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Systemic dance

Iconic ballets including The Nutcracker and Giselle can provide fresh systems-based thinking about stakeholder relationships in order to address 'grand challenges' such as poverty and climate change, says study co-authored by Dr Thomas Roulet at Cambridge Judge Business School. Dr…

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A ballet dancer leaps into a blue powder cloud.

Seven cashflow strategies

Practical ideas for businesses to remain resilient in the challenging COVID-19 economic environment from Max Montgomery (MBA 2019). The COVID-19 (coronavirus) pandemic has forced governments around the world to implement extreme lockdown policies. Although this has helped contain the virus,…

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The shareholder value of stakeholder orientation

by Dr Scott B. Guernsey, Research Associate, Cambridge Centre for Finance and Cambridge Endowment for Research in Finance Dr Scott B. Guernsey Ever since Milton Friedman's celebrated 1970 article – "The Social Responsibility of Business is to Increase its Profits"…

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Shadow pills and visible value

Dr Scott B. Guernsey The "poison pill" (formally known as a "shareholder rights plan") has a long and contentious history in the United States as a tactic to deter takeovers.[1] While details can vary across different implementations, the key defensive…

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“Value & Profit”: new book by Geoffrey Whittington published August 2017

Cambridge University Press has recently published a new book by Geoffrey Whittington, Honorary Senior Research Associate at the Cambridge Centre for Finance (CCFin). Value and Profit An Introduction to Measurement in Financial Reporting looks at the measurement methods used in…

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A new model for corporate social responsibility

Your business's CSR activity must adapt to the market you're in, new research reveals. In 2017, any company worth its salt has some kind of corporate social responsibility programme. But what CSR looks like – and how important it is…

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Conflicting motives, strategies and outcomes in merger and acquisition activity

By Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School Creating oligopolies? Reducing in healthy competition? Up go the prices and fees; down goes the service and/or product quality. Customers are put in a stranglehold. There is…

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