My vision of a better India

India is a rich country in which poor people live, a big country which does not realise its own potential. India must build on its strengths and achieve its potential to become an economic superpower with a good and just society. A number of attitudinal and structural factors, such as lack of national pride, politics based on caste and other identities, a hierarchic and corruption-ridden feudal society and the tendency to reward failure and weakness rather than success and achievement are the major hurdles that are stopping us from achieving our true potential. On the other hand, our strengths in democratically managing a multi-ethnic, multi-cultural country and our capacity to master technology are also notable. Steps and hopeful developments that show the way forward to solve our national problems and realise the vision of a better India are suggested.     

Valuing ecosystem services: A shadow price for net primary production

We analyze the contribution of ecosystem services to GDP and use this contribution to calculate an empirical price for ecosystem services. Net primary production is used as a proxy for ecosystem services and, along with capital and labor, is used to estimate a Cobb Douglas production function from an international panel. A positive output elasticity for net primary production probably measures both marketed and nonmarketed contributions of ecosystems services. The production function is used to calculate the marginal product of net primary production, which is the shadow price for ecosystem services. The shadow price generally is greatest for developed nations, which have larger technical scalars and use less net primary production per unit output. The rate of technical substitution indicates that the quantity of capital needed to replace a unit of net primary production tends to increase with economic development, and this rate of replacement may ultimately constrain economic growth.     

International projects proposal analysis: Risk assessment using radial maps

International projects are very attractive to companies seeking to expand their business horizons, and collaborative networks of international partners have created new work environments that differ from the conventional business structures of the past. This study provides scholarly research into the risks that inherently affect an international project's success and provides insight into the effective measures that project managers may employ to assist in analyzing and mitigating these multinational risks during the bid and proposal process. A new method of radial risk mapping assists management in graphing their risk findings to aid in their proposal analysis. These graphical representations provide firms seeking international markets with a method for selecting those projects with the least risk, thereby increasing their chances of success and maximum profit.     

The role of technology in the project manager performance model

Technology assumes importance in the context of project management due to greater challenges in today's technology‐enabled work environment, where technology tools are routinely used for collaboration, communication, and deployment of project management practices. It is becoming common practice for even co‐located project teams to use the electronic medium for these purposes. Notwithstanding the importance of technology, research has shown that it is difficult to associate the use of technology with business performance and the absence of such relation can be extrapolated to project performance as well. However, technology can play a major role in supporting project managers in managing projects effectively and efficiently. Several studies have addressed the importance and leadership style of project managers. However, specific roles and responsibilities of a project manager toward the project team is an area that needs further study. In this research effort, using the literature review, important people‐related factors of project performance are identified. Then structured personal interviews were used to gather data for understanding relations among these factors in order to develop a project manager performance model. The model was developed employing the interpretive structural modeling (ISM) methodology. The model was used to determine the role of the project manager in managing the project team and improving the project performance. Results show that both leadership and management roles are important. This study helped to analyze underlying interactions among these factors and, consequently, understand the supportive function of technology to the project manager in improving project performance.     

A Pollution Offset System for Trading Non-Point Source Water Pollution Permits

Water pollution from non-point sources is a global environmental concern. Economists propose tradable permit systems as a solution, but they are difficult to implement due to the nature of non-point sources. We present a pollution offset system for trading non-point source water pollution permits. Conventional pollution offset systems suffer from thin markets and transaction costs. In this paper, we show how to overcome these problems with a centrally managed common-pool market. We define permits as allowable nitrate loading to a groundwater aquifer. This trading system utilizes estimates of potential nitrate leaching from land uses, a set of transport coefficients generated from a simulation of nitrate transport in groundwater, an online trading system, and a linear program to clear the market. We illustrate the concept using a hypothetical case study.     

Managing global projects: A structured approach for better performance

The purpose of this research effort is to develop a model for improving the performance of global projects using the underlying relations among the important enablers and barriers of global project performance. A number of factors are identified in the study, using a literature review to develop the model. A survey was used to determine the impact of these factors on global project performance. The model suggests different management practices for global projects versus traditional, co‐located projects. Different from the outcomes of traditional projects, research results suggest that leadership and establishing trust is a first step in the initial stages of the global project.     

Top Management Compensation and the Structure of the Board of Directors in Commercial Banks

We examine the relationship between top management compensationand the structure of the board of directors for a sample ofcommercial banks. We find that boards with more reputable outsidedirectors compensate managers more heavily with long-term incentives(stock and stock options) than with cash (salary and bonus).We also find a significant positive correlation between thefuture performance of our sample banks and the proportion oftheir managers’ compensation in the form of long-termincentives. Taken together, these results suggest that boardswith highly reputed outside directors are more effective inproviding managers with the appropriate incentives and thusensuring better future firm performance. Another indicationof the effectiveness of these boards is our finding that theycompensate managers more heavily with long-term incentives (insteadof cash) when these managers are more entrenched. We also findvery little evidence of mutually beneficial back-scratchingor collusion between outside directors and senior managers whensetting management compensation. But boards with long-servingoutside directors are less effective in creating appropriatemanagement incentives.     

Information Production, Insider Trading, and the Role of Managerial Compensation

We analyze the information production decision of a manager who can trade on this information and whose compensation is increasing in the stock price. The amount of information produced increases with the stock's volatility and liquidity and decreases with the manager's pay-performance sensitivity. Insider trading regulations that symmetrically inhibit the manager's ability to buy and sell stock cause her to produce less information. But asymmetric insider trading regulations like the short sales prohibition have an ambiguous effect inducing her to produce more or less information depending on her pay-performance sensitivity. This contradicts the standard argument made by opponents of insider trading regulations that such regulations always reduce information production.     

The role of politics in the migration of Zimbabwean teachers to South Africa

This paper contributes to the debate on the role played by the political crisis in Zimbabwe in causing teacher migration to South Africa in the presence of other social and economic drivers. The paper uses data collected through a questionnaire self-administered by 100 Zimbabwean teachers in South Africa (migrants) and another 100 in Zimbabwe (non-migrants). In-depth interviews with a few migrant teachers were used to supplement these data. Although it was the second most mentioned reason for the teachers' migration to South Africa, the role played by political violence or repression in Zimbabwe in causing this migration should not be downplayed. Most migrant teachers came from Zimbabwean schools affected by political violence to a large extent before or after the 2008 presidential elections, especially rural areas. Teachers that held positions or distributed opposition party regalia were mostly displaced by violence. There is an urgent need for political transformation to more democratic rule in Zimbabwe.