The paper equally employs the application of the European Foundation for Quality Management (EFQM) model as a tool to stimulate ethical behavior in an organization, with the focus on the enabler criterion of the model. This paper sets out to describe an approach that will facilitate implementation of codes of ethics in construction organizations and a comprehensive literature survey approach is adopted in this study. These assumptions should hinge on organizational enablers that allow embeddedness of codes of ethics in the web of an organization's processes. It is necessary to reconsider the assumptions upon which the process of implementing compliance and ethical programs rests, in both theoretical and practical terms.
#Building ethics in construction partnerships pdf code
The high ethical standards and commitment of the Corporation's staff are acknowledged and this code is a further step in demonstrating the Corporation's commitment to high personal standards of conduct and ethics.
We find evidence of a positive relationship between participating in both domestic and foreign networks and innovations, but the impact of domestic networking is stronger than that of foreign networking.While there is no one set of rules capable of providing answers to all ethical questions which arise, this Code provides the framework for appropriate conduct in a variety of contexts. We utilize data from two waves of a survey of medium and large Russian manufacturing firms conducted in 20 to evaluate the effects of network participation on the innovation behavior of firms. We analyze both the prerequisites for establishing an international/domestic partnership and the impact of such participation on the behaviors and innovation strategies of a firm. In this paper, we present a preliminary empirical analysis of the impact of network participation on the technological upgrading and innovation activities of Russian manufacturing firms. Foreign and domestic networks may also serve as additional sources of information flows and promote the direct and indirect acquisition of relevant valuable information about foreign markets. Competition and formal contracts may be important but are not the only mechanisms that facilitate innovations. Various channels exist to acquire new knowledge, including investment in a firm’s own R&D and innovation, acquisition of new equipment, attraction of FDI, etc. To compete internationally, many firms must significantly modernize their technologies and introduce new products. Russia’s increased participation in the global economy since its accession to the WTO not only provides new opportunities but also creates new challenges for Russian firms.
The paper presents the main results of an empirical research, devoted to analyses of international companies‘strategies and factors, affecting strategic choice and implementation process in the Russian market.
Strategy development and implementation together with stable network relations define company‘s success in a new market. The strategic process is influenced by a number of factors, such as institutional and sociopolitical, and also business-sector specifics and national culture. The choice of an international strategy defines a company‘s priorities on partnership development, which are necessary for a quicker understanding of new markets‘ features, and also for decreasing strategic and commercial business risks. International operations give companies an opportunity to use their resources more efficiently and simultaneously the internationalization processes increase a firm‘s risks and strategic problems. Globalization and growing competition force companies to look for new markets for their business.