Sentence examples for difficulty firms from inspiring English sources

Critics say this is further evidence of inflexible European labour markets, as it reflects the difficulty firms have in laying off unwanted workers.

Economists usually blame recessions at least partly on the difficulty firms have in cutting wages when demand dries up; that problem was not much on display in Britain.So Labour and the Conservatives go into this election talking across each other.

Employers who hesitated in hiring older workers also mentioned factors such as wages and non-wage labor costs that rise more steeply with age and the difficulties firms may face in adjusting working conditions to meet the requirements of employment protection rules (Keese et al. 2006).

The difficulty other firms experience in imitating these successful firms' resources is explained by the amount of time it takes to create and develop them (often decades), as well as the difficulty (in the case of embeddedness) others experience in identifying them as sources of competitive advantage.

The arctic weather that struck Britain yesterday could cost the UK economy about £1.2bn, piling further difficulty on firms already struggling in the recession.

More importantly, though, the difficulty Chinese firms seem to have in completing deals will over time damage their ability to expand and adapt.

The need to prove bioequivalence (the measure of the equivalence of difference formulations of a drug in terms of bioavailability in the body) was another requirement causing difficulty for firms due to lack of any facility for this on the continent outside South Africa.

Mr. Gormley, whose fulminations in Trenton are legendary, has less difficulty standing firm.

One reason negotiators have difficulty standing firm is that they fear an impasse and the negative emotions they associate with it, such as anger and frustration.

We argue that target flexibility is associated with both target difficulty and firm performance in the field and therefore can significantly contribute to an understanding of their relationship.

The approval of technically permissible -- but perhaps misleading -- "aggressive accounting" shows the difficulty the firm faces in bridging what John J. O'Connor, a vice chairman at PricewaterhouseCoopers, called the "expectations gap" between what investors want from audits and what auditors do.