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This study examined the moderating role of competitive strategy in the relationship between financial leverage and performance of firms based on a sample of industrial firms in Jordan between 2007 and 2016. The interaction between competitive strategy and financial leverage was revealed to influence the effects of financial leverage towards the performance of firms in terms of return on assets (accounting-based measure) and market-to-book ratio (market-based measure). Conclusively, obtained results are in line with the notion that firms that employ cost leadership strategy experience tax advantages and increased efficiency through debt financing and/or debt covenants. This study extends the overall understanding on the effects of financial leverage towards performance of firms and how this relationship is moderated by competitive strategy among firms in an emerging market such as Jordan.
EN
Disorders in the global financial markets, increasing the systemic risk and strong interdependence of financial institutions paid attention to the problem of the financial system instability. It is pointed out that the main source of financial instability are problems in the banking sector. Recognition the banking sector as the most important channel for the transfer of impulses that determine the risk of financial instability, indicates the existence of the phenomenon of the banking sector instability. Difficulties in identifying and estimating the scale of instability are a result of lack of clear and widely recognized quantitative measures. The study presents measures which may be used to identify and estimate the scale of banking sector instability based on selected positions from the annual reports of the 20 largest banks in the world in terms of total assets in 2011 ranked by Global Finance. It was analyzed banks' indicators such as capital adequacy, financial leverage and profitability indicator ratios: ROA and ROE. Aggregated data of individual institutions can be generalized to the entire banking sector.
EN
The subject of this article is potential connection ongoing between operational excellence and strategic position of enterprise. The operational excellence is defined through the lens of leverages exploitation. The operational, financial and total leverage formula has been used. The strategic position changes have been evaluated by the investors decisions, what means, as the shares notes changes. The sample of twenty one enterprises form WIG 30 index have been examined. The research results analysis do not provide to hypothesis confirmations about essential connection between the competences on the field of operational management and the dynamic of strategic position. The used sample does not authorize, of course, to wider generalizations, but allows to generate the questions, which lay dawn the future research directions.
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