Success through commitment and trust: the soft side of strategic alliance management

This article argues that the success of international strategic alliances requires attention not only to the hard side of alliance management (e.g., financial issues and other operational issues) but, also, to the soft side. The soft side refers to the development and management of relationship capital in the alliance. Relationship capital consists of the socio-psychological aspects of the alliance that are positive and beneficial to the alliance. Two important areas of relationship capital are mutual trust and commitment. Based on our findings from two major studies of Japanese strategic alliances, we develop a dynamic model of trust and commitment based on mutual adjustments of alliance partners. We also show how the dynamics of trust and commitment affect the performance of international strategic alliances with the Japanese. The article concludes with a discussion of the managerial implications of our findings and the dynamic model.     

The evolution of strategic marketing

This article examines the evolution of the concept of strategic marketing. Strategic marketing does not replace traditional marketing management. Rather it adds new dimensions to the field of marketing, enhancing its role in the determination of corporate strategy.     

The art of strategic sales alignment

As companies move through the stages of their corporate life cycle, many fail to adjust their sales model to meet new business requirements. This article illustrates that problem with a case study of a major telecommunications organization and includes a three-step process that can be used during strategic planning and budgeting.     

The anatomy of strategic marketing planning

Strategic planning provides the focus for this two‐part “state of the art” review, to be published in consecutive issues of the Journal. Part one gives an overview of strategic planning and the different environments in which theategic planning process occurs. In part two the author considers the benefits and pitfalls associated with the implementation of a variety of strategic planning frameworks. The product life cycle, growth vector concept and growth share matrix are discussed, amongst others.     

The emotional side of price

This exploratory study considers the role emotion plays in relationships among several constructs surrounding price. The findings suggest that some aspects of emotion—here surprise and enjoyment—play a role in consumers' responses to and use of price information. Surprise and enjoyment were found to act in concert with involvement, price consciousness, and price–quality associations in respondents' complex reactions to price. Everyone's personal experience suggests that emotions can influence people's reactions to the price of products; this research lends preliminary empirical support to such everyday experiences. The results of this exploratory study clearly point to the need for more definitive studies in the future. © 2001 John Wiley & Sons, Inc.     

The effect of ownership concentration and composition on dividends: Evidence from Latin America

We analyze a unique data set of publicly traded firms based in six Latin American countries to study the joint effect of ownership concentration and composition on dividend policy. We find that when ownership concentration is high and the largest investor is identified as an individual, firms tend to pay fewer dividends consistent with individual investors extracting benefits from minority shareholders. However, if the largest shareholder is based in a common law country, the dividend paid is significantly higher. Finally, greater ownership by the second largest shareholder decreases firm dividends suggesting the monitoring role of a large shareholder.     

Controlling shareholder share pledging and firm cash dividends

The study examines how share pledging behavior of controlling shareholder affects the corporate payout policy using the unique setting of Chinese market from 2008 to 2015. According to the study result, cash dividend payments for firms with shares pledged by controlling shareholders are significantly decreased relative to those without shares pledged, and the effect is stronger for non-state-owned enterprises (non-SOEs), firms with more related party transactions, and pledged shares with more magnitude, frequencies and maturity. Overall, these findings suggest that induced by the share pledging activity, controlling shareholders can obtain private benefits without considering benefits of outside shareholders.     

The marketing and strategic planning interface

This article examines the potential contribution and implementational problems of developing marketing planning as a means to increase the marketing orientation of a company. It draws on the experience gained from a two year involvement in the design and implementation of a planning system for a large manufacturer, and reviews some of the literature on marketing and strategic planning. The focus is on the problems of managing the interface between strategic and marketing management, and the important role played by marketing information, the Chief Marketing Executive and the planning function in achieving effective and integrated strategic marketing planning.     

American options on assets with dividends near expiry

Explicit expressions valid near expiry are derived for the values and the optimal exercise boundaries of American put and call options on assets with dividends. The results depend sensitively on the ratio of the dividend yield rate D to the interest rate r . For D > r the put boundary near expiry tends parabolically to the value rK / D where K is the strike price, while for D ≤ r the boundary tends to K in the parabolic-logarithmic form found for the case D =0 by Barles et al. (1995) and by Kuske and Keller (1998) . For the call, these two behaviors are interchanged: parabolic and tending to rK / D for D < r , as was shown by Wilmott, Dewynne, and Howison (1993) , and parabolic-logarithmic and tending to K for D ≥ r . The results are derived twice: once by solving an integral equation, and again by constructing matched asymptotic expansions.     

The practical side of international trade

We've all heard stories about U.S. exporters who shipped goods, then were not paid—or importers who bought goods from abroad, then found them not up to quality or received them too late. These problems are often due to too much concentration on the glamorous side of international trade and too little attention to the practical.     

The theoretical side of teaching entrepreneurship

There is an on-going debate in the entrepreneurship academy about whether we can actually teach students to be entrepreneurs. Its resolution is inextricably connected with our theoretical assumptions because they affect how and what we teach. This article is the first in a set of two contained in this issue that argues that we should develop more refined, cumulative theory and teach it to students in a way that emphasizes learning by doing, which should accelerate student mastery. This first article treats the theoretical side of teaching entrepreneurship, whereas the second addresses the pedagogical side of entrepreneurship theory.Those who advocate that entrepreneurship can be understood and taught to students assume that researchers will eventually develop a more general theory of entrepreneurship. Theory is an essential part of what we teach because we do not know any other way to help students anticipate the future, which is a key to entrepreneurial success, unless we counsel them to rely on luck or intuition. The limitation of luck and intuition is that we do not know how to teach either of them. If students could accurately anticipate the future, they could allocate their resources in the most productive manner, which would ensure their survival, satisfaction and prosperity. Despite the current limitations of our theorizing, theory still offers the most promise as course content for students.This article sides with Kuhn (1970) who argued that theory is the most practical thing that we can teach to students. Its purpose is to comment on the progress to date in developing entrepreneurship theory. It begins by analyzing the contents of 18 syllabi provided by participants at a retreat for entrepreneurship scholars. It notes a wide divergence in topics, and possible causes for this divergence, which seem to be characteristic of a developing academic discipline. It appeals for more theory in our courses and suggests questions to which entrepreneurship scholars can provide distinctive answers when compared with those offered by scholars from other disciplines.One way to add more theoretical content to entrepreneurship courses is to teach students what they ought to do, which is coded language for theory. In addition, instructors should not merely describe what entrepreneurs do, particularly in light of the observation that most of them fail and accordingly have been described as ill-fated fools. Finally, assuming that scholars can offer a more general theory of entrepreneurship, they would be able to emphasize more deductive approaches as opposed to inductive ones.These appeals for more theoretical content depend on several assumptions, which include: (1) the improbability that students can encounter circumstances that would be similar to anecdotal lessons learned in entrepreneurship school; (2) the existence of a process that can be explained theoretically; (3) studying ideal types can be discouraging to aspiring entrepreneurs if they do not fit a special profile; (4) the high failure rate among entrepreneurs makes suggesting to students that they ought to pattern their activities after them seem illogical; (5) studying average profiles, anecdotal recommendations, rules of thumb or war stories can only lead to average returns, given semi-strong information efficiency; and (6) leveraging the motivational benefits of studying successful entrepreneurs may have detrimental, unintended consequences, among others.This article notes possible causes of non-cumulative theory building and suggests several opportunities to build cumulative theory. Although it acknowledges that the field of entrepreneurship currently lacks cumulative theory, it offers a contingency approach for teaching entrepreneurship, which is actually very similar to the scientific method used by scholars to develop hypotheses about the future.