Legally astute managers as a source of value in organizations

The legal and compliance departments in organizations have more influence than ever before. Why then are companies so vulnerable to legal liability? The problem may not be with talented legal professionals, but with the lack of legal knowledge held by MBAs and other business school graduates that make day-to-day decisions in modern organizations. Firms can close this knowledge gap and minimize legal liability by training their managers in legal astuteness—the ability of a manager to address legal issues successfully—by instilling four essential traits: respecting the rule of law, recognizing legal issues, resolving problems proactively, and reporting complex legal issues to experts. Job candidates should also be screened for traits of legal astuteness. A legally astute candidate, especially a graduate of a business school that requires legal education for all its students, can be a cultural ambassador for legal astuteness and a valuable liaison between legal and compliance departments and the candidate’s functional area. A legally ignorant candidate will require significant training and a frank assessment of the legal risk they bring to the organization. Modern firms in today’s legal environment face two choices: hire a legally astute manager now or deal with a compliance headache later.     

For green or not for green? The effect of cooperation goals and type on environmental performance

Although many scholars have demonstrated that companies engaged in collaborations achieve better environmental performance than other companies, existing studies have not analyzed in depth whether this effect changes considering the characteristics of cooperation. Our paper aims to explore whether collaboration with other companies always has a positive effect on environmental performance or whether it depends on cooperation goals, collaboration type, or company size. Empirical analysis based on a sample of 773 European companies demonstrated that an external source of knowledge is an important way to foster firms' environmental proactivity, especially when environmental goals are shared at the basis of collaboration. Second, we verified that companies involved in JVs with environmental goals achieve greater environmental performance than companies that use M&As to acquire external knowledge. Finally, we demonstrated that it is more important for small companies to be involved in environmental collaboration than larger ones.     

“双高计划”呼唤高职院校补齐教师队伍建设短板

教师是兴教之本、立教之源,是实施"双高计划"建设最重要、最直接的力量。大力加强教师队伍建设是高职院校高质量发展的迫切要求。当前高职院校教师队伍存在总量不足、高层次人才短缺、双师素质不高、创新能力不强等问题,必须引育结合、创新机制、激发活力,补齐短板,提升整体实力和水平。     

渠道合作情境下合同双元功能对主动和被动投机行为的影响差异研究

基于交易成本理论，在渠道合作情境下，以制造商的合同监督和企业间联合行动为工具测量合同治理的保障功能和协作功能，探讨二者对经销商主动投机行为和被动投机行为的影响差异。通过对512份问卷数据的统计分析，得到以下结论：第一，合同监督有助于抑制经销商的主动投机行为，但对其被动投机行为的影响不显著；第二，企业间联合行动有助于抑制经销商的被动投机行为，但对其主动投机行为的影响不显著；第三，经销商的主动投机行为和被动投机行为均会负向影响合作绩效；第四，经销商的主动投机行为中介合同监督对合作绩效的正向影响，被动投机行为中介企业间联合行动对合作绩效的正向影响。     

论移动应用平台的运维运营及技术管控工作

电力企业在移动信息化技术方面也迈出了步伐,开展电力业务现场作业、物资与基建的现场作业、故障抢修等班组作业应用,本文主要讨论移动应用平台的运维和技术管控工作,为移动应用平台的建设和发展提供一种工作思路。     

Uncertainty,story-telling and transformative learning: An instructor’s experience of TEFI’s Walking Workshop in Nepal

ABSTRACT

This article recounts three stories from TEFI’s walking workshop in Nepal: the construction of a road through what was once a trekking path; a dance-floor encounter at a Himalayan party; and the arrival of one participant, fatigued by jet lag and disoriented by the new surroundings. These stories of confusion, discomfort and fear are linked by one common theme: the potential of uncertainty to foster deep reflection and nuanced conclusions. The premise that uncertainty is to be valued and even cultivated has been explored in educational theory, spiritual traditions, and research on transformative learning. These sources affirm the role of uncertainty in the process of knowledge creation. However, accepting this role can be challenging for educators because it requires they assume a new identity, one which they may perceive as being at odds with their status as “teacher” the identity of learner. One way for the educator to address this challenge may be through recounting their own stories of uncertainty. Stories of being immersed in unfamiliar situations that challenge, confuse and even frighten – stories, in other words of being a tourist – can foster reflection on an intellectual, emotional and spiritual level, engaging the “whole” person, and thus initiating the educator/learner’s transformative journey.     

Resolving post-formation challenges in shared IJVs: The impact of shared IJV structure on inter-partner relationships

The “50/50”, or the shared management international joint venture (shared IJV) remains a popular and yet challenging control structure to govern IJVs. The purpose of this study is to understand the post-formation management of shared IJVs, specifically the relationship between shared structure, relational conditions and management of post-formation challenges. Our evidence is based on 26 in-depth interviews across four cases of shared IJVs between British multinationals and Asian companies. Our findings indicate that the highly integrative nature of shared IJVs, including high operational interdependence and shared decision-making, encourages partners to work closely together, communicate frequently and intensely and exchange personnel. Although share management can lead to inter-partner conflicts, the equal investment and mutual responsibility partly provides partners with motivation and opportunities to learn about each other, to better implement the control structure, to build trust, and to commit to the venture and partner. These relational conditions facilitated the successful management of post-formation challenges such as diversity related conflicts and macro volatility.     

Challenges for regional science research: past and present

With regional science now into its seventh decade, it is timely to step back and look at what regional science is about, the past challenges it has faced, particularly its relevance, and to identify some of the challenges it has confronted in the past and at present. The paper demonstrates regional science research has had, and continues to have, policy relevance, as well as being relevant for business, and has addressed important issues. It provides an overview of recent commentaries on issues regional scientists might now be addressing.     

Inter‐firm R&D collaborations and green innovation value: The role of family firms' involvement and the moderating effects of proximity dimensions

The present paper investigates the relationship between the involvement of family firms in R&D collaborations aimed at developing green solutions and the value of resulting innovations. To dig into this relationship, the moderating effects of two proximity dimensions (i.e., geographical distance and technological relatedness) are also assessed. Analyses are based on a sample of 156 joint patents classified into the “Alternative energy production” field, as defined by the International Patent Classification Green Inventory and successfully filed at the United States Patent and Trademark Office in the period 1997–2010 by publicly listed companies. According to our conjectures, results reveal a positive relationship between the involvement of family firms and green innovation value. Moreover, our findings show that this relationship is hindered when partners are geographically distant or technologically proximate. Eventually, we contribute to the literature on green innovation by unveiling under which conditions inter‐firm R&D collaborations lead to more valuable innovations.     

The (potential) demise of HRM?

This article seeks to provoke that human resource management (HRM), both as an academic field of study and as a form of professional practice, is at risk of impoverishment. The main reasoning for this is because of ideological individualism and marketisation with an attendant neglect on wider organisational, employee, and societal concerns. Following a review of the context of financialised capitalism, three contemporary developments in HRM are used to illustrate the argument: reward strategies, talent management, and high performance work systems. Implications for the practice of HRM and the way the subject area is taught in mainstream business schools are considered.