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No any video found for this article.
Luis F. Copertari (2014). S-Dimensional Assets Portfolio Evaluation. International Journal of Business, Economics and Management, 1(9): 264-271. DOI:
An approach to calculate the upper limit to any given portfolio with s assets (corporate stocks or government bonds) in it is provided, which does not require the relative weight of each asset in the portfolio. The value obtained is contrasted with the traditional weighting approach to calculate the portfolio’s value. The process followed is the scientific method, starting with observation and hypothesis and after analyzing two examples, a synthesis is performed by generalizing the concepts and the main thesis that the Pythagorean approach here proposed constitutes an upper limit for the portfolio’s value.
This study uses a new estimation methodology to calculate the upper limit value of a portfolio of assets without the need to incorporate the weight of each asset. If there are no weights assigned to each asset, this upper limit may be the only way to calculate the portfolio’s value.
Dividend Policy Relevancy in Theoretical and Practical Economics
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No any video found for this article.
David Gordon (2014). Dividend Policy Relevancy in Theoretical and Practical Economics. International Journal of Business, Economics and Management, 1(9): 253-263. DOI:
The foremost purpose of this paper is to concisely explain to individuals teaching economics in an academic setting or using economics in a practical setting some of the basics of long run financial theory focusing on the dividend policy decision of a corporation. The main motivation for this study is based on observations of economists being very deficient in the discipline of finance especially in long run financial concepts. Many times practitioners or academics who are educated in the area of economics lack any type of background in finance and therefore are deficient with their knowledge of financial theory and applications. This disconnect prevents using many financial applications in their own classes, in their own businesses or with their own research. This paper serves as a primer to some of the long run dividend policy theories that individuals can use as a starting point to their additional research, study or use in teaching. Areas related to dividend policy and financial theory in general can be utilized by economists in academia and the private sector to enhance and advance their professional careers.
This study contributes in the existing literature by demonstrating the usual disconnect between the disciplines of finance and economics. The paper illustrates that economists can gain substantially from a basic knowledge of financial theory. The contribution here emphasizes the dividend policy decision that corporations must make.
Anavi-Isakow, S. and B. Golany, 2003. Managing multi-project environments through constant work-in-process. International Journal of Project Management, 21(1): 9–18.
Bellini, E. and P. Canonico, 2008. Knowing communities in project driven organizations: Analysing the strategic impact of socially constructed HRM practices. International Journal of Project Management, 26(1): 44–50.
Beringer, C., D. Jonas and H. Gemünden, 2012. Establishing project portfolio management: An exploratory analysis of the influence of internal stakeholders’ interactions. Project Management Journal, 43(6): 19-20.
Beringer, C., D. Jonas and A. Kock, 2013. Behavior of internal stakeholders in project portfolio management and its impact on success. International Journal of Project Management, 31(6): 830–846.
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Clarkson, M., 1995. A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, 20(1): 92–117.
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Eriksson, P., 2013. Exploration and exploitation in project-based organizations: Development and diffusion of knowledge at different organizational levels in construction companies. International Journal of Project Management, 31(3): 333-341.
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Heising, W., 2012. The integration of ideation and project portfolio management—a key factor for sustainable success. International Journal of Project Management, 30(5): 582–595.
Hofman, M., 2014. Models of PMO functioning in a multi-project environment. Procedia – Social and Behavioral Sciences, 119(3): 46-54.
Jonas, D., 2010. Empowering project portfolio managers. How management involvement impacts project portfolio management performance, International Journal of Project Management, 28(8): 818–831.
Koskinen, K., 2012. Organizational learning in project-based companies: A process thinking approach. Project Management Journal, 43(3): 40-49.
Laslo, Z., 2010. Project portfolio management: An integrated method for resource planning and scheduling to minimize planning/scheduling - dependent expenses. International Journal of Project Management, 28(6): 609–618.
Lycett, M., A. Rassau and J. Danson, 2004. Programme management: A critical review. International Journal of Project Management, 22(4): 289–299.
Manning, S., 2005. Managing -project networks as dynamic organisations form. Learning from the TV movie industry. International Journal of Project Management, 23(5): 410-410.
Martinsuo, M., 2013. Project portfolio management in practice and in context. International Journal of Project Management, 31(6): 795-796.
Martinsuo, M. and P. Lehtonen, 2007. Role of single-project management in achieving portfolio management efficiency. International Journal of Project Management, 25(1): 56–65.
Maylor, H., T. Brady, T. Cooke-Davies and D. Hodgson, 2007. From projectification to programmification. International Journal of Project Management, 24(8): 663–672.
Meskendahl, S., 2010. The influence of business strategy on project portfolio management and its success — a conceptual framework. International Journal of Project Management, 28(8): 807–817.
Müller, R., J. Glückler, M. Aubry and J. Shao, 2013. Project management knowledge flows in networks of project managers and project management offices: A case study in the pharmaceutical industry. Project Management Journal, 44(2): 4-19.
Nonaka, I. and V. Peltokorpi, 2006. Objectivity and subjectivity in knowledge management: A review of 20 top articles. Knowledge and Process Management, 13(2): 73–82.
Patanakul, P. and D. Milosevic, 2009. The effectiveness in managing a group of multiple projects: Factors of influence and measurement criteria. International Journal of Project Management, 27(3): 217.
Payne, H., 1995. Management of multiple simultaneous projects. A state-of-the-art review. International Journal of Project Management, 13(3): 163–168.
Pender, S., 2001. Managing incomplete knowledge. Why risk management is not sufficient. International Journal of Project Management, 19(2): 79–87.
Pennypacker, J. and L. Dye, 2002. Portfolio management and managing multiple projects, [w:] (Eds. Pennypacker J., Dye L.,) Managing multiple projects. New York – Basel: Marcel Dekker Inc.
Pulic, A., 2000. VAIC™–an accounting tool for IC management. International Journal of Technology Management, 20(5-8): 702-714.
Reich, H., A. Gemino and C. Sauer, 2008. Modelling the knowledge perspective. Project Management Journal, 39(S1): S4–S15.
Shao, J., R. Müller and J.R. Turner, 2012. Measuring program success. Project Management Journal, 43(1): 37–49.
Skrzypek, E. and M. Hofman, 2007. Knowledge and intellectual capital management in project oriented enterprises, Papers No. 21’th IPMA World Congress of Project Management, Cracow. pp: 489-492.
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Volkov, A., 2012. Value added intellectual co-efficient (VAIC TM): A selective thematic-bibliography. Journal of New Business Ideas & Trends, 10(1): 14-24.
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Mariusz Hofman (2014). Value Creation in the Multi-Project Environment. International Journal of Business, Economics and Management, 1(9): 242-252. DOI:
In this study, the author assumes that the value created by multi-project structures significantly affects the financial performance of an organisation. Currently available studies focus on the creation of the expected outputs of project portfolios, the author assumes, however, that the construct of other multi-project structures that is similar in conceptual terms (i.e. project chains and networks) justifies the generalisation of conclusions included in such studies. An analysis of the available literature on the subject in the context of requirements of a knowledge-based economy (KBE) makes it possible to distinguish some key factors affecting the value created by multi-project structures. These include: appropriate allocation and balancing of resources, transfer of knowledge within such structures, as well as development and maintenance of positive relationships with stakeholders. In the opinion of the author, these factors create value within the framework of multi-project structures, as they generate and accumulate the added value and intangible assets. The second assumption made in this paper is that the level of value created by multi-project structures has a significant impact on the financial performance of an organisation. This approach is different from the few previously employed, as it assumes that the added value and intangible assets generated within multi-project structures significantly contribute to such performance.
An Essay on the Political Economy of Fiscal Policy Making in Pakistan
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No any video found for this article.
Manzoor Ahmed , Khalid Khan (2014). An Essay on the Political Economy of Fiscal Policy Making in Pakistan. International Journal of Business, Economics and Management, 1(9): 229-241. DOI:
This paper investigates the political economy of fiscal policy making in Pakistan, and analyses the key political and economic factors that potentially affect the fiscal policy making and its implementation. The paper argues that the role of the state institutions is paramount for economic growth and social development in Pakistan. While reviewing the trends of public expenditures and revenue the paper shows that the performance of the economy on average has not been abysmal though social development remained poor in terms of pervasive poverty and income inequality in spite of having a big public sector. The paper figures that the key reason of this contrast is the political economy structure of Pakistan, particularly the fiscal policy, which is largely designed to promote and protect the vested interests of an elite group and dominant province(s) within the federation. Finally, while explaining the key participants of fiscal policy making the paper argues that the military as a strong institution plays a primary role, albeit in uncoordinated and authoritarian manner, to reorient the fiscal policy in order to safeguard and promote its institutional interest by directing disproportionately excessive public resources at the expense of greater social and economic development of Pakistan.