The market-based dissemination of energy-access technologies as a business model for rural entrepreneurs: Evidence from Kenya

Improving access to more modern forms of energy requires supply chains that reach further into rural areas. This paper studies a supply-side intervention intended to foster last-mile distribution of energy-access technologies through local small-scale entrepreneurship. We use a staggered-implementation evaluation design to assess the impact on employment and income outcomes of the intervention, which is a large-scale program in Kenya that supports the diffusion of improved cookstoves and small solar products. The results demonstrate how trained entrepreneurs intensify and diversify their income-generating activities, often by shifting away from subsistence farming as a main source of income. For cookstove entrepreneurs, this goes along with improvements in individual and household incomes as well as perceived economic well-being. Our estimates suggest that impacts do not only differ between the two technologies but also across subgroups including gender, age, and baseline occupation. Our findings substantiate that market-based interventions can foster energy access in rural areas by supporting the establishment of local businesses. We highlight several contextual factors that are of relevance when considering the adoption of this approach.     

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.     

新农科建设背景下江西高校涉农专业人才培养的思考

新农科建设是新农业新乡村新农民新生态建设的必然要求,顺应了新时代社会的发展规律,致力于培养爱农业、懂技术、善经营的高水平实用技能型卓越农林新人才。"新农科"建设宣言的提出对高等院校涉农专业人才的培养提出了更高的期许和要求。目前江西高校存在涉农专业人才数量紧缺且离农化趋势严重,涉农专业精品课程少、设置不够合理,涉农专业人才培养结构与行业需求脱轨,科研成果转化率不高的问题。本文从新农科建设的角度出发,针对江西高校在涉农专业人才培养过程中出现的问题提出了相应的对策。     

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.     

集成动员理论下军民科技协同创新机制设计研究

军民科技协同创新能力是国家科技整体竞争力的重要组成部分。近年来，军民科技协同创新取得显著成效，但也存在诸多问题，严重阻碍了军民科技协同创新深入发展。因此，迫切需要对军民科技协同创新机制进行系统性设计。基于集成动员理论的核心思想，借鉴其组织模式和运行机制理论，针对军民科技协同创新机制不明晰等问题，对军民科技协同创新机制进行系统性设计，提出在军民科技协同创新管理机构的引导下，将军民科技协同创新的各种资源要素和功能集成于军民科技协同创新服务平台，为军民科技协同创新流程和成果转化流程两大板块提供相关服务，并构建相关运行保障机制，进而实现军民科技协同创新集成化、敏捷化、模块化、高效化管理，进一步完善军民科技协同创新管理体系。     

改造我们的教学

进入"双高时代",我们距离新时代高等职业教育"舞龙头"的教学还有问题和"短板",应该改造教学方法和学习与研究制度。在剖析改造教学原因的基础上,厘清看待教学中存在问题的两种互相对立的态度,提出改造教学的革故鼎新路径,如强化"课堂教学为王"的意识,强化学习与专业研究,强化教学的职业素养,强化教师的课堂教学治理。     

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。     

Schmoozers,not snoozers: Busting the Kevin and Angela stereotypes in public accounting

In contrast to the well-known stereotype of the boring, unsociable accountant, today’s public accounting professionals argue that they are boundary spanners. Working at the intersection of the firm/client interface, these professionals contend that sociability is a requisite skill for routinely navigating the many interactions they have with multiple personnel at client organizations. This research aims to address this disconnect and to confront whether the public perception is warranted. Using the Trait Emotional Intelligence Questionnaire (TEIQue), we assess the sociability of 176 public accounting professionals and discover that, contrary to the stereotype, male public accountants are more sociable than males in the general population. Our analysis also demonstrates that female public accountants are no more or less sociable than females in the general population. Additional analysis shows that while male public accountants are more sociable than female public accountants, this effect is attributable to differences at lower levels of the profession and that male-female differences disappear when comparing male managers and partners to female managers and partners. Given the importance of sociability in public accounting, this research offers recruiting strategies that will help to dispel the myth of the unsociable accountant and provides training tips for enhancing sociability within the ranks.     

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.     

When does advice impact startup performance?

Why do some entrepreneurs thrive while others fail? We explore whether the advice entrepreneurs receive about managing their employees influences their startup's performance. We conducted a randomized field experiment in India with 100 high-growth technology firms whose founders received in-person advice from other entrepreneurs who varied in their managerial style. We find that entrepreneurs who received advice from peers with a formal approach to managing people—instituting regular meetings, setting goals consistently, and providing frequent feedback to employees—grew 28% larger and were 10 percentage points less likely to fail than those who got advice from peers with an informal approach to managing people, 2 years after our intervention. Entrepreneurs with MBAs or accelerator experience did not respond to this intervention, suggesting that formal training can limit the spread of peer advice.