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This research examines the impact of firms’ decision-making, crisis management, and risk-taking behaviors on their sustainability and circular economy behaviors through the mediating role of their eco-innovation behavior in the energy industry in Iraq. Firms are exploring applicable mechanisms to increase green practices. This requires the industry to possess the essential skills to overcome the challenges that reduce sustainable activities. We applied a dual-stage structural equation modeling (PLS-SEM) and a multi-criteria decision-making (MCDM) approach to explore the linear relationships between variables, determine the weight of the criteria, and rank energy companies based on a circular economy. The online questionnaire was sent to 549 managers and heads of departments of Iraqi electric power companies. Out of these, 384 questionnaires were collected. The results indicate that firms’ crisis management, decision-making, and risk-taking behaviors are significantly and positively linked to their eco-innovation behavior. This study confirms the significant and positive impact of firms’ eco-innovation behavior on their sustainability and circular economy behaviors. Likewise, eco-innovation behavior has a fully mediating role. For the MCDM methods, ranking energy companies according to the circular economy can support policymakers’ decisions to renew contracts with leading companies in the ranking. Practitioners can also impose government regulations on low-ranked companies. Thus, governments can reduce the problems of greenhouse gas emissions and other environmental pollution.
There is a growing recognition that international organizations (IOs) formulate and adopt policy in a wide range of areas. IOs have emerged as key venues for states seeking joint solutions to contemporary challenges such as climate change or COVID-19, and to establish frameworks to bolster trade, development, security, and more. In this capacity, IOs produce both extraordinary and routine policy output with a multitude of purposes, ranging from policies of historic significance like admitting new members to the more mundane tasks of administering IO staff. This article introduces the Intergovernmental Policy Output Dataset (IPOD), which covers close to 37,000 individual policy acts of 13 multi-issue IOs in the 1980–2015 period. The dataset fills a gap in the growing body of literature on the comparative study of IOs, providing researchers with a fine-grained perspective on the structure of IO policy output and data for comparisons across time, policy areas, and organizations. This article describes the construction and coverage of the dataset and identifies key temporal and cross-sectional patterns revealed by the data. In a concise illustration of the dataset’s utility, we apply models of punctuated equilibria in a comparative study of the relationship between institutional features and broad policy agenda dynamics. Overall, the Intergovernmental Policy Output Dataset offers a unique resource for researchers to analyze IO policy output in a granular manner and to explore questions of responsiveness, performance, and legitimacy of IOs.
We conduct a laboratory experiment to study how locus of control operates through people's preferences and beliefs to influence their decisions. Using the principal-agent setting of the delegation game, we test four key channels that conceptually link locus of control to decision-making: (i) preference for agency; (ii) optimism and (iii) confidence regarding the return to effort; and (iv) illusion of control. Knowing the return and cost of stated effort, principals either retain or delegate the right to make an investment decision that generates payoffs for themselves and their agents. Extending the game to the context in which the return to stated effort is unknown allows us to explicitly study the relationship between locus of control and beliefs about the return to effort. We find that internal locus of control is linked to the preference for agency, an effect that is driven by women. We find no evidence that locus of control influences optimism and confidence about the return to stated effort, or that it operates through an illusion of control.