Global Networks, Knowledge Management and World Cities

Brondoni, Silvio M.

doi:10.4468/2011.1.02brondoni

Cited by 26 publications

(21 citation statements)

References 16 publications

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“…The control system of the corporate structure must be in line with the strategic risk management vision, defined by taking into consideration the corporate network and external and internal expectations (Brondoni 2011).…”

Section: Managing Stakeholder Relations and Reputationmentioning

confidence: 99%

Corporate Global Responsibility and Reputation Risk Management

Cassano¹

2019

Symphonya. Emerging Issues in Management

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The increasing attention placed by corporations on sustainable development due to the growing importance attributed to this issue by institutions at an international level, leads to a reconsideration of the concept of the global responsibility of companies as a prerequisite for effective multi-stakeholder relationships. All levels of responsibility are taken into consideration within this broad spectrum: legal, social, economic and environmental, leading to a more integrated approach to management of reputation risk. This study is a theoretical reflection on the relationship between the interests of stakeholders, the extent of corporate responsibility and management of reputation risk.

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Section: Managing Stakeholder Relations and Reputationmentioning

confidence: 99%

Corporate Global Responsibility and Reputation Risk Management

Cassano¹

2019

Symphonya. Emerging Issues in Management

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“…Big cities have indeed the strength and the power to attract investments and innovation. The level of aggregation of knowledge production and intangible consumption classifies large conurbations with unconventional metrics, establishing new types of scales for 'world cities' (Brondoni, 2011).…”

Section: Traditional Tourism Vs Sharing Tourismmentioning

confidence: 99%

Tourism and the Sharing Economy. An Evidence from Airbnb Usage in Italy and Romania

Cesarani¹,

Nechita²

2017

Symphonya. Emerging Issues in Management

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Tourism in the era of the sharing economy adopts a model based on a global concept with a local practice. The traditional tourism offer is based on the attractiveness of a destination, expressed by a system of characteristics of the destination itself and a range of services related to accommodation, transport and food. The tourism model of sharing economy, instead, is based on the development of shared services that stimulate the flows of tourists. Traditional destinations are then alongside new destinations that, thanks to some factors that drive the development of sharing economy platforms, attract tourists, change behaviours and modify competitive dynamics. The new paradigm of could be briefly described by the 4 Ts of sharing economy: Trust, Togetherness, Technology and Transformation.

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“…The global competitive landscapes of innovation and imitation have significantly changed the relative position of many Nation-States (Brondoni 2011;Cappellin 2011;Corniani 2011;Tresca 2011). First, the US large corporations have lost their historical leadership in innovation.…”

Section: Overturementioning

confidence: 99%