We show that implementing negligence involves allocating to the Court a higher status than under strict liability. The injurers will prefer considering the judges’ decisions rather than the regulator’s assessment. Consequently, this issue introduces a strong asymmetry between both regimes. This issue comes from the nature of the regulator’s utility function. The latter is benevolent, omniscient but of Negishi (1960)’s type.
The differences between cultural background has a considerable effect on how the manager should plan to run the company. Culture can be defined as the way people think, feel, and act, "the collective programming of the mind distinguishing the members of one group or category of people from another". The "category" can refer to nations, regions within or across nations, ethnicities, religions, occupations, organizations, or the genders (Hofstede, 2005). Culture is not just what people believe but also what they are taught and passed down from generations to generations. It contains the dominant intangible force on the communication behavior (Ryan, 2008).
To explain this relationship, one has to go back to the definition of we-intentions. Group norms capture the belief, that every member of the group intends to play together. SGAMS, on the other hand, are great at giving an incentive for everyone to hold this goal. Another surprise is that the results indicated, that social gamification affordances positively influence perceived behavioral control with a path
However, the cultural environment (communications, religions, values and ideologies, education, social structure) has special importance in multinational business. Table II gives an overview of the complexity of the cultural environment in multinational business. “Culture is an integrated phenomenon and by recognizing and accommodating taboos, rituals, attitudes toward time, social stratification, kinship systems and many other components, modern managers will pave the way toward greater harmony and achievement in the country in which an multinational business operates” (Sherman et al., 1995). Different cultural environments require different managerial behaviours. Strategies, structures and technologies that are appropriate in one cultural setting may lead to failure in another.
Krueger explains this as the desirability towards entrepreneurship. According to Kuehn (2008), this is influenced by one’s social environment, existing of “cultural influences, as well as family, friends, and personal exposure to entrepreneurship”. Perceived feasibility is the degree of ability that an individual assign to carry out that behavior, thus one’s capability to engage in entrepreneurship. These perceptions are determined by ‘cultural and social factors’ of the individual (Shapero and Sokol, 1982). Accordingly, the case of entrepreneurial event is caused by environmental factors surrounding the individual, thus for example family, education and professional influences.
If we must grow Africa through entrepreneurship, then we must empower the girl child to succeed in the society. Other issues like inconsistent government policies, lack of skilled manpower, unfavourable advantage of already successful businesses over start-ups, lack of international exposure, and other pertinent concerns are ones that should be addressed in order to properly harness the entrepreneurship spirit of the young African man
1.1 Introduction This study examines the factors that lead to small business failure in Johannesburg. Chapter 1 includes the background of the study, the aim/objective of the study, the key concepts and a scope of the study. 1.2 Background of the study The fashion industry is a globally competitive industry that presents challenges when initiating small start-up fashion businesses. Stanley Stasch (2010:3), however, highlights the need to develop small businesses as they contribute positively to the economy by creating jobs that alleviates a portion of the poverty in the country. In South Africa the clothing manufacturing sector has undergone major changes as it needs to compete with mass produced imports from low-wage earning countries as
CHAPTER TWO REVIEW OF RELATED LITERATURES 2.0 Introduction There have been a lot of work on SSEs but the available few have given in depth into the concept of SSEs. In Nigeria, attention has been drawn to the fact that SSEs have been receiving Small attention from government whereas they provide employment for a large number of people engaged in manufacturing as well as playing roles of crucial importance to our developing country. This is why it is important to reconsider the problem hindering the development of SSEs in Nigeria. There have been numerous contributions, opinions, and commentaries on how the government can help in the development of SSEs in Nigeria. Unfortunately, some of these opinions have not been given a listening ear by
Because the human agency is interceded by efficaciousness, self-efficacy beliefs influence one’s choices, effort, persistence, and emotions (Pajares, 1997 as cited in Henson, 2001). In the field of education, self-efficacy theories are associated with performance and self-regulated learning (Hackett, 1995; Pajares, 1996; Schunk, 1991; & Zimmerman, 1995). Teacher’s efficacy equates with teacher’s confidence in their ability to promote students (Hoy, 2000) and to organize as well as to execute courses of action necessary to bring about the desired results (Tschannen-Moran, Woolfolk, & Hoy, 1998). Efficacy reflects the judgment teachers make about their capabilities given the emotional and instrumental resources they can gather in a special concept because their judgment of their resources and strategies may vary across teaching concepts and student population. It is, therefore, important to account for context and discipline in order to accurately assess teachers’ efficacy (Tschannen-Moran and Hoy,