Internationalization of multi-source feedback systems: a six-country exploratory analysis of 360-degree feedback

In the past few years, few human resource practices have received as much attention as multi-source feedback systems (MSFSs). In the US and Canada, it is estimated that over one-third of organizations are using some form of MSFS and recent surveys show that this practice is still gaining popularity. Concurrently, a substantial amount of literature has focused on the effectiveness of this performance management practice. However, while few would dispute the popularity of MSFS, relatively little has been published on the use of these systems outside North America and thus little is known about their form and effectiveness in international contexts. This paper outlines the results of an international survey of MSFS. Interview data from HR managers and consultants from Argentina, Australia, China, Slovakia, Spain and the UK demonstrate that MSFS are being implemented, in slightly different ways, in each of these six countries. The main challenges in the application of MSFS in these various countries are the communication efforts necessary before and after implementation, and the inherent difficulty in giving and receiving feedback. The results of this study also provide data as to the perceived future of MSFS in each of the countries surveyed.     

SOFT BUDGET CONSTRAINT RECONSIDERED

This paper demonstrates that Kornai's original concept of the soft budget constraint (SBC) as a theoretical innovation in micro‐theory disguises income redistributions that are essentially macroeconomic relationships. The SBC also postulates a competitive market economy as the benchmark of hard budget constraint (HBC) and efficiency. A recent formal theory explains the SBC as a component of profit‐maximizing strategic behaviour. From this perspective, the SBC can be integrated into the new microeconomics, but it loses its specific institutional connotation and its macroeconomic dimension. The SBC is thus included in ubiquitous market‐type relationships, particularly complete (optimal) contractual arrangements.     

Customer loyalty and value key dimensions interaction in organization

In today＇s world, we can talk about mature markets which have different characteristics relative to past and customers＇ skill and strength and reduction advertisement effect on him/her are their main characteristics. Today, suppliers in industrial consumption goods market encounter with customers who have unlimited demand, but rarely would be effected with marketing conventional instruments. On the other hand, in the view of customer, market products don＇t have too much difference with each other in a way that if customer＇s product commercial brand is not available, he/she will simply replace another ＂brand＂ which shows customers＇ loyalty reduction. Nowadays, we can also see great tendency to value in the view of customer between management researchers, and this issue has been analyzed from different aspects. Value concept is one of the most usable ones in social sciences, generally, and in management literature, specially. The important problem is that value in the view of customer would be determined in the market, and with customer realization from what he processes and what he receives, not in the factory and with supplier wants and assumptions. Value is not what would be produced but is what customer gains. In this paper, the author tried to consider the concept of value and its dimensions, value determiner variable, customer and loyal customer, behavioral approach of loyalty and eventually, customer, loyalty and value key dimensions＇ interaction in organization.     

Facilitating knowledge management strategies through IT and HRM

In an increasingly competitive environment, where new business practices are regularly introduced, organizations have to be innovative to survive. In the present competitive climate, knowledge is considered as the main distinguishing factor of business success, and it is seen as the foundation of organization＇s innovation. The emergence of knowledge-intensive society has changed the nature of business competition. Hence knowledge needs to be appropriately managed. Knowledge Management （KM） focuses on managing different knowledge processes such as acquiring, creating, storing, sharing, transferring and applying implicit and explicit knowledge with objective of product and process innovation, performance development and sustainable competitive advantage. This paper tries to demonstrate KM lead to promotion of innovation and performance when it is correctly supported by human resource management （HRM） and information technology （IT）. The questions we will try to investigate in this paper are： How knowledge in organizations can be managed？ What is the connection between HRM, IT and effective implementation knowledge management strategies and how these relationships affect on organizational goals？ For this means, this study ftrst states the importance of knowledge, KM process and introduces two strategies for managing knowledge （exploitative and explorative strategy）. Next, it demonstrates each strategy requires to desired facilitator to support them in action. Finally, with presenting of model, this study concludes that each one of strategy can cover some KM process. Hence for the effective implementation of knowledge management process, organizations have to utilize both strategies.     

An Introduction to Destructive Coordination

Polanyi (1944 , [1957] 1968 ) has distinguished three "patterns of social integration," namely, "reciprocity,""redistribution," and "exchange." This triad has provided the starting point for most subsequent discussion. Our purpose is to introduce a further type of coordination, the "destructive mode of coordination." This mode achieves coordination by intimidation, threat, and the use of non-institutionalized coercive means. Resources and human efforts are allocated in order to appropriate what other people produce. Two simple examples provide an introductory illustration: traffic circles (roundabouts) and prisons. Appropriation through pirating provides a further example of destructive coordination. More specifically, biopiracy (blood patenting) is discussed in order to clarify the relationship between destructive coordination and the institutionalization of property rights. Finally, we focus on the role of destructive coordination as a transitional mechanism that is supported by the institutional vacuum, ultimately yielding to other modes of coordination.