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This chapter reports the results of an empirical study on the “gender–performance gap,” the alleged difference in business performance between firms started or owned by females and males. Although numerous studies have compared the business performance of firms started by or owned by female and male entrepreneurs, most research to date has employed financial performance metrics and has often produced inconsistent results. The present research compared gender-based business performance by examining self-perceptions of a large sample of female and male Black and Mexican-American entrepreneurs. As such, the present study overcame several limitations of prior gender–performance gap research and addressed entrepreneurial groups seldom studied. While there were no perceptual differences between female and male entrepreneurs surveyed regarding the performance of their respective businesses, Mexican-American entrepreneurs surveyed perceived the performance of their business as being better than Black entrepreneurs surveyed, and this result held for both females and males. Findings from the study provide insights into the perceptions held by Black and Mexican-American female and male entrepreneurs and provide a context for further race and gender studies.

The management control and performance measurement literature reflects a long history of discussion related to organizational, team, and individual rewards. Yet, much of the research and guidance in the academic and managerial literature has been inadequate. Reflecting work on three current research studies, this chapter examines the gaps in our current understanding of the relationship of performance measurement, rewards, and performance and suggests some research questions that are of significant interest.

Regardless of its relevance for economic development, the influence of strategic orientation by innovation orientation, and strategic marketing by marketing capability on firm performance, this interesting study focused on firms with strategic industries (defense and security) in Indonesia. It approached the gap in three ways. Initially, the examination was conducted on the role of innovation orientation, marketing capability, the interaction of innovation orientation and marketing capability on firm performance. The next step was considering the contribution of state-owned enterprise (SOE) and non-SOE. Finally, this relationship was studied in strategic industries of firms in Indonesia. The firm performance in this study, which we chose, was operational performance. The proposed conceptual model would be tested by distributing questionnaires to 41 firms in Indonesia. This study gave insight into the matters, which should be the companies’ focus, to improve their operations’ performance. By using PLS-based structural equation modeling (SEM) analysis, the results of the relationship between innovation orientation, marketing capability, and the interaction between innovation orientation and marketing capability on operational performance were identified. The findings could be clarified via the variations in the characteristics of enterprises (SOE and non-SOE). Moreover, there were clear variations in the findings, which were recognized among the firms’ relatively different characteristics. The main finding was a challenge to generalize the relationship from strategic orientation and strategic marketing to performance. The results of firm characteristics also had considerable managerial relevance. The authors recommend strategic industries (defense and security) in Indonesia in achieving operational performance excellence. Management’s importance is paying attention to the relationship between innovation orientation, marketing capability, and dynamic capability in running a company organization.

The purpose of this chapter is to discuss operational performance as a tool for construction project success. Specifically, the chapter examines important aspects such as the definition and meaning of operational performance, operational performance objectives, operational performance indicators and the key points to increasing operational performance. This chapter emphasises the importance of operational performance in business as it plays vital role in other aspects of business or company's variables. It concludes that investment in the improvement of operational performance is very important to any successful business. The essence of operational performance is to identify problems and provide solutions to them. It is essential to know that every difficulty that is encounter in business should be picture as a chance to become better. On this note, a mentality that embraces continual improvement should be taken graciously and adopted in order to make sure that a company continue to plan for the future.

This study investigates the impact of corporate governance mechanisms on performance related turnover. Our results indicate that smaller boards and institutional block holders are positively related to the likelihood of performance related turnover. CEOs that also hold the position of the chairman of the board or belong to a founding family face lower likelihood of turnover. CEO stock ownership is negatively related to turnover and CEOs who own 3 percent or more of their company stock face a significantly lower likelihood of performance related turnover. Moreover, protection from external control market has no effect either on the likelihood of turnover.

In this National Board-commissioned study, we examined types of feedback that teacher candidates for certification might receive along with their score reports after completing the Board's assessment process. We designed three standardized forms of feedback and interviewed 29 teachers from the 1993–1994 Early Adolescent/Generalist cohort about their preferences for each of the feedback options and about the inferences that they drew about their performance based on each type. The three feedback formats were (a) cases – extended descriptions of actual performances, annotated with scorer notes; (b) performance syntheses – brief descriptions of the scoring criteria accompanied by a variety of excerpts from candidate materials portraying performances at each level; and (c) illustrative summaries – evaluative descriptions of various candidate responses. Teachers reported that, of the three standardized formats offered to them, they preferred the cases format with its extended descriptions of an actual performance accompanied by annotated scoring notes. In terms of learning effects, candidates drew reasonably accurate inferences about their performance based on both cases and performance syntheses. The central conclusion we reached based on these findings was that feedback needs to be clearly organized around the scoring criteria for the exercise, and that examples of actual performances illustrating the application of the scoring criteria are important. However, teachers also reported that they would have preferred individualized, customized feedback on their own performance, although this option was not offered by the Board. As well, teachers indicated they would have preferred receiving the standardized feedback as “feedfront” to use in guiding them in their teaching and in preparing their assessment materials.

This study investigates how environmental, social, and governance (ESG) factors influence intangible asset and intellectual capital valuation within the food and beverage (F&B) industry. By examining and contrasting global and European contexts, the research highlights ESG’s critical role in shaping the economic dimensions of sustainability across different regulatory environments. The results provide essential insights for stakeholders aiming to enhance corporate value through responsible business practices.

We adopt a quantitative fixed-effects panel regression analysis for ESG performance and intangible asset and intellectual capital values. The correlations between these variables are explored both globally and in the European Union using 1,034 observations from 502 F&B companies.

Globally, higher ESG performance corresponds to lower intangible asset values, a trend not observed in the European Union. Further, high ESG performance is associated with a decrease in intellectual capital value, suggesting that internal organisational efforts in this area should be rewarded in terms of short-term value.

This study provides a new understanding of the relationship between ESG performance, intellectual capital, and the F&B industry operating environment, highlighting the complexity and challenges associated with integrating ESG practices.

Manufacturers face increasing demands to address inefficiencies and improve environmental performance across their supply chains. However, there remains a significant gap in empirical research examining how collaboration in the supply chain affects various environmental practices and their consequent impacts on performance. This study aims to address the gap by examining how shared goals and vision drives compliance-oriented and prevention-oriented practices, subsequently affecting environmental performance and operational costs—critical for fostering antifragility and resilience in today’s environment.

An empirical study has been performed based on a sample of survey data from 279 manufacturers from fifteen countries and regions. Applying structural equation modeling analysis to the sample dataset, this study examines the mediating role of two distinct types of environmental practices between shared goals and visions and manufacturers’ environmental performance and operational cost.

This study delineates distinct pathways through which shared goals and vision affect various types of environmental practices, and consequently lead to different performance outcomes: (1) environmental impact of manufacturing activities depends on the collective efforts of the manufacturers and their supply chain partners; (2) shared goals and vision among supply chain partners facilitates both environmental performance and operational cost through prevention-oriented practice; (3) shared goals and vision in supply chain benefits operational cost performance primarily through prevention-oriented practice, but less likely through compliance-oriented practice.

This study reveals two distinct pathways through which the shared goals and vision impact various performance outcomes, providing valuable guidance to businesses aiming to balance operational cost and environmental performance — crucial for resilience in today's turbulent environment.

This study not only corroborates existing theories of the Natural Resource-Based View and collaborative networks but also provides a detailed depiction of how collaboration across the supply chain promotes a diverse range of environmental practices and yields varied performance outcomes. It offers vital insights for supply chain participants to effectively navigate environmental challenges, enabling them to cultivate resilience and proactively address environmental issues.