руководитель департамента — Кайсаров Александр Александрович
ул. Кантемировская, д.3, к.1, лит. А, ком. 211
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In this study we develop a model for early box office receipts forecasting that, in addition to traditionally used regressors, uses several inputs that have never been used before, but appeared to be very useful predictors according to our variable importance analysis. New predictors account for the power of actors and directors, as well as for the intensity of competition at the time of movie release. Instead of Motion Picture of Association of America (MPAA) ratings commonly used in movie success prediction, textual information about the reasons for giving a movie its MPAA rating was formalized using word frequency and principal components analyses. The expert system is based on the Random forest algorithm, which outperformed a stepwise regression and a multilayer perceptron neural network. A regression tree-based diagnostic approach allowed us to detect the heterogeneity of model accuracy across segments of data and assess the applicability of the model to different movie types.
Purpose: The paper explores factors of the low competitiveness of Russian companies assuming that the gap in the endowment of intangible resources is responsible for the gap in competitiveness.
Design/Methodology: The framework of resources-based view is used to examine causality between the resources employed and competitiveness measured by Economic Value Added. Controlling for the most relevant factors, we place an emphasis on those intangible resources that are considered in the literature as being the most critical for Russian companies when contending for global competitiveness: productivity, strategic long-term orientation of companies, quality of human capital, innovative behaviour of companies, foreign investments, and corporate networks. The dataset of more than 1000 Russian companies benchmarked to the dataset of more than 1600 European companies during a period of 10 years: 2004-2013 is analyzed to test the hypothesis put forward.
Findings: Causal effect of the gap in intangible endowment and competitiveness of Russian companies compared with European rivals is revealed. According to our analysis, gaps in productivity, strategy implementation, qualifications of the board of directors and company location play critical roles in the global competitiveness of Russian companies. Meanwhile, underinvestment in structural resources, like those such as ERP systems and other intangible assets, are considered positive factors that reduce gaps in EVA.
Originality/value: The paper introduces original approach for studying the gap in performance caused by gap in employed resources.
This chapter reports on services created and implemented by a writing center in a large public university in the USA to assist to pre-service teachers and in-service teachers with academic writing as professional development activities while they are pursuing their degrees. Academic writing is a style of written communication that has become acceptable in institutions of higher education (Craswell, 2005). The services include: 1) a series of workshops to teach the requirements of the Publication Manual of the American Psychological Association (American Psychological Association [APA], 2010), 2) a series of workshops around conceptualizing a research project and submitting a paper to a conference, 3) writing support circles, and 4) individual consultations. The chapter provides a description of each of this service, including the purpose and the design, highlights outcomes of these professional development services, and discusses challenges in its design and implementation.
This study explores the value creation and agent conflict in a company that employs intangibles. The conceptual model of value creation is used to test how intangibles affect companies' outperforming and simultaneously build investors' expectations. The research is carried out using a sample of more than 1,650 European companies covering the period from 2004 to 2011. The study reveals the diverse impact of intangibles on the outperforming of a company by Economic Value Added (EVA) and its ability to create market value (MVA). The study discovers that managers are prone to set positive signals for investors rather than create sustainable competitive advantages. This work contributes primarily to the field of corporate governance in companies that employ intangibles. The issues to be considered when designing rules and incentives for proper communication between managers and investors that drive both outperforming and sustainable value creation are emphasized.
Perception of higher educational institutions (HEIs) as engines for regional growth has preoccupied the minds of scholars and policymakers for a considerable timespan already, while the “Triple helix” model has marked the departure from an “ivory tower” university to a proactive entrepreneurial entity. Taking cue from the international trend umpteen political initiatives in Russia have emphasized government support aimed at augmenting “innovativeness” of universities and local industry. Moreover, imposed publication and R&D intensity requirements, higher salaries demanded by academic staff as well as student mobility have deemed purely teaching functions increasingly unsustainable. This poses a challenge for HEIs, especially in less innovative regions where the divergence between Academia and industry is quite pronounced and opportunities for technology transfer are limited due to relatively weak entrepreneurial milieux.
This research attempts to determine to what extent regional socio-economic conditions and absorptive capacity of local budiness modify innovation potential of mid-range HEIs and how the latter can contribute to regional and local innovation systems in less innovative Russian regions. The rest of this paper is structured as follows. The first section offers a regionalized perspective on HEIs’ entrepreneurial activities and links HEIs’ research performance to the overall level of innovative activity within the home region. In the following section methodology and data employed in the research are presented. The next section presents quantitative data analysis of Russian HEIs and discusses major findings. The penultimate part highlights the implications of the study and suggests solutions for mid-range HEIs, and the last part concludes.
Conversations about support of first-time managers to ease their transition to management usually evolve around either the ways newly promoted managers could help themselves by developing certain skills, knowledge base, and attitudes (e.g., Gaster and Gaster, 2006; Seibly, 2014), or the ways in which organizations could implement certain training and development activities after employees are promoted to managerial positions (e.g., Sillett, 2015; Walker, 2002). Very little has been said about “the before” or the preparation period. If promotion to management is accompanied by tremendous pressure, stress, frustration, and losses and could lead to termination, why should we wait till one is promoted to provide some support? Could something be done earlier? Therefore, the questions that this article will address, what could be done before the promotion to management to help first-time managers succeed in their new roles? If we choose to have a preparation period, how would we approach those learning and development initiatives?