Silvio M. Brondoni

Comunicazione, performance e sistema delle risorse immateriali d’impresa

Recently, corporate communication has undergone a rapid development which has resulted in deep changes in the role, aims, articulation of the tools and in the complexity of the information flows addressed to internal and external audience or to operators defined as co-makers. In short, the logic of global communication constitutes an operating reality even more common since it responses to requirements of both environment an the organisation itself. In other words, the integrated communication adheres even more to the requirements referring to the company performance and social responsibility. This means, mainly for the great international organisations, a model of development that corrisspondes with “the vision of” intangible assets . On the other side global communication is based on a planned utilization of various tools which are especially important and effective for companies operating on different markets: international and those affected by an oversupply.

Ouverture de ‘Integrated CSR Management’

Globalisation has drastically changed the competitive dynamics worldwide. Companies have continuously expanded their size, also through merger agreements. However, companies should maintain a positive interaction with all their stakeholders, which is favoured by the integration of financial, social and environmental concerns in business strategies and operations. Transparency on corporate social responsibility (CSR) plays a key role in a company’s long-term success.

Ouverture de 'Global Tourism in Global Markets'

For a long time, tourism has been to many scholars of management a less than optimal choice in their academic and research strategies. Some of them would have probably even denied to tourism the status of “industry”. Even economists, including scholars of development, looked at tourism with skepticism. Low-tech, seasonal, knowledge-unintensive tourism was the worst of the possible post-industrial outcomes and no serious economic policy could be based on it. This scenario has changed very rapidly in recent years. Both internationally and in Italy, the number of scholars, institutes, journals, publications and teaching programs dealing with tourism has increased, involving several disciplines. Globalisation has also established new horizons in terms of tourism variety and development, encouraging the emergence of new tourist profiles. The traditional mass tourism model. has greatly changed, generating tourism supply and demand systems characterized by flexible production, organization and consumption models (dominated by the internet, the sharing economy, low-cost travel, B&Bs, etc.).

Networks e boutiques di management consulting nei mercati globali

Nei mercati globali le imprese di management consulting diventano un fattore-chiave per fronteggiare i continui cambiamenti imposti dalle dinamiche competitive, sostenendo le aziende con percorsi di sviluppo value-driven. La nuova fase della globalizzazione (dominata dal primato della finanza) ha prodotto importanti modificazioni nelle strutture di consulenza aziendale affermando in particolare le boutique consulenziali e le grandi imprese di management consulting che si qualificano per specifiche risorse immateriali.

Ouverture De ‘Corporate Governance Communication’

The globalisation of the market and the growth of companies into increasingly complex and ramified networks underline the importance of communication and of the information flows that sustain relations between a company’s executive organ, its management, shareholders and other stakeholders. In a complex framework of relationships, corporate governance communication and information are of prime importance to manage consensus in organisations operating on global markets. We can identify three main approaches in the debate on corporate governance communication. The first typically focuses on the shareholder supremacy of corporate policies. This approach in today’s global markets it often finds concrete implementation in companies operating in conditions of competitive scarcity (typical examples of this are corporations operating in oil extraction, energy and similar markets). The second approach refers to the balance between shareholder supremacy and stakeholder interest. In today’s global markets, this policy emerges in conditions of controlled competition, where corporate governance reveals a management power that is absolutely not subordinated to the shareholders. And finally, the third corporate governance policy concerns the conduct of organisations operating with a stakeholder supremacy. This approach is quite recent, developing in the early 1980s due to the globalisation of the markets of large corporations, which introduced networking logics into their corporate policies, tackling new problems of economic and environmental sustainability, with the result that new needs related to more heterogeneous and complex classes of stakeholders have emerged.