staff raised concerns about their training to serve patients with intellectual and developmental disabilities. The AIDDC is multidisciplinary, with representatives from nursing (neurology, psychiatry, community, systems and mental health), child life services, social services, employee and organizational development, patient satisfaction, medicine, volunteer services, and outpatient services. The AIDDC established a mission ‘‘to foster awareness, sensitivity, and skills related to individuals with intellectual and developmental disabilities in order to promote partnership in the healthcare experience.’’ Initial efforts of the AIDCC included a survey conducted among RUMC employees who had direct contact with patients, including departments such as medicine, nursing, therapy services, social services, dietary services, transport services, registration and housekeeping (N 5 292). Of those who responded, 12% indicated that they had frequent contact (daily or almost daily), another 18% indicated that they had regular contact (at least once per week), and 70% indicated occasional contact (once a month or less) with adult clients with intellectual and developmental disabilities. Areas of concern were communicating with clients to avoid clients becoming upset and for calming clients, explaining hospital procedures, assessing pain levels, and preparing clients for discharge. Additional consultation with staff identified specific hospital procedures for which they felt a need for improved communication, including electroencephalograms (EEGs), computed-tomography (CT) scans, and phlebotomies. Consultation with interested consumers identified a need for improved communication with staff regarding the specific care needs of adult clients with intellectual and developmental disabilities. Based on the surveys and consumer input, the AIDDC developed a series of client-specific material for improving communication. Procedure-specific information booklets and sequence boards using photos, simple language, and tactile examples were developed for EEGs, CT scans, INTELLECTUAL AND DEVELOPMENTAL DISABILITIES VOLUME 48, NUMBER 2: 145–147 | APRIL 2010

18–19 November 2008 Washington, D.C

18–19 November 2008 Washington, D.C

Society News - Spring 2008

In this issue of Society News we present Division Officer Slates, Corporate Membership News, award news, and new ECS partnerships.

Corporate Award :Straus Family Creamery, Albert Straus

Corporate Award :Straus Family Creamery, Albert Straus

Public sector strategic planning: An emergent approach

Performance ImprovementVolume 45, Issue 5 p. 5-6 Commentary Public sector strategic planning: An emergent approach Thomas Plant MBA, MPA, Thomas Plant MBA, MPA thomas.plant@vaughan.ca Thomas Plant, MBA, MPA, is the Senior Manager of Strategic Planning with the City of Vaughan in Ontario, Canada. He has a graduate degree in both public and business administration, and his work in the municipal sector includes expertise in strategic planning, performance measurement, and change management. Through his implementation experience he has developed greater insight into the need for a close integration between people and business processes and the establishment of mechanisms that ensure organizational accountability. Recently, Thomas led a group of industry and academic experts investigating best practices in performance measurement/management in North American municipal governments; his research was published by the Institute of Public Administration of Canada (IPAC).Further, his work has been profiled in publications such as Performance Improvement, Municipal World, Municipal Monitor magazine, and IPAC's Public Sector Management magazine. Further, his strategic performance measurement system, implemented in the City of Mississauga, was awarded the City of Mississauga's Continuous Improvement Award for Excellence, a corporate award given by the Mayor and City Manager for excellence in public administration.Search for more papers by this author Thomas Plant MBA, MPA, Thomas Plant MBA, MPA thomas.plant@vaughan.ca Thomas Plant, MBA, MPA, is the Senior Manager of Strategic Planning with the City of Vaughan in Ontario, Canada. He has a graduate degree in both public and business administration, and his work in the municipal sector includes expertise in strategic planning, performance measurement, and change management. Through his implementation experience he has developed greater insight into the need for a close integration between people and business processes and the establishment of mechanisms that ensure organizational accountability. Recently, Thomas led a group of industry and academic experts investigating best practices in performance measurement/management in North American municipal governments; his research was published by the Institute of Public Administration of Canada (IPAC).Further, his work has been profiled in publications such as Performance Improvement, Municipal World, Municipal Monitor magazine, and IPAC's Public Sector Management magazine. Further, his strategic performance measurement system, implemented in the City of Mississauga, was awarded the City of Mississauga's Continuous Improvement Award for Excellence, a corporate award given by the Mayor and City Manager for excellence in public administration.Search for more papers by this author First published: 17 August 2006 https://doi.org/10.1002/pfi.2006.4930450503Citations: 2 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article.Citing Literature Volume45, Issue5May/June 2006Pages 5-6 RelatedInformation