Cork University Business School - Book Chapters

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Now showing 1 - 5 of 6
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    Nutrition measures and limits: the dominance of the USDA's Food Insecurity and Hunger Module and its adaptations
    (Edward Elgar Publishing, 2023-08-15) Furey , Sinéad; Beacom , Emma; Caraher , Martin; Coveney , John; Chopra, Mickey
    The Sustainable Development Goals call for an end to poverty (No Poverty) in all its forms everywhere to end hunger, achieve food security and improved nutrition (Zero Hunger). Food insecurity (food poverty) – the inability to access affordable food, or the worry that you may be unable to do so – and hunger are of increasing concern in developed countries. There are various indicators used to measure the prevalence and severity of food insecurity internationally and this paper compares and contrasts three of these: EU Survey on Income and Living Conditions (SILC) food deprivation measures, the FAO Food Insecurity Experience Scale Survey Module, and the USDA Household Food Security Survey Module (HFSSM). We conclude with a discussion of the HFSSM and its application and dominance in the UK’s Family Resources Survey and Food Standards Agency’s Food and You (2) survey to quantify the existence of hunger and associated anxiety about affording and accessing food, Finally we discuss opportunities to broaden further its applicability for UK household food security measurement.
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    Technology in human resource functions: Core systems, emerging trends and algorithmic management
    (Emerald Publishing, 2022-08-22) Jooss, Stefan; Duggan, James; Parry, Emma
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    (Emerald Publishing Limited, 2021-07-27) Jooss, Stefan; Burbach, Ralf; Ruël, Huub
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    Open innovation strategy of an early-stage SME
    (Springer Nature Switzerland AG, 2021-03-26) Barrett, Gillian; Dooley, Lawrence
    Leverage of both triple helix stakeholders through open innovation (OI) by early-stage SMEs is an area of inter-organisational collaboration that remains understudied. This chapter seeks to address this gap in the literature by exploring an exemplar case study of an early-stage medical device SME and the role of harnessing the R&D potential of public and private resources through collaborative projects for venture growth and the development of technological disruptive R&D. This study examines the partner resources harnessed, the objectives and nature of these engagements and the enablers/constraints of the SME in leveraging open innovation to advance their technological platform development. The analysis highlights that early-stage SMEs are capable of pursuing an OI strategy to leverage universityâ industryâ government resources and that the breadth of organisational collaborators increases as their capability to manage such collaborative R&D projects increases. Harnessing the potential of these external entities has enabled the SME case to raise the necessary funding, build industrial credibility, and achieve R&D co-creation to progress their disruptive technology closer to market launch and to grow the venture.
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    Global talent and mobility in a decentralised multinational enterprise
    (Edward Elgar Publishing, 2020-02-28) McDonnell, Anthony; Jooss, Stefan; Scullion, Hugh; Dundon, Tony; Wilkinson, Adrian
    This case examines several key issues and challenges faced by a European-owned, building materials sector multinational enterprise (MNE) that has grown rapidly over the past four decades based largely on an international strategy of cross-border acquisitions. The case highlights links between the business strategy and global talent management and, more particularly, the role of the corporate human resource (HR) function in the context of a company with a culture committed to delivering superior performance through a highly decentralised approach to managing international business operations. The case illustrates some of the complexity of global staffing and talent management issues in developed markets and also in the emerging markets of Central and Eastern Europe (CEE) and Asia. The talent management challenges are arguably more acute in these regions due to greater cultural and institutional differences, which results in a particular demand for a distinctive type of managerial talent which can operate effectively in these culturally complex and geographically distant markets (Skuza et al., 2013).