Microsoft in Southeast Europe: A Conversation with Goran Radman

Goran Radman (GR) joined Microsoft in 1996 and served until Fall 2008 as Microsoft Chairman, Southeast Europe (SEE) and Chairman, East and Central Europe (ECEE). Based in Croatia, where he enjoys sailing the Adriatic coast and islands, he spoke with the authors during 2008 and 2009 about his experience launching Microsoft's commercial presence in the region. His conversation ranged widely and incisively among such topics as Microsoft's business model, its market entry strategy, the role of partnerships, the structure and process of Microsoft's business operations, national business environments in the region, the role of country managers, and Microsoft's practice of knowledge management. This article captures highlights of these conversations. Goran Radman is currently founder and director of NAUTAR consultancy in Zagreb.     

Microsoft: A case in cross‐company transformation

Starting in 2001 with Microsoft corporate headquarters at Redmond, Washington, corporate executives from Microsoft Corporation identified the need for a global tridimensional reorganization to deal with diverse clients and customer needs, business and product lines, and geographical issues and requirements. This reorganization would result in a corporate organizational transformation that was initially designed and implemented at headquarters during fiscal year (FY) 2002. It was then expanded internationally and introduced for international implementation with targeted completion by the end of FY 2003 (June 30, 2003). This case study reviews the background and competitive, customer, and environmental situations that led to this “crosscompany transformation.” It then analyzes the method of the design and implementation process with a primary focus on the interaction of the Europe, Middle East, and Africa Region (EMEA) with Microsoft headquarters. This case study also examines the process, results, and learning experiences of the transformation for FY 2003 through to FY 2004. © 2006 Wiley Periodicals, Inc.     

Regional concentration of innovative business services: testing some explanatory factors at European regional level

This article explores the role of some traditional locational factors in explaining business services concentration at the European regional level. The link between (mainly innovative) business services and income, density, the role of the service economy or qualifications, among other variables, is assessed using specialisation indexes and multiple regression analysis for regions belonging to five European countries. Results show that the influence of locational determinants varies a great deal depending on the type of service, the region and country considered, and the presence of capital regions. This latter conclusion emphasises the importance of national differences and service peculiarities (not all innovative services behave in the same way) as explanatory factors.     

Robert Beachy, Beatrice Craig, and Alastair Owens, eds. Women, Business and Finance in Nineteenth-Century Europe: Rethinking Separate Spheres

This volume consolidates a session at the European Social ScienceHistory Conference in 2002. It comprises case studies of women'sactivities in various sectors of the European economy, fromfinancial investment to varied business and entrepreneurialroles, from women artisans to women in the more traditionalshop-keeping and retail trades and the time-honored, domesticand prostitution services. Their scope covers a variety of countries,including Germany, England, The Netherlands, Sweden, Austria,Spain, and     

Top executives' perceptions of the inclusion of corporate social responsibility in quality management

Exercise of global responsibility is critical to the future of quality practices in business, and corporate social responsibility (CSR) is relevant to the quality movement. However, not much is known about management perceptions of CSR in the specific context of quality management. This paper examines top executives' views on CSR and quality management implemented through the European Foundation for Quality Management (EFQM) framework. We report the results of a survey of executives in a multinational corporation operating in the outsourcing and technology services industry. The main factors influencing managerial perceptions were value generation, industry forces, institutional and stakeholder pressures, and organizational values and beliefs. In contrast to previous studies, we found limited evidence supporting the influence of shareholder pressures, competition, or the business case for CSR. We concluded that company lifecycle, changes in ownership structure, and owners' orientation toward CSR influenced its potential for adoption through implementation of the EFQM quality framework.     

Introduction

The European research network on services and space (RESER) is a network of over 20 research groups and individuals active in services research and policy formulation located in 13 European countries. The network was established in 1988 on the understanding that service occupations and industries were under-researched, especially in relation to their importance in the employment structures of developed market economies. At that time in 1988, very few researchers were involved in the conceptualisation (theoretical and empirical) of the role played by business service activities in regional or local growth.

Members of the network have their roots in a variety of disciplines – economics, business studies, geography, sociology, psychology, political sciences and planning. Most are based in universities, but some work for private firms, as researchers or consultants.

Over the last few years, service research has been transformed. It is no longer considered as a novel research undertaken by academics who were considered to be somewhat misguided in no longer accepting the dominance of manufacturing industry. Services approaches have become mainstream in the social science literature whilst at the same time many service specialists no longer identify with the term ‘services’.     

Trade Effects of the European Union's Service Directive: Contrasting ex ante Estimates with Empirical Evidence

One of the top priorities to improve the European Union's growth performance is the creation of a single market for services. The directive on services adopted by the Parliament and the Council by the end of 2006 aims at removing barriers to the free movement of service providers on the internal market. Previous studies quantified ex ante sizable effects of implementing the directive in its original form. This paper is a first attempt to evaluate ex post the trade effects induced by a directive – which excludes the country‐of‐origin principle – by performing a difference‐in‐difference‐(in‐differences) estimator on a sample of EU‐ and non‐EU countries in the period 2004 to 10. We account for non‐tariff trade barriers and the endogeneity of regional trade agreements and find that the service directive adds to a reallocation of business services trade within the EU. Accounting for the trade effect of past deregulations, the EU directive fosters a deeper integration of the new member states into the European service value‐added‐chain and promotes business service exports from third countries towards the EU significantly more than trade of country pairs in the control group. The reorientation of the EU‐15 towards the new members is in turn associated with less intense intra‐EU‐10 businesses, while business trade between EU‐15 members is not significantly affected.     

Recent developments in European business ethics

In the first part of the paper, factual information is given about developments in European business ethics since it started on a more or less institutionalized basis, five or six years ago. In the second part some comments are presented on the meaning of the developments and the possible causes. Attention is given to resemblances and differences between American and European business ethics. In the short last part some suggestions are proposed about tasks business ethics will face in the next decade.Henk J. L. van Luijk is Professor of Ethics at Nijenrode, The Netherlands School of Business, Breukelen, The Netherlands, and at the University of Groningen, The Netherlands. He is chairman of the Executive Committee of EBEN, The European Business Ethics Network. His special field is business ethics. He is the author of three books on various philosophical subjects. In his special field he published several articles, mainly in Dutch philosophical and professional journals.     

Revenue enhancement,part 1: a straightforward approach for making more money

Revenue enhancement—comprising strategies for increasing the amount of money a business makes—requires that a business solve a guest's problems in such a way that the guest pays to have those needs satisfied and is pleased at the outcome. Involving creative approaches to serving guests, revenue enhancement implies a management commitment to seek guests who are willing and able to pay for solutions to their problems. Revenue enhancement can be as simple as letting guests know what services are available or asking them about their needs so that one can match up desired services to those offered by a hotel or restaurant, or it can be as complicated as applying computer-based yield-management algorithms. In addition to encouraging guests to spend their money, managers committed to revenue enhancement must set up incentives that allow their employees to share in the additional profits brought about by the extra services that the employees offer. Developing new services, repackaging existing services, and shifting peak demand to off-peak times are all tactics that can enhance revenue. This is the first in a series discussing specifically how hotels and restaurants can apply revenue-enhancing strategies.     

A Cross Cultural Analysis of the Geographical Knowledge of U.S., Irish,Israeli, Mexican,and South Korean Business School Students

ABSTRACT

Geographical knowledge about foreign countries is considered to be a significant factor related to the successful marketing of goods and services in international markets-a not insignificant conclusion by experts given the sizable trade deficits run up by the United States in 2000 ($365 billion), 2001 ($346 billion), and 2002 ($435 billion).

Unfortunately, previous research has concluded that U.S. business school students-tomorrow's executives who will make decisions that will impact their firms' international operations-have inadequate levels of international geographical knowledge.

This article compares the geographical knowledge of U.S. business school students to that of business school students in four countries: Ireland, Israel, Mexico, and South Korea. The sub-par performance exhibited by the U.S. students and the impact of six independent variables on global geographical knowledge are used to develop a number of pedagogical conclusions designed to enhance the international geographical knowledge of U.S. business school students and students in foreign business schools and overcome the antipathy toward this subject matter that apparently exists within business schools and their various external constituencies.     

The Business Value of Health Management

For organizational development that is future-oriented, enterprises increasingly need qualified, motivated and efficient workers who are able and willing to contribute actively to technical and organizational innovations. Furthermore, customers and consumers are increasingly interested in healthy products and services. Therefore, health has become a (potential) business value of strategic importance. In interaction with all relevant stakeholders, an approach was developed for companies that want to manage their health impact in a proactive and preventive manner. The approach was termed Integral Health Management (IHM). IHM forms a strategic approach for reducing the costs of sickness absence and working disability, while the productivity and resilience of the company and its employees are increased. This brings the company direct economic benefits. Finally, it is of prime interest for employees to remain physically and mentally healthy and employable. The IHM approach distinguishes seven lines of development: (1) health as a strategic company interest; (2) the realization of a healthy primary process; (3) a safe and sound physical (work) environment; (4) an inspiring social (work) environment; (5) vital people; (6) a sound relationship with the immediate organizational environment and local community, and (7) healthy products and/or services. The inter-relationships between the seven development lines are essential for combining an improvement of the business impact on health with a strategic interest of companies and organizations. The seven lines of IHM development can easily be linked to the European Foundation for Quality Management's European Excellence Model.     

Current Research

The expansion and localisation of business services cannot be understood or analysed just from the point of view of demand. Expansion and localisation depend very much on supply factors (specific advantages of production costs; access to information, etc.). This confers particularly high advantages of attraction and possibilities of development of these services in specific cities or metropolitan centres. The analyses of cases in Spain show some features which are evidently common to other European countries: strong concentration of services in the central nucleus of the metropolitan areas and concentration of said services in some very specific urban zones and axes which permits reference to a concentration within a concentration.     

Transaction services and SME internationalization: The effect of home and host country bank relationships on international investment and growth

Building on the argument put forward by North and Wallis (1994) that the transaction sector enables economic growth by lowering the costs of transacting, we investigate how internationalizing firms’ host and home country bank relationships affect their international specific investments and growth. Banks provide payment, liquidity, and risk management services, which are essential to international business relationships, yet little is known about how banks affect international business relationships. In a sample of 255 small and medium-sized enterprises (SMEs), we find that host and home country bank relationships affect the dependent variables differently. We contribute to the literature by explicating the role and effects of banks in international business relationships. Our findings have implications for understanding transaction services in international business as well as the choices made by their customers.     

Towards the conformity of infrastructure policy with European laws

The court cases over contracts with Ryanair seem to imply that there is a contradiction between the wishes of local government authorities to purchase infrastructural services which improve the local business environment and European competition laws. The following article examines whether the financial support Ryanair receives should in fact be considered unfair and illegal against the background of the more general problem of reduced-price access to public facilities for private business.     

Transaction Costs and standardisation in professional services to small business

In the market of business services the easier segment of large business is being saturated. Therefore, suppliers of business services must seek to cater to the growing but more difficult segment of small business, if their growth is to be maintained. With appropriate extensions, Transaction Cost Economics can facilitate understanding of the nature of the difficulty involved. Due to effects of scale in transaction costs it is relatively more expensive to provide services tailored to the individual smaller firm. Standardisation of services may be required to make access to this market viable. The question arises whether such standardised methods should be stimulated by the government. To see how this issue is perceived by suppliers of various business services, a survey was conducted on a sample of 1,000 firms, with a response of 30%. The issue of economies of scale in transaction costs did emerge, but was not universally perceived as a problem. Many respondents confirmed the need for standardised modules. Opinions were sharply divided on the issue whether the government should step in to promote standardisation across suppliers.Cluster analysis shows that respondents fall neatly into a number of classes that conceptually and statistically are highly distinct. Just over half of the respondents were clearly against government intervention, and about one third of these (radical market proponents) were of that opinion even though they granted that the scale issue constituted a problem of access to the small business market. Just under half of the respondents clearly favoured government intervention, and about half of those (radical interventionists) were of that opinion even though they saw no great problem of access due to problems of scale, or were hesitant about that problem. Accountancy firms tended to be in favour of intervention, and business consultants tended to be against. The government might explore the matter further with accountants, while leaving the business consultants alone.     

Involvement, satisfaction, and brand loyalty in a small business services setting

Considerable resources are expended annually on building business brands, yet the literature is virtually silent on brand loyalty in a business setting. This study examines the relationship between attitudinal loyalty and behavioral loyalty in a business services context, and attempts to identify two key antecedents of loyalty in this context. In particular, little is known about small businesses as customers, despite their significant contribution to the economies of developed nations. A longitudinal design is implemented, and data are captured on both attitudinal loyalty and subsequent loyalty behaviors (i.e., actual purchase behavior). The findings demonstrate the value of conceptualizing and measuring both attitudinal and behavioral components of brand loyalty. Specifically, the results indicate that attitudinal loyalty mediates the effects of the antecedents studied (category involvement and purchase satisfaction) on behavioral loyalty. Implications for marketing theory and practitioners are discussed, and possible directions for future research are sketched.     

Entrepreneurship and small business: The Hungarian trajectory

In Hungary the superiority and the rationality of the centrally planned system had already been questioned in the mid-1950s and in lower or louder voice ever since. After the suppressed revolution and initiated systemic changes of 1956, the comprehensive economic reform of 1968 was an attempt to combine plan and market keeping basic characteristics of the system as dominance of state ownership, high centralization, the power of the single party, etc. Despite several new initiatives, this experiment failed.From these initiatives, four will be dealt with: the birth and flourishing of the second economy, the rise and fall of the intrapreneurial groups, the turn from toleration to promotion of private small business, and the start of the divestiture privatization. The four junctions of the special Hungarian “reform trajectory” nolens-volens prepared the fundamental systemic changes: the transition to a proper market economy—partly by introducing basic constitutents of the new system, and partly by contributing to the erosion and disintegration of the former system.The analysis of these historical lessons helps to understand the present situation of the Eastern European economies and in particular of Hungary. It facilitates the identification of the major tasks to stop stagnation and decline, to start revitalization of these economies, and instead of the use of routine International Monetary Fund and World Bank schemes, to elaborate adequate forms and methods of aid.In the European market economies, the share of small business in employment (measured by firms up to 100 employees) might be around 50%, in Hungary, about 20%, in Poland about 15%, and less in the other Eastern European countries. The development of entrepreneurship and small business is one of the major prerequisites of the transformation of these economies. The knowledge, however, about the actual situation, the conditions needed to increase the number of start ups, the rate of survival, and the growth potential of small and medium-sized enterprises is rather scarce.From the findings of the questionnaire survey, the following conclusions can be derived:1. The increase of the share of the SMEs should be based on their better competitiveness in domestic and export markets; this is overshadowed now by the quantitative ambitions.2. SMEs have advantages vis-à-vis the large enterprises as well as disadvantages. To counterbalance them, an accelerated development of the infrastructure for banking, training, consultancy, and information; preferential treatment (credits, taxation) in some cases, networking, and more services of the trade associations are needed.3. In a declining, depressed economy, one cannot expect the renaissance of entrepreneurship and small business. Fighting high inflation, loosening restrictions, and a better management of the country's debt service should create a healthier economic environment—for small, medium, and larger enterprises equally.     

Managerial Views of Corporate Impacts and Dependencies on Ecosystem Services: A Case of International and Domestic Forestry Companies in China

A line of research is emerging investigating the private sector impacts and dependencies on critical biodiversity and ecosystem services, and related business risks and opportunities. While the ecosystem services narrative is being forwarded globally as a key paradigm for promoting business sustainability, there is scarce knowledge of how these issues are considered at managerial level. This study thus investigates managerial views of corporate sustainability after the ecosystem services concept. We analyse interviews conducted with 20 managers from domestic and international forestry companies operating with a plantation-based business model in China. Content analysis was employed to analyse the data, with a focus on four key areas: (1) interviewee familiarity with the ecosystem services concept; (2) their views of corporate dependencies and impacts on ecosystem services; (3) related business risks and opportunities; and (4) viability of existing instruments and practices that can be employed in detecting and addressing business impacts and dependencies on ecosystem services. Through an inductive approach to the empirical findings, we refined a framework that holds operational value for developing company response strategies to ecosystem services impact/dependence assessment, ensuring that all issues are addressed comprehensively, and that related risks and opportunities are properly acknowledged.     

Creative service business and regional performance: evidence for the European regions

The study shows the important impact that the creative service business exerts on the wealth of European regions. The study disentangles the differences between creative service business and other non-creative service business, and explores how much each type of service business contributes to the wealth of the European regions. Most importantly, the study provides robust evidence about the fact that creative service business industries present the highest impact on the wealth of the European regions. The study has important implications for scholars and policymakers, focusing specifically on the type of service business that should be promoted by regional governments.     

Disentangling the effect of services on B2B firm value: Trade-offs of sales,profits, and earnings volatility

In the face of declining business and growing pressures from low-cost competitors, many business-to-business (B2B) manufacturers have moved from their previously successful product-centric strategies to more service-oriented business models. Yet despite their substantial investments in services, firms fail to understand the performance ramifications of these offerings. With a longitudinal data set (2001–2016) of 227 B2B manufacturers listed in the S&P 1500 index, this study disentangles the simultaneous effects of financial-based mechanisms that link the service ratio (i.e., share of a firm's revenue generated from selling services) to firm value. The findings reveal significant trade-offs across these mechanisms. Although the service ratio monotonously boosts sales growth, it has U-shaped curvilinear relationships with profitability and earnings volatility. These effects also depend on industry- and firm-level factors. Industry maturity positively moderates the effects of the service ratio on sales growth and profitability. However, business scope has an adverse effect on the service ratio–profitability relationship. Finally, industry turbulence negatively moderates the effect of services on earnings volatility.