Dr. Barosum Publishes Chapter on Effective Employee Onboarding

Monarch is proud to announce that Dr. Mirielle (Miray) Barsoum has contributed in the 2nd edition of the Global Innovative Forefront Talent Management (GIFT)- Research and Publications Book Series (vol.2) with a chapter on Effective Employee Onboarding. The chapter entails a novel model developed to enhance the onboarding experience of employees in organizations and improve …

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Dr. Poem Mudyawabikwa Graduates The Doctor of Literature Program

Monarch Business School is happy to announce that Dr. Poem Mudyawabikwa has graduated the Doctor of Literature program. He completed the requirements with the submission of his dissertation entitled: “The Contextual Characteristics of the Negotiating Structure of the Governing Body of the International aLabour Organiation. Download The Dissertation Summary Here Download the Full Dissertation Here …

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CSR & Employee Affective Commitment: Saudi Communication Companies

The research explores the relationship between the different components of corporate social responsibility (CSR) and employee attitude and behaviour and their influence on Affective Organizational Commitment (AOC). The research focusses on the dimensions classified by Turker (2009) as targeting four types of stakeholders: social and non-social stakeholders, employees, customers, and government. The contemplated research will explore these issues at the individual level, where managers play a moral role in exercising effort to obtain socially responsible outcomes.

Monarch Research Paper Series Volume 2 Issue 1 Released

Monarch Business School Switzerland is proud to release Volume 2, Issue 1 of the Monarch Research Paper Series as of January, 2023. The issue highlights articles, thesis and dissertation summaries as well as doctoral research proposals. It highlights the collaborative work completed between Candidates and Faculty.  Volume 1 – Issue 1 | Volume 2 – …

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The Effectiveness of Team Coaching Within Australian Boards of Directors For Improved Decision Making

Pressure on boards to operate differently is now unprecedented with boards needing to re-think how they develop to serve stakeholders needs. It is argued that boards need to develop as social systems and collectives of dynamics. The call is for boards to improve strategic decision making and to operate as collectives to deliver stakeholder value, ethical behaviour and social impact.

Prof. Ochis Published in AACSB Insights On The Multigenerational Workforce

Monarch is happy to announce that Professor Dr. Karina Ochis has been published in “Insights” the online magazine of AACSP accreditation agency.

The article highlights that a business’s long-term success depends on the willingness and ability of its employees to work effectively together. But today’s companies must manage four generations of employees: boomers and members of Generations X, Y, and Z. All four have different attitudes about work, careers, and personal commitment.

Managing The Evolution To A Digital Organization Culture: Mobile Telephony Industry In Ghana

Organizational culture and effective change are regarded as vital for organizationaltransformations including digital culture transformations.According to Henley (2021) adaptive cultures contribute positively to digitaltransformation. A McKinsey study by Goran, LaBerge and Srinivasan (2017) furtherhighlights that cultural and behavioral practices were rated as the highest and themost significant challenge to attain digital priorities in organizations. The governmentof Ghana has prioritized digital transformation as a critical national program fornational growth and development in partnership with the mobile telephony industry(MTI). According to the GhanaStatistical Services (2020), the Information & Communication sector which ispredominantly the mobile telephony industry (MTI), income growth contribution grewfrom 67.6% in quarter one of 2019 to 77.4% in quarter one of 2020. According to Parviainen et al. (2017), digitalization has been identified as one of the major trends changing society and business.

Leadership Culture As An Antecedent To Innovation: American Multinational Technology Subsidiaries In Ireland

Ireland is an innovation leader according to the Global Innovation Index, and is rated in the top ten consistently across all performance indicators since the report’s inception in 2007. Ireland’s economy is highly globalized (Brennan, 2022). According to the Irish Central Statistics Office, foreign direct investment comprises 288% of Ireland’s GDP1. In 2019, Ireland exceeded an unprecedented one trillion dollars of FDI. Despite the global COVID-19 pandemic, FDI into Ireland rose incrementally by 71 billion euros in 2020, with the technology sector showing particular resilience. The year 2021 continued to see FDI inflows. According to the Industrial Development Authority (IDA), Ireland remains an attractive location for multinational subsidiary operations despite raising its corporate tax rate from 12.5% to 15% in 2021. Ireland made this adjustment to align with the minimum European corporate tax rate proposed by the OECD as part of their inclusion framework. Ireland’s innovation capacity is cited as a critical strategic pillar attracting multinational investment. The United States is the largest investor in Ireland accounting for almost three-quarters of total FDI. Ireland’s overall innovation profile is healthy. However, studies concerning the understanding of contributing factors for this success appear limited.