Sustainable Production: Practices and Determinant Factors of Green Supply Chain Management of Chinese Companies

This paper explores the green supply chain management (GSCM) of companies based in the Yangtze River Delta, China. The companies' overall GSCM practice level (L_GSCM) is measured by using the data from 165 valid respondents in a questionnaire survey conducted during April and May 2009. The relationships between L_GSCM and the classified determinant factors are analyzed. It is indicated that Chinese companies are still at a preliminary stage of GSCM practices. Their environmental management in cooperation with external members of the supply chain is very marginal. A company's L_GSCM is significantly and positively associated with the external pressures from regulatory, domestic clients and business competitors. As an internal factor, a company's learning capacity greatly determines L_GSCM. We also confirm that the internal factors function as intermediate variables of external pressures in influencing a company's GSCM. A company's environmental management capacities will be strongly enhanced by frequent internal training of employees to increase its involvement in GSCM practices. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.     

A comparative study of human resource management practices in international joint ventures: the impact of national origin

This paper presents a comparative study of the effects of national origin, a company's strategic orientation and its investment profile on preference for the application of human resource management (HRM) practices as conducted in international joint ventures (IJVs). The approach extends understanding by offering a broader exploration of how national differences generate additional barriers that impact on specific HRM practices. The evidence from the study presented suggests that there is little support for national origin being a major independent influence. National distinctiveness does define the types of integration between parent companies and IJVs, but these collaborations do not necessarily reflect any specific national institutional bias. Examination of eighty-seven IJVs suggests that IJV management has a high degree of organizational autonomy in the implementation of a company's task-related inputs regardless of the national background of the foreign partner. The presence of a company's task-related effects on HRM practices plays a significant contextual role where the major attributes are the technology, management development and the compatible use of an IJV's resources. The results confirm that there is little evidence to suggest that partner-related influences derived from the partners' complementary resources and competences in the field of HRM development that are national origin specific have had significant influence over HRM development in the IJVs studied.     

Talent management in Russian companies: domestic challenges and international experience

The study investigates talent management practices in Russian and foreign companies and their influence on a company's performance. In our work, foreign companies are foreign-owned companies (multinational or global) that operate in the Russian market and their headquarters are located outside the Russian Federation. Attention is paid to the analysis of the factors that support talent management implementation. As the results of the research are based on a comparative analysis of differences and peculiarities in talent practices in Russian and foreign companies, the paper explores and provides a number of ideas and conclusions about talent management elaboration, realization and talent practices improvement in the Russian context. Our data show that talent management practices are influenced by a number of factors that are different, in parts, in Russian and foreign companies. Supplementary analysis also suggests that the positive connection between talent management efforts and a company's performance can be found.     

Top management team's vision and human resources management practices in innovative Spanish companies

The objective of the article is to analyse whether the strategic vision of the top management team (TMT) and the way employees working in teams are rewarded and assessed affect companies' innovation performance. The study was carried out on a sample of 97 Spanish companies belonging to the three most innovative sectors based on number of patents registered. The results indicate that the top management team's strategic vision alone does not explain a company's innovation performance. Innovation also requires the existence of compensation practices based on the ideas generated and developed by project teams. These results offer relevant implications for the TMT and the managers of the research and development (R&D) and human resources (HR) functions about the way teams should be rewarded and supported in order to improve the company's innovation efforts.     

A review of determinant factors of environmental proactivity

This paper reviews the literature in order to identify the determinant factors of a company's environmental proactivity. It starts by arguing that environmental proactivity can be manifested through diverse practices and strategies and goes on to comment upon several variables that seem to influence the decision to implement such strategies. Some of these variables depict internal company features and others describe the general environment in which operations are carried out. Stakeholders' pressure is distinguished as a central determinant factor and it is argued that all the other variables affect either the intensity of this pressure or the company's capacity to perceive it. All the factors identified herein should be taken into account, at least as control variables, in those studies aiming at explaining and contextualizing environmental strategies. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

Debt finance and the cost of management ownership: Some elementary results

Increased debt reduces a company's equity base, which reduces the dollar investment a manager must make to hold a given proportion of stock. Therefore, it is often argued, managers' effort incentives are improved by high leverage. This paper shows that while risky debt reduces the cost of providing managers with substantial equity ownership, the cheaper equity captures less of the fruits of the manager's effort. Managers' effort incentives are improved by high debt levels only under quite restrictive conditions. These conditions are more plausible when agency problems are due to a managerial propensity to expand size by investing in negative net present value projects. The results also imply that when debt is increased to reduce the agency costs of free cash flow, the accompanying covenants should allow for substantial cash distributions to shareholders even before bondholder claims are satisfied.     

Do Investors Really Value Corporate Governance? Evidence from the Hong Kong Market

To examine the relation between corporate governance and firm value, we develop an instrument to assess the corporate governance practices of listed companies in Hong Kong. Based on the Revised OECD Principles of Corporate Governance (OECD) and the Code of Best Practices (HKEx), we construct a corporate governance index (CGI) for Hong Kong listed companies. Unlike measures used in other studies, the CGI score reflects the presence of good corporate governance practices as well as variation in the quality of corporate governance practices. Empirical evidence shows that a company's market valuation is positively related to its overall CGI score, a composite measure of a firm's corporate governance practices. We also find that the transparency component of the CGI score drives the relation with market valuation. In summary, this study provides supporting evidence for the notion that, in Hong Kong, good corporate governance practices are consistent with value maximization.     

On incentive compatibility and budget balancedness in public decision making

Holmström (Groves' schemes on restricted domains,Econometrica 47, 1979, pp. 1137–1144) showed for public decision making problems with a smoothly connected domain of preferences that Groves' schemes are the unique direct revelation mechanisms satisfying incentive compatibility. This paper provides necessary and sufficient conditions on the domain of preferences for which these Groves' schemes are the unique incentive compatible transfer schemes when the number of alternatives is finite. Furthermore, we give an example of a decision making problem that arises from a sequencing problem for which budget balanced Groves' schemes exist and show that these transfer schemes are not individually rational.     

Attitudes toward employee participation in decision-making: A comparison of european and american managers in a united states multinational company

This article examines an American multinational company to uncover any crossnational differences in managerial attitudes toward employee participation in decision-making. Human resource practices of the parent company toward its European subsidiaries were also examined, especially those relevant to employee participation issues. Data were collected from the company's manufacturing facilities in Britain, the Netherlands, Spain, and the United States. Managers were interviewed and then surveyed regarding their attitudes toward participation. The interviews revealed resistance to the parent company's efforts to “export” an American vision of employee participation to its European subsidiaries. The survey data revealed attitudinal differences among European managers as well as among their American counterparts. Possible explanations, implications for human resource executives and research directions are discussed. © 1993 by John Wiley & Sons, Inc.     

公司管理层权力与银行信贷融资决策

运用中国上市公司2010—2013年相关数据,考察公司管理层权力与公司融资结构及银行信贷资源配置,结果显示：公司的管理层结构及高管层权力是公司融资政策选择和银行信贷资源配置的重要动因,公司管理层权力越大,管理层向银行借入短期借款越多,公司管理层权力与短期借款结构正相关。在债务约束效应下,管理层可能会出于个人任期和控制权私利的原因做出影响公司融资决策的行为,在公司银行信贷融资中表现为银行信贷融资规模与公司管理层权力呈现负相关关系,即管理层权力越大,公司配置的银行信贷资源越少;同时,公司管理层权力中结构权力与所有者权力对公司信贷决策有重要影响。     

Promotion systems and career development in Thailand: a case study of Siam Cement

This paper examines the promotion systems and career development of managers of Siam Cement Public Company Limited, the largest manufacturing conglomerate in Thailand. Since the 1980s, the company has grown into a full-blown conglomerate and is widely considered to be Thailand's most modernized corporation. In the aftermath of the 1997–8 Asian crisis, the meltdown forced the company and other debt-addicted business groups to streamline their debts and organization structures drastically. However, just five years later, the company had bounced back into profitability and first-class corporate governance, and stands firmly in the front rank. Undoubtedly, the company's successful recovery and its current strengths have been driven by the capability and dedication of its managers. This paper focuses on interviews with the company's personnel managers during 1999–2001, and on the personnel profiles of 128 managers (general manager level), in order to examine Siam Cement's human resource management policies and practices, and to draw from this its overall strategies for the development of managerial careers. The main finding was that well-planned recruitment, competitive promotion, concrete performance appraisal and wide-ranging training and development programmes, including job rotation and sending managers to study abroad, are all essential career development strategies.     

新环保法实施增大了企业的技术创新投入吗？——基于PSM-DID方法的研究

以2012—2017年A股上市公司为样本,借助双重差分倾向得分匹配法（PSM-DID）研究了新环保法实施这一外生性事件对企业技术创新投入的影响。结果显示,新环保法实施后受影响企业的技术创新投入有所增加,但结果并不显著。进一步探究其原因,发现除新环保法影响可能存在的时滞性特征以外,企业并没有在新环保法实施环境下对企业的资本结构、治理结构和激励方案等影响企业技术创新的重大方面做出及时调整,导致环保法的强制性作用无法快速、有效地影响企业的技术创新。     

Corporate power and the local economy

This article examines Nissan in Sunderland as the model for ‘Japanisation’. It is addressed in terms of Nissan's relations with the central and local state, of the company's control over its physical environment, and suppliers, and of the company's policy towards the management of human resources.     

Variations in human resource management in Asian countries: MNC home-country and host-country effects

This paper investigates the determinants of HRM strategy in a random sample of firms operating in Korea and Taiwan. Both indigenous and foreign-owned firms are studied. HRM strategy is measured in terms of the company's reliance on high-performance, versus more traditional, HRM policies and practices in several different areas, including staffing, employee influence, employee rewards and employee autonomy. Independent variables include the firm's country or region of origin (USA, Japan, Europe, Korea or Taiwan), the host country (Korea or Taiwan) and the internal culture of the firm, as measured by upper management's perception that human resources constitute a significant source of value for the organization. Pronounced differences are found across countries of origin and between the two host countries. Managerial values and various organizational characteristics that serve as control variables are also found to impact on HRM strategy.     

Pension Funding Constraints and Corporate Expenditures*

This paper examines the impact of a company's pension contributions (PCs) on its dividend and investment policies. The effects of shocks to cash flows on these corporate expenditures are identified by changes to pension funding regulations. Using a sample of DB pension schemes in FTSE350 UK‐listed firms we find a strong negative relation between PCs and corporate dividends even after controlling for the correlation between funding status and unobserved investment opportunities. We find that the more stringent funding requirements under the Pensions Act 2004 had a more pronounced effect on both dividend and investment sensitivities to PCs.     

Supplier incentives and resource constraints under uncertainty

Procurement in environments of cost uncertainty and asymmetric information require special arrangements such as the linear incentive contract. Usually the buyer is motivated to make investments that can relieve temporary supplier resource constraints during the procurement. Special problems arise, however, due to interactions between investments in suppliers and the risk-incentive trade-off achieved by the incentive contract. A cost signaling model is proposed to overcome these problems, where a supplier offers an equity share in the profit from the incentive contract to the buyer in return for a priori investment. The equity share signals the supplier's private cost information, and forms the basis for the buyer's investment decision. Under equilibrium the buyer can expect to recover the entire amount provided to the supplier through his or her share of the profit.     

Choosing between single and multiple sourcing based on supplier default risk: A real options approach

The selection of a given purchasing strategy is a central activity in risky environments. Single sourcing, a powerful approach in a stable environment, can amplify a firm's exposure to risk (e.g., supplier's default) in the presence of uncertainty. Multiple sourcing, however, presents higher costs due to the management of more than one supplier. A correct evaluation from a risk management perspective is needed. This paper proposes the Real Options approach for valuing the probabilistic benefits of multiple sourcing in managing the supplier default risk (to be compared with the related higher costs). A computational model, based on the Monte Carlo simulation, was developed. The results show the (probabilistic) advantages of adopting the multiple sourcing strategy in risky environments for a specific case. The proposed sensitivity analysis is aimed at identifying the impact of the most important transactional parameters on the differential benefits of the two sourcing strategies. Thus, the model and its managerial implications represent a valid support for the decision-making process in the presence of uncertainty.     

Greenwashing and environmental communication: Effects on stakeholders' perceptions

Since the first Earth Day in the 1970s, corporate environmental performance has increased dramatically, and cases of greenwashing have increased sharply. The term greenwash refers to a variety of different misleading communications that aim to form overly positive beliefs among stakeholders about a company's environmental practices. The growing number of corporate social responsibility claims, whether founded or not, creates difficulties for stakeholders in distinguishing between truly positive business performance and companies that only appear to embrace a model of sustainable development. In this context, through the lens of legitimacy and signalling theory, we intend to understand and assess the different influences that various types of misleading communications about environmental issues have on stakeholders' perceptions of corporate environmental responsibility and greenwashing. Stakeholder responses to an environmental scandal will also be assessed. The hypotheses tested through a four‐for‐two design experiment reveal that different levels of greenwashing have a significantly different influence on stakeholders' perceptions of corporate environmental responsibility and stakeholders' reactions to environmental scandals.     

HRM practices for human and social capital development: effects on innovation capabilities

This paper analyzes the effect of systems of human resource management (HRM) practices on a company's innovation capabilities. To date, few studies have analyzed the way a firm may be more innovative by using specific sets of high-performance HRM practices from an intellectual capital-based view of the firm. From an extensive literature review, a model was established and tested through structural equation modelling, using the statistical technique of partial least squares. The study was applied to a sample of technological firms in Spain and the results show that high-profile personal HRM practices positively influence human capital while collaborative HRM practices influence social capital, which, in turn, affect innovation capabilities by means of, respectively, total and partial mediating effects. Managerial and HRM implications of these results are drawn by the authors, highlighting the idea of paying increased attention to managing firms with a focus on strategic intangible assets in order to gain competitive advantages based on innovation.