Historically, management theory has ignored the constraints imposed by the biophysical (natural) environment. Building upon resource-based theory, this article attempts to fill this void by proposing a natural-resource-based view of the firm—a theory of competitive advantage based upon the firm's relationship to the natural environment. It is composed of three interconnected strategies: pollution prevention, product stewardship, and sustainable development. Propositions are advanced for each of these strategies regarding key resource requirements and their contributions to sustained competitive advantage.

A natural resource-based view of the firm

This paper aims to explore the relationships between knowledge management (KM), performance measurement systems (PMSs), and small and medium enterprises’ (SMEs) economic sustainability in knowledge-intensive sectors. The literature demonstrates that SMEs are often characterized by unstructured KM approaches and limited PMS implementation, being at the same time affected by scarce profitability and financial issues. Adopting the knowledge-based view of the firm and the contingency theory of PMSs, we tested the impact of two alternative KM approaches (exploitation and exploration) on SMEs’ economic sustainability, measuring the moderating effect of PMS use (diagnostic and interactive). Through an ordinary least squares (OLS) regression of data collected for 219 Italian medium firms operating in knowledge-intensive sectors, this study provides evidence on how a specific KM approach supports the SME economic sustainability and how a consistent implementation and use of PMS amplify the relationship between KM and economic sustainability. Data analysis confirms the relevance of some key concepts of the knowledge-based view of the firm, especially the positive impact of the KM exploration approach on economic sustainability. Additionally, the paper extends empirical evidence for the PMS moderating effect on the KM–performance relationship. To the best of our knowledge, this is the first time that a study provides evidence for the relationships among KM, PMSs, and economic sustainability in the SME setting. Moreover, our findings lead to some managerial implications, especially they encourage SME entrepreneurs and managers to design a coherent KM approach and to implement an adequate PMS in order to support economic sustainability.

https://www.mdpi.com/2071-1050/12/7/2594/pdf

Knowledge Management and Performance Measurement Systems for SMEs’ Economic Sustainability

\This study was conducted with the aim of analyzing the effect of unemployment on the poverty level, the effect of the human development index (HDI) on the poverty level, gross domestic product (GDP) on the poverty level, and the effect of unemployment, HDI and GDP on the level of poverty. This study uses secondary data obtained from the Central Statistics Agency (BPS) and other related sources. Data were analyzed using the multiple linear regression model using SPSS 25 Application. The results of this study indicate that: (1) Unemployment has a positive and insignificant effect on the level of poverty; (2) Partially, the HDI and GDP have a negative and insignificant effect on the level of poverty; (3) Simultaneously Unemployment, HDI and GDP have a significant effect on the level of poverty. The results of this study indicate that in order to significantly reduce the Poverty Level in East Luwu, the three independent variables must be the attention of the East Luwu Government in making development policies. Increase the HDI mainly in terms of education and health to provide more competitive human resources, pursue high GDP growth level, and be more qualified and inclusive to reduce poverty levels in East Luwu.

/pdf/the-influence-of-unemployment-human-development-index-and-7iu2sgyd1x.pdf

The Influence of Unemployment, Human Development Index and Gross Domestic Product on Poverty level

/pdf/the-mediating-role-of-management-control-system-in-the-1n9073l5kg.pdf

The mediating role of management control system in the relationship between corporate governance and the performance of bailed-out banks in Nigeria

Human resources problem is still the main highlight for company in order to survive the tight of business competition in globalization  era. Success of the company in achieving goals affected by various factor . One of the important factor is human resources, every company definitely has vision, mission, and the goal they want to achieve, however every individual as human resources in a company usually also have interests or personal goals. Often employees personal goals not in harmony with the company goals. Not in harmony of the company goals and employees personal goals will cause the company not achieved the company goals, therefor it takes a work controller that can, plane d ,directed ,observed, implemented, and evaluated so that increases the possibilities of achieving company goals , this system usually called management control system (MCS) This study aims to determine the effect of reward and punishment on employees performance and to determine whether the motivation is able to mediate rewards and punishment on employee performance to be better or the opposite at the company. The population of this study is all permanent employees of PT. Bank Central Asia (BCA). The data obtained are primary data through questionnaires distributed to BCA permanent employees. Data were analyzed using Structural Equation Model-Partial Least Square (SEM-PLS) method with 50 samples of research data collected by proportional sampling technique. The software used to analyze data is WarpPLS 3.0.The results showed that rewards has a non-significant effect on employee performance, while punishment has a significant effect on employee performance. In addition rewards has no significant effect on motivation but punishment has a significant effect on motivation. The conclusion of mediation shows that motivation is able to mediate punishment on employee performance but motivation does not mediate reward on employee performance. Keywords: Reward, Punishment, Motivation, Employees Performance, Management Control System.

/pdf/pengaruh-reward-dan-punishment-terhadap-kinerja-karyawan-50r5e4j544.pdf

Pengaruh reward dan punishment terhadap kinerja karyawan dengan motivasi sebagai variabel intervening (studi kasus pada pt. bank central asia tbk.)

/pdf/the-effect-of-management-control-system-on-performance-3hjj93qxqp.pdf

The Effect of Management Control System on Performance Measurement System at Small Medium Hotel in Malaysia

This study seeks to contribute to the field of environmental management and
management control literature as the study resolves the existing conflicts in the
literature regarding environmental management practice and at the same time
develops a theoretical foundation for the management control system in the
framework of the environmental management perspective. This study also introduces
the moderating and mediating framework to enhance the understanding of the
contingent factor related to the practice-control relationship in the environmental
management perspective. Previous studies such as Henri and Journeault (2006) and
Baba (2004) examined environmental management practices within manufacturing
firms, thus ignoring the significant impact of the service-based sector on
environmental problems. Building from Simons's (1995) four levers of management
control system, this study examines empirically the influence of environmental
management control systems on environmental performance in the hotel sector. This
study used questionnaires and phone interview surveys to collect the data. Linear
regression analysis and hierarchical (moderated) multiple regression analysis are used
to analyse the data. Environmental management practice and four elements of
management control systems, i. e. interactive control systems, budgeting control
systems, environmental information systems and cultural control systems, are
considered to have a significant influenced on environmental performance. Size,
structure and chain are also included in the model as control variables. The results
indicate that management control systems are not necessarily applicable in assisting
hotel management to enhance their environmental performance. The budgeting
control system was the only management control element which directly influences
environmental performance. Environmental management practice is found not to
have a direct significant effect on environmental performance. However, the results
reveal that the budgeting control system and interactive control system mediate the relationship between environmental management practice and envirom-nental performance, while the environmental information system and cultural control system moderate the relationship. The results of the study are expected to have implications
on the awareness in the hotel sector of how important it is for hotels to practise environmental activities beyond-compliance and integrate them with management
control systems to improve their environmental performance.

The moderating and mediating effect of the environmental management control systems on environmental performance : the case of Malaysian hotel sector

Nowadays, organizations and their management are working very hard to forecast and response to everchanging new markets and fierce competition. Due to the increase of globalization and technological advancements, the constant variable for today’s workplace is perhaps the stability to continuously evolve. In this context, the corporate environmental strategy and accountability is gaining more attention by practitioners and scholars. Schaltegger et a. (2003) argues that organization must ensure that their activities do not harm or negatively impact on the environment. Hence, the purpose of this study is to investigate the impact of organizational culture on the relationship between environmental management practice and environmental performance. In this study, organizational culture is measured using an adapted version of the Henri’s 2006 instrument which was based on a competing-values perspective developed by The National Centre for Higher Education Management System. The study employed survey method. Questionnaires were administered to 300 respondents (general managers/general managers) from various hotels in the Malaysian hotel industry. The hierarchical multiple regression method showed that organizational culture was not significantly related to environmental performance. However, to some extent, the organizational culture has moderated the relationship between environmental management practice and environmental performance. The result implies that most of the sampled hotels in Malaysia employed a control dominant type of culture which refers to formality, rigidity and more strictness and tightness in achieving objectives. Organizational culture did not act as an indicator to ensure hotels reach and achieve better environmental performance. The results showed that even though hotels create an environmental culture in their activities, but if people are not ready and unwilling to share their knowledge towards creation of new values and beliefs, better environmental performance will not be achieved. This insignificant finding may be due to new concern relating to environmental issues in the Malaysian hotel industry.

Exploring the influence of organizational culture on the relationship between environmental management practice and environmental performance in the malaysian hotel industry

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The Effect of Management Control System on Performance Measurement System at Small Medium Hotel in Malaysia

The moderating and mediating effect of the environmental management control systems on environmental performance : the case of Malaysian hotel sector

Exploring the influence of organizational culture on the relationship between environmental management practice and environmental performance in the malaysian hotel industry