The Kafka quagmire for the poor in India

Khare and Varman present a compellingly pessimistic analysis of the plight of the poor in India. The dilemmas of the poor are often exacerbated by large corporations seeking to find ways to market products to impoverished emerging market consumers. In India, consumers are frequently hurt by these initiatives, small retailers may suffer, while corruption and trickery by petty bureaucrats and ruthless landlords help the rich get richer at the expense of the poor. The article by Khare and Varman is a scathing indictment based on detailed ethnographic evidence but it reveals only a fraction of the disadvantages and traps of disempowerment facing those Indians living lives of great precarity. In this comment, we seek to build upon Khare and Varman’s insightful analysis both in order to reinforce their conclusions about the Kafkaesque existence of India’s poor and to introduce some further considerations and complications that make the quagmire even more entrapping. We focus on four sources of these problems: patriarchy, bureaucracy and corruption, class and caste power and hierarchies, and uneven and inadequate infrastructure. We also highlight some largely individual and non-government initiatives that may offer hope of escaping this quagmire for the poor.     

What is a global manager?

Riven by ideology, religion, and mistrust, the world seems more fragmented than at any time since, arguably, World War II. But however deep the political divisions, business operations continue to span the globe, and executives still have to figure out how to run them efficiently and well. In "What Is a Global Manager?" (first published in September-October 1992), business professors Christopher Bartlett and Sumantra Ghoshal lay out a model for a management structure that balances the local, regional, and global demands placed on companies operating across the world's many borders. In the volatile world of transnational corporations, there is no such thing as a "universal" global manager, the authors say. Rather, there are three groups of specialists: business managers, country managers, and functional managers. And there are the top executives at corporate headquarters who manage the complex interactions between the three--and can identify and develop the talented executives a successful transnational requires. This kind of organizational structure characterizes a transnational rather than an old-line multinational, international, or global company. Transnationals integrate assets, resources, and diverse people in operating units around the world. Through a flexible management process, in which business, country, and functional managers form a triad of different perspectives that balance one another, transnational companies can build three strategic capabilities: global-scale efficiency and competitiveness; national-level responsiveness and flexibility; and cross-market capacity to leverage learning on a worldwide basis. Through a close look at the successful careers of Leif Johansson of Electrolux, Howard Gottlieb of NEC, and Wahib Zaki of Procter & Gamble, the authors illustrate the skills that each managerial specialist requires.     

Flexible exchange rates and international trade: An empirical investigation of bilateral flows

This paper investigates the alleged adverse effect of floating exchange rates on international trade. A simple model is constructed to test the relationship between exchange rate variability and bilateral trade flows between the United States and three of its major trading partners: Canada, Japan and Germany. Using data from 1960 to 1983 to encompass both “stable” and floating rate regimes, it is shown that while exchange rate variability is considerably higher in the floating period, there is no evidence that this greater variability has had a negative impact on trade flows.     

Domestic Energy Consumption and Country’s Income Growth: A Quantitative Analysis of Developing and Developed Countries Using Panel Causality,Panel VECM,Panel Cointegration and SURE

Journal of Quantitative Economics - The present study is an attempt to test the relationship between energy consumption and economic growth for developed and developing counties. For this purpose,...     

Gains and Losses from Preferential Trade Agreements: Some Evidence from NAFTA

In this article we integrate two topics in international trade policy that have received (separately) a lot of attention: the effects of regional trade blocs, and export pessimism regarding poorer countries. The specific issue that allows us to bring together these questions is whether regional integration adversely affects non-members. We use quarterly data on bilateral trade flows for the period 1990 through 1997 to examine U.S. imports from its NAFTA partners as well as from non-NAFTA trade partners, and more specifically, those countries expected to be hurt by NAFTA. Two measures are used:

1. “import penetration” or imports from a particular source as a share of US GDP, and

2. the income elasticity of expenditure on imports from a particular source. Both “import penetration” and the income elasticity of expenditure affect the export earnings of U.S. trade partners, a matter of particular concern for developing countries.

The broadest pattern observed in the income-expenditure elasticities is clear evidence of increased penetration by non-oil developing countries. This is in marked contrast to the stable GDP share and expenditure elasticity for developed country imports. Regional results suggest that the Caribbean and the East Asian NICs were the only area groupings that experienced a reduction in income-expenditure elasticity. But overall on the basis of U.S. income-expenditure elasticities it appears that the first four years of NAFTA were associated with trade expansion rather than trade diversion.     

Internal differentiation within multinational corporations

This paper argues that the internal structure in complex, multi-unit organizations such as a multinational corporation (MNC) is not homogeneous throughout the organization, but is systematically differentiated so as to ‘fit’ the different environmental and resource contingencies faced by the different national subsidiaries. Based on a survey of 66 of the largest European and North American MNCs, yielding data on 618 cases of headquarters-subsidiary relations, it is shown that the different contextual conditions faced by the different subsidiaries of the MNC can be meaningfully classified into four generic situations. Furthermore, for each of these situations the exchange relation between the MNC headquarters and the subsidiary is characterized by a ‘fit’ governance structure consisting of a different combination of structural elements such as centralization of authority, formalization of rules and systems, and normative integration of members. Following the existing literature, these ‘fit’ structures are labeled in this paper as hierarchical, federative, clan and integrative. The multinational is then described as an internally differentiated organization in which each headquarters-subsidiary link corresponds to one or the other of these administrative forms.     

Differentiated fit and shared values: Alternatives for managing headquarters-subsidiary relations

This paper elaborates and provides empirical support for two different approaches to managing the nexus of headquarters subsidiary relations in a multinational corporation (MNC). The first approach is that of Differentiated Fit. We show that the extent to which an MNC differentiates the formal structure of its headquarters subsidiary relations to fit the contexts of its various subsidiaries, the better the performance of the MNC as a whole. The second approach is that of Shared Values. We show that a high degree of shared values among the headquarters and subsidiaries is another approach to governing headquarterssubsidiary relation that enhances the performance of the MNC. We further maintain that differentiated fit and shared values, while being alternatives, are not mutually exclusive ways of effectively managing headquarters subsidiary relations. Indeed, MNCs that can simultaneously implement these two approaches have the best relative performance.     

Matrix management: not a structure, a frame of mind

In many of the world's leading corporations, strategic thinking has outdistanced organizational capability. As business challenges have grown more complex over the past 20 years, most companies have avoided the trap of one-dimensional strategic responses-stick to your knitting, stick to the big markets. But many of them have fallen into a second, structural trap and adopted elaborate organizational matrices that actually impair their ability to implement sophisticated strategies. Keeping a company light on its feet strategically while still coordinating its activities across divisions, functions, even continents, means eliminating parochialism, improving communications, and weaving the decision-making process into the company's social fabric. Altering formal structure from the top down is a poor way to achieve these goals. It is easier to work from the bottom up, focusing on the attitudes and behavior of individual managers. The companies that have made best use of this focus-among them NEC, Philips, and Unilever-employ three techniques to capture the capabilities and commitment of each manager: 1. They communicate a clear, consistent corporate vision. 2. They use training and career-path management to broaden individual perspectives and increase identification with corporate goals. 3. They co-opt individual energies and ambitions into the broader corporate-wide agenda. The goal is to build a matrix of corporate values and priorities in the minds of managers and let them make the judgments and negotiate the deals that make strategy pay off.     

Impact of injuries on work performance among the surgical blacksmiths of West Bengal

The manufacture of surgical instruments is one of the leading small-scale industrial sectors in West Bengal, India. The present study was undertaken to assess the rate, type and cause of injury incidents among surgical blacksmiths and whether these incidents affected the work performance of the blacksmiths. A cluster of 216 skilled and 225 unskilled blacksmiths (male), engaged in the manufacture of surgical instruments, was selected from Baruipur subdivision as study subjects. The study included: 1) completion of a questionnaire; 2) measurement of physical parameters; 3) incident records; 4) statistical analysis of the data. The present study revealed that the blacksmiths suffered very frequently from work-related injuries. The number of injuries that occurred during 2004 - 2005 for skilled and unskilled blacksmiths was 1413 and 1610 respectively. Unskilled blacksmiths were disproportionately affected. These injuries resulted in a high rate of lost workdays, i.e. 517 and 742 workdays for skilled and unskilled workers respectively. The study thus indicated that surgical blacksmiths are highly prone to injuries in their occupation, mostly affecting the fingers (23% and 23%) and back region (21.7% and 22%) in both groups, which consequently affected their health, productivity and work performance.