Is it possible to measure social entrepreneurship in firms?

[EN] This study defines and proposes a measurement scale for social entrepreneurship (SE) in its broadest sense. The broad definition of SE covers for-profit firms that use social aims as a core component of their strategy. By pursuing social aims, these firms can boost the value of their products or services for consumers or exploit new business areas. Under this broad definition of SE, profit-seeking and the pursuit of social aims converge, thereby revealing a form of SE that has received little attention in either theoretical or empirical research. To fill this research gap, the present study proposes a measurement scale to measure broad SE in firms. The process used to build the scale draws upon research by Churchill (1979) and DeVellis (1991) and combines the Delphi technique, a pre-test questionnaire and structural equation modelling. The main aim of this research is to develop a scale capable of measuring broad SE in firms. The theoretical basis for the scale is supported by an empirical study in the hotel sector. The scale provides a valid, reliable instrument for measuring broad SE in firms. The scale meets all sociometric properties required of measurement scales in the social sciences, namely dimensionality, reliability and validity.

Decomposing the Gender Wage Gap: The effect of firms, occupations and Job Stratification

This paper presents new evidence on the role of segregation into firms, occupations within a firm and stratification into professional categories within firm-occupations in explaining the gender wage gap. I use a generalized earnings model that allows observed and unobserved group characteristics to have different impact on wages of men and women within the same group. The database is a large sample of individual wage data from the 1995 Spanish Wage Structure Survey. Results indicate that firm segregation in our sample accounts for around one-fifth of the raw gender wage gap. Occupational segregation within firms accounts for about one-third of the raw wage gap, and stratification into different professional categories within firms and occupations explains another one-third of it. The remaining one-fifth of the overall gap arises from better outcomes of men relative to women within professional categories. It is also found that rewards to both observable and unobservable skills, particularly those related to education, are higher for males than for females within the same group. Finally, mean wages in occupations or job categories with a higher fraction of female co-workers are lower, but the negative impact of femaleness in higher for women.

Stability of Switched Feedback Time-Varying Dynamic Systems Based on the Properties of the Gap Metric for Operators

The stabilization of dynamic switched control systems is focused on and based on an operator-based formulation. It is assumed that the controlled object and the controller are described by sequences of closed operator pairs (L, C) on a Hilbert space H of the input and output spaces and it is related to the existence of the inverse of the resulting input-output operator being admissible and bounded. The technical mechanism addressed to get the results is the appropriate use of the fact that closed operators being sufficiently close to bounded operators, in terms of the gap metric, are also bounded. That philosophy is followed for the operators describing the input-output relations in switched feedback control systems so as to guarantee the closed-loop stabilization.

Unilateral vs. Bilateral link-formation: Bridging the gap

We provide a model that bridges the gap between two benchmark models of strategic network formation: Jackson and Wolinsky' s model based on bilateral formation of links, and Bala and Goyal's two-way fl ow model, where links can be unilaterally formed. In the model introduced and studied here a link can be created unilaterally. When it is only supported by one of the two players the fl ow through the link suffers a certain decay, but when it is supported by both the fl ow runs without friction. When the decay in links supported by only one player is maximal (i.e. there is no flow) we have Jackson and Wolinsky 's connections model without decay, while when flow in such links is perfect we have Bala and Goyal' s two-way flow model. We study Nash, strict Nash and pairwise stability for the intermediate models. Efficiency and dynamics are also examined.

Diseño de líneas mixtas en un entorno Lean. Aplicación a un caso mediante Excel

[ES]Este trabajo tiene como objetivo analizar las soluciones existentes para el diseño de las líneas mixtas. Se trata de un tipo de líneas bastante complejas de diseñar y que por lo general han sido poco estudiadas por la sociedad académica, a pesar de las numerosas ventajas que ofrece en comparación a las líneas simples, mucho más investigadas. Para facilitar la comprensión de su diseño, y antes de su estudio, se realiza un análisis de las características de las líneas mixtas. Posteriormente se introduce una metodología desarrollada por Lluis Cuatrecasas (Presidente del Instituto Lean Management de España), que permite salvar la brecha que existe a su juicio entre los estudios sobre los diseños de este tipo de líneas y su aplicación a la empresa. Finalmente, se ilustra dicha metodología mediante un caso práctico y se evalúan sus fortalezas y debilidades.

Financial and Economic Report of a Specific Business Group

As a result of the natural evolution of the economy, ever-changing, unpredictable and cyclical, companies must adapt as far as possible to the changes that have taken place in order to continue with their normal operating activities. Likewise, they should also try to maintain a structure for long-term growth, trying at all times to generate the maximum value. The main objective of this project is to provide financial advisory services to a business group, trying to forward solutions and measures that according to the author can be effective. For this end, the situation of the group in question is analysed from early 2008 to the present day, examining its evolution, what steps have been taken together with their corresponding results and the economic-financial situation of the company at the end of last year. Contact with the company was kept throughout the process of analysis and assessment trying to take advantage of the feedback generated so that the appropriate measures can be adopted if the management considers it to be adequate.