Impact of an urban growth boundary across the entire house price spectrum: The two-stage quantile spatial regression approach

This study provides evidence for the impact of an urban growth boundary (UGB) on house prices. The study employs a two-stage quantile spatial regression method on a dataset that inventories sales transactions of single-family houses within two miles of either side of the eastern boundary of the primary UGB in King County, Washington. The results show that while the UGB decreases house prices across the entire house price spectrum, the impact is uneven; it is most pronounced for houses in the 5th to 8th decile of prices. These findings should encourage policy makers to adopt sub-housing-market-level policy approaches to address UGB and other urban and regional development policies’ potential impacts on house prices.     

自然资源资产管理：理论逻辑与改革导向

研究目的:针对自然资源资产管理的理论诠释不清、改革导向不明、自然资源的资产属性尚未充分体现等问题,本文立足新时代党和国家机构改革背景,分析自然资源资产管理的理论逻辑,明确未来自然资源资产管理的改革方向。研究方法:文献研究法,综合分析法。研究结果:新时代自然资源资产管理应当基于"权利—价值—经营—管理"的理论逻辑体系框架,其中自然资源资产权利应当包含自然资源资产所有权、资格权、使用权和管理权等对象内涵,以完整、明晰和稳定作为权利实现要求;自然资源资产价值显化应当基于生态、经济等价值的全面认知,针对不同资产类型分类采用不同价值评估方法,完善市场培育、价值调节和公平分配机制;自然资源资产经营既要保障粮食安全、生态安全和规避可能风险,又要实现高品质利用,因而应当以底量保安全,以存量、数量、质量、差量和流量保协同,优化完善编制资产负债表;自然资源资产管理则应当打破自然资源资产管理割裂的现状,实现系统统一管理并建立全平台、全过程、全资源和全空间的综合监督机制。研究结论:自然资源资产管理应以"三维立体多权化"、"生态价值具象化"、"安全品质六量化"和"系统监管综合化"为改革导向,以期全面推进未来多维、绿色、高效、安全、品质、有序的自然资源资产管理方式的切实实现。     

Green human resource management: Development of a valid measurement scale

The objective of the study was to develop a valid measurement scale for green human resource management (HRM). Even though the common practices of green HRM have been presented in much of the literature, the previous studies focused only on a small number of functions in integrating environmental management with HRM. Additionally, the measurement of green HRM practices still calls for empirical validation. The two‐stage methodology of structural equation modeling in AMOS was employed for data analysis. Exploratory factor analysis revealed seven dimensions of the construct measured by 28 items. Confirmatory factor analysis confirmed the factor structure. The measuring instruments revealed convergent and discriminant validity. Several model fit indices indicated the model fitness. The study provided supplementary evidence on the underlying structure of the construct that can be valuable to researchers and practitioners in this area.     

Going abroad to play: Motivations,challenges, and support of sports expatriates

Professional athletes moving abroad for their career is a novel phenomenon in international human resource management (IHRM). This exploratory article charts the motivations of sports expatriates to move abroad to play, as well as adjustment challenges and sources of support. A survey was conducted with 77 professional athletes in 10 different sports. The main motivations to move abroad were interest to experience life abroad, followed by the search for new challenges. In terms of challenges, different coaching style and communication issues were most often mentioned. Support was mainly informal, through team mates rather than professional providers. Our article contributes to the literature because it is one of the first studies focusing on sports expatriates from an international HR perspective. Our study provides information on a vulnerable group of expatriates; they are young in age and under extreme performance pressure. Sports expatriates need all the support they can get, and yet, little professional support is offered.     

Enhancing adaptive transfer of cross-cultural training: Lessons learned from the broader training literature

Drawing insights from the broader training literature, we argue that evaluation of cross-cultural training effectiveness should adopt comprehensive criteria, including cognitive, skill-based, and affective learning outcomes as well as adaptive transfer. We propose that the integration of an error management supplement in cross-cultural training can enhance trainee acquisition of self-regulation skills and self-efficacy that facilitate adaptive application of learning to novel cultural situations. In addition to the traditional error management training designs (i.e., positive error framing), the current paper describes additional design elements to promote acquisition of cognitive strategies, prevent premature automaticity, alleviate concerns about error occurrence during learning, and enhance readiness to transfer. In addition, we offer propositions regarding the effects of the supplement on learning and transfer outcomes, along with implications for future research and practice on cross-cultural training.     

Change within purchasing and supply management organisations – Assessing the claims from maturity models

It is a wide-held assumption that professional development and change within purchasing and supply management (PSM) organisations can be explained and guided by a maturity model. In this paper the guidance which the maturity model concept offers to understand a PSM organisation's performance is assessed. The methodology is based on the outcomes of a literature review of PSM maturity models, development of an organisational change framework and the learning from three qualitative case studies. An alternative understanding of the development of the PSM organisation is offered through an organisational change framework, composing 1) movement transitions, 2) scalability of change, 3) acceptability of change, and 4) the substantive element of change. The research found that extant PSM maturity models are too rigid for PSM managers to apply, and although maturity models are commonly accepted in PSM literature, in practice, they may produce the opposite effect of what is promised. The PSM maturity models suggest that their application will lead to increased status and influence of PSM within the organisation; expectations that may not be met. PSM organisations’ change processes are subjected to a range of situational and contextual power relations which must be considered in order to advance the specific PSM organisation roles and responsibilities.     

Multicultural managers and competitive advantage: Evidence from elite football teams

Successful organizations have dynamic capabilities that are aligned with their competitive environments. As competitive environments globalize, the dynamic capabilities driven by managers with multicultural backgrounds are increasingly relevant. These managers are more likely to seize cognitively distant opportunities than monocultural managers. Using panel analysis of multilevel data from 355 elite football (soccer) teams, we find support for a moderated relationship among the degree of globalization in the competitive environment, the multicultural background of team managers, and team performance. When the competitive environment is highly global, teams with multicultural managers outperform teams with monocultural managers. When the competitive environment is less global, the reverse is true. The same effect holds when tested both cross-sectionally and longitudinally.     

In the line of fire: managing expatriates in hostile environments

Abstract

This study explores best practice in the preparation and protection of strategic HRs deployed by Multinational corporations (MNCs) in hostile environments. By building on the literature from the areas of strategic and IHRM, expatriation, as well as risk and crisis management, the limitations and gaps of the extant research are highlighted. This provides a foundation for our investigation through a series of in-depth interviews with corporate executives, and insurers and relocation specialists with professional expertise in protecting and supporting HRs. This represents the first time such a detailed picture of the partnerships between MNCs and the specialists, required to deliver preparation and protection in hostile environments, has been depicted in the IHRM literature. The findings identify the challenges MNCs face when protecting their HRs and highlights the importance of specialist expertise, knowledge, and management. A framework for managing HRs within international hostile environments is subsequently developed offering an opportunity to systematically consider some of the ethical and strategic issues associated with the contemporary challenges of international mobility.     

Top management: the missing stakeholder in the HRM literature

Abstract

Despite the significant influence that top management exerts on different aspects of people management, it remains the missing stakeholder in the HRM literature. In this paper, we take stock of previous research, and conclude that it is scarce and lacks consolidation. On the basis of our findings, but also thinking in terms of what is still missing, we develop a conceptual framework that may guide further research, advocating for the need to consider co-evolutionary approaches in an attempt to integrate selection and adaptation perspectives, as well as multi-level and multi-actor factors. Future work should systematically address and distinguish top management characteristics from top management agency and link these more clearly to a diversity of HRM dimensions. By doing so, scholars will help to firmly incorporate the role of top management in the research agenda of HRM and pursue different avenues that can be scientifically sound as well as practically relevant.     

Points mechanisms and rewards programs

I study points programs, such as frequent flyer and other rewards programs, as a revenue management tool. I develop a two‐period contracting model where a capacity‐constrained firm faces consumers who privately learn their valuations over time. The firm cannot commit to long‐term contracts, but it can commit to allocate any unsold capacity through a points program. This points scheme creates an endogenous and type‐dependent outside option for consumers, which generates novel incentives in the firm's pricing problem. It induces the firm to screen less ex interim, and to offer lower equilibrium prices, reversing the intuition of demand cannibalization.