Acquisitions in the biopharmaceutical IPO market: Collaboration,competition and co‐opetition

The present paper explores the little studied area concerning the acquisition of recent biopharmaceutical initial public offering firms. We examine the nature of the relationship between the acquiring firm and the acquired initial public offering firm prior to the acquisition and from the perspective of the resource‐based view. We find to some extent that firm specific‐resources affect the prospect that the firm will be acquired. Furthermore, our findings show that firms with more of these types of resources are likely to be acquired by firms engaged in co‐opetition rather than by firms engaged solely in collaboration, competition, or (to a limited extent) with no prior relationship.     

The probability conflation: A reply to Tetlock et al.

We respond to Tetlock et al. (2022) showing (1) how expert judgment fails to reflect tail risk and (2) the lack of compatibility between forecasting tournaments and tail-risk assessment methods (such as extreme value theory). More importantly, we communicate a new result showing a greater gap between the properties of tail expectation and those of the corresponding probability.     

Human resource differentiation: A theoretical paper integrating co‐workers' perspective and context

This paper conceptualises “human resource (HR) differentiation” as a set of deliberate and differentiating HR practices across individuals within the organisation to address employees' unique work needs and preferences as well as reward them for their input. Despite the importance of HR differentiation, research has mainly focused on the recipients of such practices, overlooking the consequences of HR differentiation from co‐workers' perspective. This is a significant omission because a growing concern suggests that HR differentiation might be a double‐edged sword, as the presumed positive effects might only be confined to employees benefiting from it. Taking a first step, this paper offers a conceptual model that explains how co‐workers of a focal employee, who is entitled to an advantageous outcome through HR differentiation, are likely to react, either positively by showing contentment or negatively by showing anger, with behavioural consequences towards the focal employee and organisation. In so doing, we rely on deontic justice theory and explore contextual conditions at the individual and team level under which co‐workers react. As a result, our model can inspire future research by adopting a broader and more inclusive approach to HR differentiation, underlining the need for caution when implementing HR differentiation in a team setting.     

From Taken‐for‐Granted to Explicit Commitment: The Rise of CSR in a Corporatist Country

This article contributes to a thriving line of research that examines issue interpretation and social accounts in order to study the adoption and diffusion of organizational concepts and management practices. It employs the empirical example of the rise of corporate social responsibility (CSR) in Austria between 1990 and 2005 to investigate the complex role institutional pressures and social positions of actors play in the local adoption of globally theorized ideas. More specifically, the study reveals distinct patterns in rhetorical CSR adoption that illustrate the initial hesitation and reluctance of an established elite in the Austrian business community towards the Anglo‐American notion of ‘explicit’ CSR, while non‐elite actors who were less favourably positioned in the social order readily embraced the concept. It is in such a sense that CSR is nevertheless instrumentalized to challenge, reinterpret, or explicitly evoke the autochthonous idea of institutionalized social solidarity. Conceptually, this research takes into account social structure, actors' positions in the social order, and resulting divergent adoption motivations – i.e. the individual, yet socially derived, relevance systems of actors – and relates these to mechanisms and processes of institutional change.     

The emergence of the Euro-company: towards a European industrial relations?

The growth of European-scale companies represents a further centralisation of management organisation in large enterprises. But processes of decentralisation are also evident. Implications of these opposing trends for labour relations are unclear. Taking account of differences between national systems, the article considers two paths that management approaches could follow.     

A critical assessment of how non‐governmental organizations use the capital markets to achieve their aims: a UK study

Non‐governmental organizations (NGOs) increasingly attempt to use the capital markets to further their aims. This paper proposes a taxonomy for such intervention that is based on two distinct strategies: a macro capital redistribution strategy and a micro investor influence strategy, both of which can be undertaken either directly or indirectly. The paper reviews empirical evidence of the success of each strategy through four case studies. It concludes by suggesting that there is some empirical evidence that the typology can be successfully applied and that there is some initial evidence that NGO capital market engagement strategies have, in certain circumstances, successfully changed business strategy. Copyright © 2003 John Wiley & Sons, Ltd and ERP Environment.     

Class and the local state: a reply

If anyone ever made money in Gateshead, they must have taken great care not to spend any of it in the town. And if nobody ever did make money in the town, what is it there for? It cannot be there for fun. Gateshead is not Somebody's Folly. How is it that a town can contain one hundred and twenty five thousand persons and yet look like a sprawling swollen industrial village? The answer is that this is a dormitory for the working class. Perhaps at first they wanted nothing better, and now, by the time that some of them want something a great deal better, there is no money.… Every future historian of modern England should be compelled to take a good long slow walk round Gateshead. After that he can at his leisure fit it into his interpretation of our national growth and development.