Process in family business internationalisation: The state of the art and ways forward

Although the internationalisation of family businesses (FBs) has received increasing attention in recent years, much remains to be learned about how FB internationalisation unfolds as a process. Our review of 172 empirical studies from the period of 1991–2018 indicates that only 25 studies included both longitudinal data and strong process theorising, even though internationalisation is inherently processual, and FBs are longitudinal in nature. We acknowledge that both variance- and process-based theorising are needed to build an understanding of the FB internationalisation process. We contribute to the field by building an FB internationalisation process model based on a review analysis. Within the model, process-based internationalisation pathways are combined with variance-based capabilities (positive influences) and liabilities (negative influences) that affect internationalisation, with economic and non-economic goals viewed as driving the various internationalisation processes. On the basis of the model, we suggest that future research could adopt more longitudinal and individually focused approaches, as a means to understand the FB internationalisation process in various FBs and contexts, over various time periods, life cycles, and FB generations.     

国有外贸公司贸易新路初现端倪

曾经风光无限的国有外贸公司,如今却走到发展的十字路口,凸现出的政策、体制、经营方式等问题让国有外贸公司感受到了前所未有的压力。表面上看是因国家政策的一系列变动,但进一步分析,又何尝不是被自身发展所困呢!     

Innovative ways of raising funds and adding value: A stakeholder approach to whole business securitization

Whole business (WB) securitization is a corporate fundraising strategy that allows companies to realize the full value of their operating assets in cooperation with their stakeholders. In a WB securitization, the company raises funds by issuing securitization bonds backed by its operating assets. A characteristic feature of this funding strategy is that it allows investors to impose operating conditions which obligate the company to develop its business strategy and operations. Hence, investors can influence the branding and customer service practices, as well as the stakeholder relationships of the company. Herein, we outline how managers of the securitized assets and investors can add value by adopting a stakeholder approach to whole business securitization.     

Employment benefits: A comparison between academe and industry

While educational institutions appear to be more generous in providing benefits, it seems that food-service firms are more likely to pay 100 percent of the cost     

The domain of international business: Futures and future relevance of international business

Using data generated by a global Delphi study involving international business (IB) scholars and practitioners, this article reflects on the core and domain of a discipline that, on one side, has to deal with increasing competition from related disciplines, which internationalize their research focus, and, on the other side, is trying to develop conceptual knowledge to explain ever more complex international phenomena. Generating a multilevel framework of important issues for IB leads to propositions, which may widen the focus of the discipline to go beyond the firm, which, comparing IB to related disciplines, can provide pathways that maintain IB highly relevant for most diverse communities affected by international business. ©2011 Wiley Periodicals, Inc.     

Research on host-country nationals in multinational enterprises: The last five decades and ways forward

We systematically review theoretical and empirical research published in 38 journals over the last 52 years dealing with host-country nationals (HCNs) in multinational enterprises. We find that HCNs are treated in a relatively homogeneous manner, despite their important differences. Three themes dominate: HCN–expatriate relationships, human resources policies and practices influencing HCNs, and the impact of expatriate interactions on different HCNs. Social psychology theories are commonly applied, and most studies are empirical and cross-sectional. We suggest a more refined treatment of HCNs, promising theoretical and methodological approaches, and thematic directions to enrich the HCN literature further.     

现阶段中国发展保理业务的迫切性、存在问题及对策

一、保理业务发展现状及在我国发展保理的迫切性。保理业务是保理商为记帐赊销贸易提供贸易融资、结算、财务管理、信用担保为一体的综合性的贸易支付方式，这种方式的最大的优点在于：可以提供无追索权的短期贸易融资，并且操作手段较容易且方便，与汇款相比风险小，与信用证相比成本低。从而就可为那些没有能力提供足够的抵押品，但是经营稳健、营运资金相对紧张的企业提供新的融资渠道。     

The business of ethics and the ethics of business

This is an essay in personal business ethics of executives as distinguished from the institutional ethics of corporations. Its purpose is to give practical moral guidance to executives for the conduct of their lives both as corporate decision-makers and as human beings. The pivotal concept in this model of personal business ethics is a direct appeal to the self-interest of executives in their being moral. Our thesis is that generally there is a twofold return on investment in ethics (ROIE) for executives. The first one is related to employee output: by becoming a self-actualizing moral type, executives indicate commitment to excellence. Accordingly, they so manage employees that the latter can also live up to their full potential and excell. And that would increase corporate productivity and product or service quality. The second payback of morality is personal: fully developed, self-actualized managers are generally happier people than those whose growth has been arrested. In brief, moral self-actualization is the same as commitment to excellence and there is a payback in being the best. Return on investment in ethics and return on investment in excellence can both be abbreviated as ROIE. We accomplish the purpose and establish the thesis of this essay by seeking answers to the following questions: What business does ethics have in business? What business does business have in ethics? Is there a return on investment in ethics for executives? and Does being moral help executives become more effective managers? In sketching answers to these questions, we first show why executives need a personal business ethics especially in today's world. Then, we sketch the nature of ethics and of business. After these introductory materials, the body of the paper argues for a personal business ethics for executives by correlating elements of management theory with ethics. Specifically, it links a theory of employee motivation with a scale of values, management character types with moral types, and management leadership styles with morality. Then, the practical technique of life by objectives (LBO) is explained. It can help executives manage their lives more effectively in both the business and ethical sense. We conclude by explaining ideals of excellence which can guide executives in their work and development both as managers and as human beings.     

“Blaming the victim” and other ways business men and women account for questionable behavior

Impression management refers to behaviors used by individuals to control the impressions they make on audiences. This study demonstrated that business men and women were more likely to defend their questionable behavior by using excuses and justifications than to openly concede errors of judgment and behavior. Three hundred and sixty two participants received a scenario in which they had allegedly engaged in questionable behavior. The participants then wrote a position paper explaining their actions. Results indicated that people in business attempt to avoid being associated with potentially negative interpretations of their behavior primarily through the use of justifications and excuses. In general, the types of responses were relatively consistent across work experience, educational and occupational levels. However, in some instances the specific explanations used depended on gender and age.Conventional people are roused to fury by departure from convention, largely because they regard such departure as a criticism of themselves.Bertrand Russell (1872–1970)Mary Konovsky is an assistant professor of organizational behavior at the A. B. Freeman School of Business of Tulane University. She received her Ph.D. from the Indiana University School of Business in 1986. Her research interests include procedural justice in organizations, organizational citizenship behavior, and ethics in management decision-making.Frank Jaster is Executive Vice President of Aegis Consulting & Training, Inc., Denver, Colorado, and Adjunct Professor of Management Communication at Tulane University. His doctorate is in American Literature from Tulane. His current research interests are in entrepreneurship, business ethics, and the (sometimes hostile) relationship between business and the media.     

Entrepreneurship and small business: The Hungarian trajectory

In Hungary the superiority and the rationality of the centrally planned system had already been questioned in the mid-1950s and in lower or louder voice ever since. After the suppressed revolution and initiated systemic changes of 1956, the comprehensive economic reform of 1968 was an attempt to combine plan and market keeping basic characteristics of the system as dominance of state ownership, high centralization, the power of the single party, etc. Despite several new initiatives, this experiment failed.From these initiatives, four will be dealt with: the birth and flourishing of the second economy, the rise and fall of the intrapreneurial groups, the turn from toleration to promotion of private small business, and the start of the divestiture privatization. The four junctions of the special Hungarian “reform trajectory” nolens-volens prepared the fundamental systemic changes: the transition to a proper market economy—partly by introducing basic constitutents of the new system, and partly by contributing to the erosion and disintegration of the former system.The analysis of these historical lessons helps to understand the present situation of the Eastern European economies and in particular of Hungary. It facilitates the identification of the major tasks to stop stagnation and decline, to start revitalization of these economies, and instead of the use of routine International Monetary Fund and World Bank schemes, to elaborate adequate forms and methods of aid.In the European market economies, the share of small business in employment (measured by firms up to 100 employees) might be around 50%, in Hungary, about 20%, in Poland about 15%, and less in the other Eastern European countries. The development of entrepreneurship and small business is one of the major prerequisites of the transformation of these economies. The knowledge, however, about the actual situation, the conditions needed to increase the number of start ups, the rate of survival, and the growth potential of small and medium-sized enterprises is rather scarce.From the findings of the questionnaire survey, the following conclusions can be derived:1. The increase of the share of the SMEs should be based on their better competitiveness in domestic and export markets; this is overshadowed now by the quantitative ambitions.2. SMEs have advantages vis-à-vis the large enterprises as well as disadvantages. To counterbalance them, an accelerated development of the infrastructure for banking, training, consultancy, and information; preferential treatment (credits, taxation) in some cases, networking, and more services of the trade associations are needed.3. In a declining, depressed economy, one cannot expect the renaissance of entrepreneurship and small business. Fighting high inflation, loosening restrictions, and a better management of the country's debt service should create a healthier economic environment—for small, medium, and larger enterprises equally.     

The status of business ethics: Past and future

Business ethics, which grew out of religion's interest in ethics in business and management education's concern with social issues, has become an interdisciplinary academic field. Thus far it has centered on teaching undergraduates. The easy work has now been done and the field has reached a plateau. To develop further it requires development on the MBA level, high quality research on new questions, positive models, better interdisciplinary integration, and attention to international business. Ultimately the field will stand or fall on the quality of research those in it produce. Richard T. De George, University Distinguished Professor of Philosophy at the University of Kansas is the author or editor of fifteen books, including Ethics, Free Enterprise and Public Policy; Business Ethics, 2nd ed.; and The Nature and Limits of Authority.     

The business school scorecard: Examining the systematic sources of business school value

Stakeholder relationships are a critical resource that contribute to or inhibit value creation. Building on this assertion, we explore the value of the business school at a stakeholder level. We draw on research by the Canadian multistakeholder working group, the Business School Research Network (BSRN), which was established to facilitate collaborative interinstitutional research on the management and practice of business schools. We provide a conceptual model of the value chain and associated scorecard that take into account the sources of value judgments that pertain to a business school at the stakeholder‐level. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.     

International business standards: The competitive imperative

The global marketplace is a reality, and standards for business behavior should be as well. Isolated laws and sanctions do not allow for a level playing field. We believe that adoption of international business standards would provide a better and truly competitive business environment. Unifying the efforts of multinational businesses would intensify the potential impact and hopefully reduce the need for government mandates. © 1999 John Wiley & Sons, Inc.