The success and failure of policy-implanted inter-firm network initiatives: motivations,processes and structure

This paper examines the processes and causes of inter-firm network success and failure, defined in terms of the ability of networks to become a sustained and valued form of business activity for their members. The paper examines four different case study network initiatives: (1) a failed informal ‘new entrepreneurs' network’ (2) a successful informal ‘local cluster group’ (3) a failed formal ‘defence contractors' network’ and (4) a successful formal ‘small-firm technology group’. It is shown that networks in business are often consciously developed and maintained by those managing directors who have recognized the importance of cooperative activities for achieving competitive advantage for their companies. The best network support consisted of brokers who are able to mix and overlap the ‘hard’ business and ‘softer’ social interests of participants. The case studies indicate that it is formal groups that are the most potent form of inter-firm network, but that it is through an initially informal structure that they are best facilitated. It is concluded that both economic and social rationalities are at play in the motivation of firms to join networks, and that their success is closely connected to pre-existing commonality between members.     

Variances in staff-related management practices at eight European country subsidiaries of a global firm

The purpose of this study was to explore possible variances and commonalities in staff-related management practices at different country subsidiaries of the same multinational corporation (MNC). The study was exploratory, using data from ninety-six semi-structured interviews about current practices of management within eight European country subsidiaries. Results were based on 12,000 statements about management practices from staff in different countries. Analysis of the statements evidenced variances and commonalities in management practices in the country subsidiaries studied. It is suggested that variances are attributable to cultural factors, institutional pressures and other societal forces, and that commonalities might be explained by a common organizational culture. A theoretical model has been adapted to explain the conditions under which management practices take place in different country settings.     

Intermodal integration in air transportation: status quo, motives and future developments

Soaring air traffic, increasing urban expansion and airports operating at full capacity are reasons that have caused a discussion about improvements in airport landside access systems. One approach to better match customer demands and address airport congestion is to facilitate the intermodal integration of airports. Building on a survey on intermodal passenger air transportation, we elaborate on the current and future situation at major airports. Our findings indicate a high modal concentration and dependence on individual access modes. However, while airport managers intend to reduce the share of these modes, they plan to increase that of high-occupancy airport access modes. We analyze the underlying motives that cause airports to extend their connections to surface infrastructure. In a case study, we assess an intermodal best practice solution for the integration of air and rail.     

The end of the 'iron rice-bowl': whither Chinese human resource management?

This study examines the degree to which enterprise reforms in the PRC have affected human resource management practices over the 1990s. A comparison is made between state-owned enterprises and joint venture firms, involving a national sample of sixty-two companies ranging from those in the North to those in the South. Our main findings show how organizational inertia has obstructed the change of the mind-sets associated with the 'iron rice-bowl' that characterized Chinese state-owned enterprises (SOEs) before economic reform. The main conclusions of the research point to ownership, location and size of the firm as the main factors affecting the evolution of HRM in Chinese enterprises.     

Social and environmental accounting,organisational change and management accounting: A processual view

Consistent with calls for in-depth studies of social and environmental accounting and reporting (SEAR) intervention (Bebbington, 2007, Fraser, 2012, Contrafatto, 2012), our paper focuses on the interrelationship between organisational change and SEAR practices, as well as the involvement of management accounting in such organisational dynamics. Drawing insight from both Laughlin (1991) and Burns and Scapens’ (2000) theoretical frameworks, we explore the processes of change through which SEAR practices become elevated to strategising status, in the context of broader organisational and extra-organisational developments, but we also illuminate how institutionalised assumptions of profit-seeking limit the extent to which broader sustainability concerns become infused into day-to-day business practice. Our paper highlights the importance of management accounting in facilitating and shaping the cumulative path of SEAR practices (and sustainability more generally); however, we also heed caution against uncritical reliance upon conventional management accounting tools. The following paper extends our understanding of SEAR practices as cumulative process over time, an awareness of the potential limits to such developments in profit-seeking organisations, and stresses a need to be circumspect when involving management accounting.     

Globalization of Management Education

A new study, sponsored by the Association to Advance Collegiate Schools of Business, presented a comprehensive new perspective on the globalization of management education, (AACSB International, 2011). Its findings are sobering: with regard to emerging global trends in higher education and cross-border business, the report reveals a sizable gap between what the world needs and what management educators generally do. Key areas for attention include the expansion of mechanisms for quality improvement and assurance globally, strengthening the use of international partnerships, more intentional internationalization within the curriculum, and connecting various global activities to one another through a comprehensive globalization strategy.     

Teams in Australia's automotive industry: Characteristics and future challenges

Australia's automotive industry has throughout the 1990s embarked on a sustained programme to improve product quality, productivity and quality of work life through the development of a more flexible and team-based work-force. This paper examines the results of these efforts through a study of Australia's four car makers and their largest component suppliers. The paper examines the role of union-management cooperation in implementing work teams, identifies the forms of work teams that have been developed as well as evidence for the alignment of organization capabilities to support team-based work. The effects of work teams on organizational performance and quality of work life are also examined. Implications are discussed.     

Loyalty to supervisor and trust in supervisor of workers in Chinese joint ventures: a test of two competing models

This study examines the factors affecting joint venture employees' loyalty to supervisor in the People's Republic of China. The trust framework and justice framework are employed to develop two competing models for studying the antecedents and consequences of loyalty to supervisor in the context of Chinese joint ventures. The direct effect model proposes that there is a direct effect of employees' perception of interactional justice and of trust in supervisor on their loyalty to supervisor, while the mediation model considers trust in supervisor as a mediating variable between interactional justice and loyalty to supervisor. Additionally, the two models suggest that loyalty to supervisor affects the in-role job performance and organizational citizenship behaviour of workers. The results showed that the mediation model was better supported than the direct effect model. It has been found that trust in supervisor mediates the relationships between interactional justice and loyalty to supervisor. In addition, loyalty to supervisor has significant effects on both employees' performance and organizational citizenship behaviour. Practically, the findings of the present study provide considerable implications for managing Chinese workers in joint ventures.     

Human resource management,trade unions and empowerment: two cases from India

This paper discusses the introduction of schemes aimed at employee empowerment within a context of strong industrial relations in India. The pressure put on profit margins by a competitive business environment is forcing an increasing number of Indian enterprises to view employee empowerment as a serious strategic option. Getting workers to take responsibility for shop-floor decisions over quality, safety, productivity and material use appears, at first sight, an alluring prospect. It would seem that men and women at the bottom of the pyramid cannot but be warmly appreciative of power-sharing arrangements from which they have something to gain, but there are forces at work which can actively obstruct or quietly subvert attempts at redistributing power. In this paper the focus is on some of the motives a trade union might have to do so.     

The psychological impact of expatriate relocation on partners

Abstract This paper reports upon a study of the psychological impact of relocation on partners of fifty-eight expatriate and repatriate managers. The study examined associations for several factors, namely company assistance, culture shock experienced, perceived cultural distance between home and host countries and personal factors, with partners' psychological adjustment to relocation. The most important positive predictor of psychological adjustment was found to be company assistance. Also, general support for a process of phases in psychological adjustment to relocation was found, although not following the postulated curve. Increased recognition of the importance of the factors examined here and their role in the process of psychological adjustment to relocation is recommended for expatriates and their organizations alike.