Are multinationals exporting jobs? The case of Taiwan

Does offshore production always result in job exportation? Using firm‐level data for Taiwanese multinationals that allow us to avoid reverse causality issues, this paper finds that while increasing offshore production has a negative impact on the demand for domestic manufacturing workers, this is not the case for domestic research and development workers who are often more skilled. The results also suggest that for Taiwan, there is geographical fragmentation of production activities in such a way that more skilled jobs are maintained domestically and less‐skilled jobs are exported to other developing countries. These findings confirm the prediction of the knowledge‐capital model.     

An Examination of Sales Promotion Programs in Hong Kong: What the Retailers Offer and What the Consumers Prefer

This study gives an insight into the retailer's capability of managing sales promotion by examining the sales promotion programs offered by Hong Kong cosmetic and toiletry retailers and the consumers’ preferences. The results indicate that instant-reward programs are popular among retailers and preferred by consumers. The results also show that the preferences for sales promotion programs are dependent upon consumers’ demographic and sociocultural characteristics. Implications for advertisers designing and communicating sales promotions are offered.     

BOLIVIA AND SOUTH AMERICAN FREE TRADE

The pending merger between the Andean Pact and Mercosur will advance South American free trade. Each member country will have to adjust to free trade and the various sectors of each economy will adjust differently. This article uses a specific factor model of production to predict output changes and income redistribution in Bolivia with South American free trade. Adjustments in outputs and factor prices in the model are substantial.     

“Business and Government” Then and Now

Socio-environmental conflicts are widespread, and global economic growth will likely increase them in the coming decades. While political ecology, the analysis of common pool resources, and ecological economics, among others, have provided praiseworthy insights into such conflicts, institutional approaches to these phenomena are still scarce. Classical institutional economics has occasionally been put to work on environmental issues, but proposed frameworks remain relatively underdeveloped. We wish to contribute to institutional research on environmental issues by building upon Bruno Théret’s interpretation of John R. Commons’s transactional model and applying the framework to a case of socio-environmental conflicts. First, we briefly sketch the landscape of institutional contributions (especially those that follow the classical institutionalist tradition) to the analysis of environmental issues. We explain why Commons has largely been ignored on these issues. Then, we analyze some of the key concepts of Commonsian economics that are of particular interest to our theoretical elaboration. Following this, we depict Commons’s transactional scheme and propose an application to a case of socioenvironmental mining conflict in Peru. Our framework could complement existing ones and shed light on the institutional dynamics of natural-resource management through conflict.     

Tariff equivalents of nontariff measures: the case of European horticultural and fish imports from African countries

In the context of the Partnership Agreements between the European Union (EU) and the African, Caribbean, and Pacific countries, this study estimates ad valorem tariff equivalents of European food safety standards on imports of key horticultural and fish products from Kenya, Tanzania, Uganda, and Zambia. The study uses an extension of the price‐wedge method to account for imperfect substitution and factor endowment in monopolistic competition. The estimated tariff equivalents are 55% and 98% for imports of fresh peas from Zambia to the Netherlands and the U.K., respectively. They range from 39% to 64% for imports of green beans and avocados from Kenya and from 63% to 270% for imports of frozen fish fillets in EU countries from the East African Community. We also observe large variations in tariff equivalents for the horticultural and fish products over time and EU importing countries.     

On Choosing Among House Price Index Methodologies

This paper compares housing price indices estimated using three models with several sets of property transaction data. The commonly used hedonic price model suffers from potential specification bias and inefficiency, while the weighted repeat-sales model presents potentially more serious bias and inefficiency problems. A hybrid model combining hedonic and repeat-sales equations avoids most of these sources of bias and inefficiency. This paper evaluates the performance of each type of model using a particularly rich local housing market database. The results, though ambiguous, appear to confirm the problems with the repeat sales model but suggest that systematic differences between repeat-transacting and single-transacting properties lead to bias in the hedonic and hybrid models as well.     

A better way to innovate

Harvard professor Henry Chesbrough takes a look at leading-edge companies' latest moves to harvest ideas from outside and to benefit from sharing their own R&D with others--even with competitors.     

The five minds of a manager

Managers are told: Be global and be local. Collaborate and compete. Change, perpetually, and maintain order. Make the numbers while nurturing your people. To be effective, managers need to consider the juxtapositions in order to arrive at a deep integration of these seemingly contradictory concerns. That means they must focus not only on what they have to accomplish but also on how they have to think. When the authors, respectively the director of the Centre for Leadership Studies at the University of Exeter in the U.K. and the Cleghorn Professor of Management Studies at McGill University in Montreal, set out to develop a masters program for practicing managers, they saw that they could not rely on the usual MBA educational structure, which divides the management world into discrete business functions such as marketing and accounting. They needed an educational structure that would encourage synthesis rather than separation. Managing, they determined, involves five tasks, each with its own mind-set: managing the self (the reflective mind-set); managing organizations (the analytic mind-set); managing context (the worldly mind-set); managing relationships (the collaborative mind-set); and managing change (the action mind-set). The program is built on the exploration and integration of those five aspects of the managerial mind. The authors say it has proved powerful in the classroom and insightful in practice. Imagine the mind-sets as threads and the manager as weaver. Effective performance means weaving each mind-set over and under the others to create a fine, sturdy cloth.     

Linking international adaptation strategy,immigrant effect,and performance: The case of home–host and cross-market scenario

Previous studies suggest that a proper fit between business strategy and human resource management can enhance a firm's financial performance. Building on prior findings, this study proposes that an ideal match could occur on the choice of international adaptation strategy and immigrant effect (IE). This match would have a significant effect on firms’ financial performance. The proposed framework is examined using the experience of 121 firms operating across the Greater China region in the home–host and cross-market scenarios. It is found that the extent of adaptation strategy is positively associated with the choice of IE in both home–host and cross-market scenarios and that IE has significant direct and indirect effects on market share and profitability in the cross-market scenario. This study proposes a new strategy–human resource management-performance framework. The findings established provide some implications for researchers and managers.     

Motives of multis in Germany

This article which — like the subsequent one — is essentially based on a recently concluded expertise¹, is concerned with the different motivational structures of German and foreign multinational corporations (MNCs). Whereas German direct investments abroad reveal an offensive character, the policy of foreign MNCs in the Federal Republic of Germany is much more defensive. There are also significant differences between German and foreign MNCs as regards the internal division of labour.