Author
Perry Sadorsky
Other affiliations: Keele University, Queen's University
Bio: Perry Sadorsky is an academic researcher from York University. The author has contributed to research in topics: Emerging markets & Energy policy. The author has an hindex of 45, co-authored 103 publications receiving 15066 citations. Previous affiliations of Perry Sadorsky include Keele University & Queen's University.
Papers published on a yearly basis
Papers
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TL;DR: This article found that after 1986, oil price movements explained a larger fraction of the forecast error variance in real stock returns than do interest rates, and that oil price volatility shocks have asymmetric effects on the economy.
1,782 citations
TL;DR: The authors used cluster analysis on six responses to questions describing a firm's practices, and classified 400 firms into four environmental profiles: reactive, defensive, accommodative, and proactive, and found that firms with more proactive profiles do differ from less environmentally committed firms in their perceptions of the relative importance of different stakeholders.
Abstract: Do firms committed to stewardship of the natural environment differ from less environmentally committed firms in their perceptions of the relative importance of different stakeholders in influencing their environmental practices? Using cluster analysis on six responses to questions describing a firm's practices, we classified 400 firms into four environmental profiles: reactive, defensive, accommodative, and proactive. Results indicate that firms with more proactive profiles do differ from less environmentally committed firms in their perceptions of the relative importance of different stakeholders.
1,590 citations
TL;DR: In this paper, the authors found that a firm's formulation of an environmental plan is positively influenced by customer pressure, shareholder pressure, government regulatory pressure, and neighborhood and community group pressure but negatively influenced by other lobby group pressure sources and a firms's sales-to-asset ratio.
1,083 citations
TL;DR: In this article, the impact of financial development on energy consumption in a sample of emerging countries was examined using a generalized method of moments estimation technique, and the empirical results showed a positive and statistically significant relationship between financial development and energy consumption when financial development is measured using stock market variables like stock market capitalization to GDP, stock market value traded to GDP and stock market turnover.
952 citations
TL;DR: In this article, the authors present and estimate two empirical models of renewable energy consumption and income for a panel of emerging economies, and show that increases in real per capita income have a positive and statistically significant impact on per capita renewable energy usage.
802 citations
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TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.
9,241 citations
TL;DR: This work proposes an entirely non-recursive variational mode decomposition model, where the modes are extracted concurrently and is a generalization of the classic Wiener filter into multiple, adaptive bands.
Abstract: During the late 1990s, Huang introduced the algorithm called Empirical Mode Decomposition, which is widely used today to recursively decompose a signal into different modes of unknown but separate spectral bands. EMD is known for limitations like sensitivity to noise and sampling. These limitations could only partially be addressed by more mathematical attempts to this decomposition problem, like synchrosqueezing, empirical wavelets or recursive variational decomposition. Here, we propose an entirely non-recursive variational mode decomposition model, where the modes are extracted concurrently. The model looks for an ensemble of modes and their respective center frequencies, such that the modes collectively reproduce the input signal, while each being smooth after demodulation into baseband. In Fourier domain, this corresponds to a narrow-band prior. We show important relations to Wiener filter denoising. Indeed, the proposed method is a generalization of the classic Wiener filter into multiple, adaptive bands. Our model provides a solution to the decomposition problem that is theoretically well founded and still easy to understand. The variational model is efficiently optimized using an alternating direction method of multipliers approach. Preliminary results show attractive performance with respect to existing mode decomposition models. In particular, our proposed model is much more robust to sampling and noise. Finally, we show promising practical decomposition results on a series of artificial and real data.
4,111 citations
Journal Article•
3,713 citations
TL;DR: In this article, the authors review the corporate social responsibility literature based on 588 journal articles and 102 books and book chapters and offer a multilevel and multidisciplinary theoretical framework that synthesizes and integrates the literature at the institutional, organizational, and individual levels of analysis.
2,592 citations
01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.
2,134 citations