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All Journal Advances in Global Economics and Business Journal International Journal of Applied Business and International Management Journal of the Community Development in Asia International Journal of Accounting & Finance in Asia Pasific Journal of International Conference Proceedings

Majdi Anwar Quttainah

Kuwait University

Author-ID : 2522275

Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Electrical & Electronics Engineering Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Social Sciences Other

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The Individual’s Aptitude For Career Advancement Ala' Odeh; Majdi Anwar Quttainah
Journal of International Conference Proceedings (JICP) Vol 1, No 1 (2018): Proceedings of the 1st International Conference of Project Management (ICPM) Mal
Publisher : AIBPM Publisher

This paper investigates the correlation between nationality and the individual’s aptitude and willingness for career advancement. It is assumed that: Kuwait’s business demographic is generally composed of nationals and foreigners, foreign residents make up the majority portion of the work force in the private work sector whereas national residents makeup the majority in public work sectors,the turn - over rate in public sector is lower than that’s of the private sector, foreign residents are more likely to advance their career in the private sector than that of the public, it is also assumed that there are career advancement opportunities for foreign residents in Kuwait's private business sector. The high turn-over rate in Kuwait's private business sector may indicates the lack of economic stability, lack of poignant stability, lack of organization loyalty, lack of strong organization culture, or lack of leadership and effective & efficient management. Based on the previously discussed assumptions, Weather or not the foreign residential of the Kuwaiti demographic are more likely to be “scanners” in career advancement manifested a debatable hypothesis. Finally, thisresearch will prove the correlation between nationality and the dedication to career growth to identify weather foreign residents in Kuwait are more likely to be “scanners” in the term referenced to advancement behavioral categories index1.

Change Management CM Hala Soud Alrashidi; Majdi Anwar Quttainah
Journal of International Conference Proceedings (JICP) Vol 1, No 1 (2018): Proceedings of the 1st International Conference of Project Management (ICPM) Mal
Publisher : AIBPM Publisher

This paper examines the management of change in organizations, individuals or institutions, and what each of them requireschanging whether it is in part of the company or in full. Change management is a comprehensive term that covers all types of processes that are carried out to prepare and support organizational change. This is a set of methodologies applied to resources, business processes, budget allocations and other operational aspects of the project. Change management in the context of project management often refers to the process of controlling change when working on a project. That is, the process of changes is formally introduced into the project scope and adopted as a change management system.

Entrepreneurial Change In Social Responsibility Ahmad Al Fahad; Majdi Anwar Quttainah
Journal of International Conference Proceedings (JICP) Vol 1, No 1 (2018): Proceedings of the 1st International Conference of Project Management (ICPM) Mal
Publisher : AIBPM Publisher

When it comes to social responsibility nowadays we find a wide variance between what corporations are offering and what should be offered in order to accommodate to what social responsibility is based on. Firstly, let us define corporate social responsibility, CSR is basically a corporation's initiatives to assess and take responsibility for the firm's effects on environmental and social wellbeing. Regardless any assessments regulated by the government. But the question remains, is what corporations doing regarding CSR considered a real social responsibility initiative? In most cases we find that corporations are adopting charities to exploit it as an advertisement and pursue a good image. But for educated people, they can differentiate between a real social responsibility and a false one. “There is nothing wrong about being wrong. But there is a shame of being wrong and doing nothingabout it”. We can never claim that humanity have reached its optimum level of education, morality or sense. In matter of fact, we should acknowledge that the life cycle will keep teaching us a day after one. But one of the most obstacles that faces people with change is a resistance toward a change. And that’s a human instinct to resist a change, and in such a case we shall adapt all methodologies of persuasion, negotiation and bargaining in order to take life, education and science to the next level and create a new generation that thinks differently. As someone unknown said“to sustain a planned change, there is no way better than creating a country inside an existing one then proceed as a snake which changes its own skin” Here where exactly Student’s Solid Stocks (SSS) comes to perform the magic. SSS is an organization that shall be funded by the government to organize, observe and utilize a major method for implementing a real social responsibility for corporations. For now, we’ll concentrate on the main function which is allowing corporations to share a bit of their fixed operating costs with the community (students). In return, a bit of the profits shall be dividends to the students. Yet, this is a very abstracted idea towards what I aiming for. Further information will be found in the following attached slides. Keywords: Corporate social responsibility, workforce planning, venture capitalism, change.

Corporate Governance: Evidence from Firms Strategic Emphasis Majdi Anwar Quttainah
Journal of International Conference Proceedings (JICP) Vol 2, No 1 (2019): Proceedings of the 3rd International Conference of Project Management (ICPM) Bal
Publisher : AIBPM Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32535/jicp.v2i1.414

A firm’s ability to maintain competitiveness, comparative advantage, and long-term productivity growth depends crucially on its Strategic Emphasis (hereinafter; SE). By SE we mean the interaction between firms’ Value Creation and Value Appropriation activities. While Value Creation is based on innovating, producing and delivering products to the market, in contrast, Value Appropriation can be thought of as the extraction of profits by capitalizing on innovative and productive activities (Mizik & Jacobson, 2002). Being able to determine the SE of a firm, is an important factor in understanding the current nature of the firm, and where it is heading, based on the trade-off’s decision embedded within its SE. Despite its importance, very little is known about the role of Corporate Governance in strategic emphasis and the combined effect on firm performance. In this paper, we seek to fill this gap in the literature by providing a comprehensive analysis and new empirical evidence on the relations between CG as represented by the market for corporate control, a firm’s SE, and firm performance. We focus on market for corporate control because, as Mizik and Jacobson (2003) points out, a firm’s internal and external environments are key determinants of Value Creation and the value appropriation. Jensen and Meckling (1979) further demonstrated that the market for corporate control is one of the most important components of a firm’s external environment. Market for corporate control refers to a takeover market where the underperforming or undervalued firms become attractive takeover targets. Hostile takeovers are regarded as one of the harshest forms of managerial discipline and usually result in a subsequent loss of wealth for these managers (Heath & Norman, 2004). As a result of the threat of hostile takeovers, publicly traded firms may be more willing to act in the interest of shareholders. This happens when the internal governance mechanism (board of directors) fails. When firms perform poorly, it often indicates that there was poor internal governance and therefore external governance control takes over. The market for corporate control allows shareholders to discipline the management of the firm. Shareholders usually favor a high-performing firm that can maintain its competitiveness, comparative advantage, and long-term productivity growth and are more likely to exercise their influence over the management of firms that do not demonstrate these characteristics (Anabtawi & Stout, 2007). Although capital markets pressure top managers to focus on short-term projects and neglect innovation (Holmstrom, 1989), innovation is a major driver of economic growth (Solow, 1957; Romer,1990). Thus, this paper attempts to answer the questions: (1) To what extent does the market for corporate control affect a firm’s SE decision? (2) Given that the market for corporate control pressures managers, to what extent does it impact the firm’s allocated resources between VC and value appropriation? We hypothesize that the market for corporate control determines and impacts the intensity of the se increase whether on value appropriation or VC and what influence this direction. The rest of this paper is organized as follows. Section 2 provides related theory development, literature review and hypotheses development. Section 3 describes our data and variable construction. Section 4 describes the methodology. Section 5 discusses our main results, endogeneity concerns and robustness checks. Section 6 provides recommendations for further research and conclusion.

Co-Authors Abdulaziz Al Shuwaler Abhishek Singh Abishek Singh Aditi Srivastava Adnan Abbas Alqallaf Ahmad Al Fahad Ahmad AlFahad Ahmad Amer Aafis Mohamed Ali Aisha Bader Alotaibi Ala' Odeh Anfal Alrashidi Ankit Gupta Annis Afifah Arti Bella Ashutosh Verma Asla Alosaimi Basyeerah Basyeerah Bilqis Salwa Nabila ri Chia Miin Low Chin Kah Hui Chiu Yin Wee Choo Mun Kei Ch’ng Kelvin Daisy Mui Hung Kee Daisy Mui Hung Kee Deepali Verma Er Jia Qi Ewe Cai Wen Farra Shameen Lim Fatimah Al Rashidi Fay Fahad Alfahad Friday Ogbu Edeh Gao Qu Gayathiri A/P Ravindran Geethanapriya A/P Sathiyananthan Ghezlan Al Basis Ghezlan Albesis Guan Hong Wong Hadeel Al Shammari Hadeel Alhamlan Hala Soud Alrashidi Hamad Alfadhly Hui San Yap Hussain Alajmi Intan Junaina Ishwari A/P Ravindran Jia Yee Lin Jigyasa Jayant Joel Chen Tai Soon Kajal Vashishth Khadija Mohammad Ahmad Khai Lyn Teoh Khalifa Abdulaziz Zayed Koh Jhee Qing Latifa Alobaidan Liem Gai Sin Linarani A/P Muniandy Mahtab Soleimani Mariam Ben Saif Mei Theng Woh Ming Yuen Siw Mohd Azri Hanif Muhamad Amir Zakwan Muhamad Hanif Muhamad Syafiq Muhammad Adam Muhammad Afifi Muskan Saxena Nabilah Maisarah Nur Amirah Nur Aqilah Nur Fadhilah Nur Fatin Nafiessa Nurhafizah Kamilah Nurul Syakirah Nurul Uwais Obaja Elka Kurniawan Pei Huei Tan Preethi A. Prakash Pusparajan A/L Antony Das Puteri Fatimah Zahra Qishen Huang Ranjith P.V Rashed Fahad Almuhaini Rudresh Pandey Rudresh Pandey Rui Suen Ong Saba AlFouzan Sarah Rifhani Shaidatul Aina Shashi Gupta Shu Ting Wang Siti Syafiqah Izni Shafiee Sonia Shukla Sourav Basak Syafiqah Mohd Zamri Syarifah Nurdzamanisya Syed Badrulzaman Tahreem Tariq Mahmud Victory Chinelo Awoke Wanneyda Suvanmanee Xin Yun Ng Yashwiny Narayanan YiYe Wang Zhen Yang Jin Zhi Wei Lee Zi Ling Ang

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