Supplier Selection Practices among Small Firms in the United States: Testing Three Models

One of the issues investigated in recent studies on small business enterprises involves the role of supply chain management. Supply chain management has become an important part of strategic planning in both large and small businesses in the 1990s as firms increasingly choose outsourcingas an externally-driven strategic growth path. This study examines the supplier selection practices among 78 small business executives in the midwest United States by testing three models: rational/normative, external control, and strategic choice. Although the results show support for all three models, the rational/normative model emerges as the most significant model for predicting the supplier selection practices of small firms.     

Topics in Applied Economics: Tools,Issues and Institutions a Festschrift Volume for Professor U. Sankar

Journal of Quantitative Economics -     

Machiavellianism in public accountants: some additional Canadian evidence

The current study surveys practising Canadian public accountants in Canada in both Big 4 and non-Big 4 firms to determine their orientation with respect to Machiavellianism, defined as 'attending to one's interests much more than to others'. Results indicate that while there are no significant differences in Machiavellianism between public accountants in the upper-level positions (managers and partners), partners are significantly less Machiavellian than seniors. These results are consistent with previous studies on Canadian public accountants.     

A Glass Escalator for Female UVA Graduates? Gender Gaps Across the Starting Salary Distribution

Atlantic Economic Journal -     

An empirical evaluation of the association between audit technology and audit fees

International Advances in Economic Research -     

Acquisition Premiums, Subsequent Workforce Reductions and Post-Acquisition Performance

abstract    This study suggests that paying acquisition premiums leads to workforce reductions in the merged firm, which in turn results in poorer post-acquisition performance. This issue is important to scholars and practising managers given the pervasiveness and importance of knowledge and human capital to competitive advantage. In a sample of 174 major related acquisitions completed in the period 1992–98, results show a positive relationship between the premium paid for an acquisition and subsequent workforce reductions, controlling for a number of alternative explanations. Additionally, workforce reduction mediates the negative relationship between premiums and post-acquisition performance. The results suggest that the effects of workforce reductions following large premiums paid for the acquired firm can be detrimental to the interests of the organization.     

What causes turnover among women on top management teams?

Women have made major inroads in the upper echelons in recent years, and not surprisingly, this trend has caught the attention of researchers in the management discipline. Recent empirical evidence reveals that greater the representation of women on top management teams, higher is the performance of the organization. Representation on the team needs to be investigated in the context of managerial turnover since turnover can have an adverse impact on organizational performance. Most turnover studies have focused on the determinants and consequences of turnover among managers on the top management teams without specifically isolating the effects for men and women. This can partly be attributed to the minimal to negligible presence of women on the teams. However, as women have ascended the top ranks of organizations in large numbers in recent years, it is important to examine what causes them to turnover at twice the rate of male managers as anecdotal evidence reveals. In this study, I examine the factors that cause turnover among women of Fortune 1000 companies. Also, following turnover, I examine the paths of the women managers who left their organizations.