Using and Valuing Accounting Information: Joint Decision Making Between Accountants and Retail Managers

Using accounting information can be complex and difficult because it requires joint decision making between two groups, accountants and line managers, whose different perspectives may interfere with communication and exchange. Interpersonal tension and mistrust may further intensify barriers to problem solving. Deutsch's theory of cooperation and competition was used to examine the interaction between managers and accountants as they made decisions with accounting information. Thirty-three managers from a large food retailer were interviewed on critical incidents. Structural equation and other results support the argument that cooperative goal interdependence induces an open-minded discussion of opposing views. This in turn results in productive decisions and strong relationships which in turn lead to appreciating and valuing the importance of collecting and using accounting and financial information. These relationships seemed to hold across accounting roles. Results were interpreted as suggesting that developing strongly cooperative goals and the skills of constructive controversy can facilitate productive problem solving between accountants and line managers.     

Managing for customers and employees in Hong Kong: The quality and teamwork challenges

Service marketing, total quality management, and human resource management researchers have proposed that employee teamwork is a foundation for service quality. North American research suggests that developing cooperative relationships and constructive controversy among employees can empower employees to serve customers and to strengthen their work relationships and commitment to the organization. Chinese employees in an American-style restaurant in Hong Kong were interviewed on specific incidents that affected service quality. Correlational and structural equation results support the hypotheses that cooperative goals help employees discuss their diverse views open-mindedly and that this constructive controversy results in quality customer service. Competitive and independent goals were largely negatively correlated with dynamics and outcomes. Results were interpreted as suggesting that service teams should develop strong cooperative goals and the skills and procedures of constructive controversy. Deutsch's theory of cooperation and competition, although developed largely through North American research, seems useful for understanding and developing service quality teamwork in Asia.     

Working with customers: Cooperation and competition in relational marketing

The relationship and interaction between salespeople and their customers may be usefiilly examined in terms of how they believe their goals and interests are related. Twenty‐five sales persons and 40 travel agents and managers in charge of corporate travel were interviewed on specific interactions. Results support previous theorizing that productive conflict management and resulting trust and personal bonds contribute to successful marketing relationships and suggest that these dynamics occur when sales representatives and clients have developed strongly cooperative goals, but not when they have competitive or independent goals. Results were interpreted that the constructive discussion of opposing views complements cooperative goals as important contributors for developing successful relational marketing.     

Individual Decision-Making in Organizations: Contribution of Uncertainty and Controversy in China

Uncertainty has been thought to challenge the cognitive capabilities of managers and thereby undermine their decision-making abilities. However, managers who experience uncertainty in that they are unsure of the adequacy of their own position may open-mindedly consult with their colleagues in the organization before they make the decision. A sample of 122 Chinese mainland managers described and rated a critical incident when they tried to make a decision. Regression analyses indicated that to the extent that managers initially felt uncertain about the solution they engaged in constructive controversy, i.e. the open-minded discussion for mutual benefit, which, in turn, led to effective decision-making. Cooperative goals further moderated the association of uncertainty with cooperative goals such that the positive association was stronger with less cooperative goals. These results underline the positive role of uncertainty in solving difficult problems, especially under competitive goals.     

Developing Cooperative Teams to Support Individual Performance and Well-Being in a Call Center in China

The theory of cooperation and competition, though developed in the West, may be useful to develop and analyze productive teamwork in China. Three hundred and sixty-eight employees from a call center participated in a cooperative teamwork 1-day workshop followed by daily practice. Results support the hypothesis that cooperative teams strengthen relationships, reduce turnover, and improve productivity of individual team members. During the 2-month period, team members increased the number of phones answered by nearly 40%, reduced customer complaints by over 55%, and lowered the turnover by over 20%, while the control call centers had either minor increases or decreases in these measures. These results support that the theory of cooperation and competition can guide the development of effective teams in China and that cooperative teams can improve the performance of individual employees.     

Can Chinese Discuss Conflicts Openly? Field and Experimental Studies of Face Dynamics in China

Chinese people have been theorized to be particularly sensitive to social face and avoid direct discussion in conflict to promote interpersonal harmony. Social face has been used to explain the proclivity of East Asians to smooth over conflict. More research is needed to study social face empirically and its relationship with direct discussion and the processes by which social face has its impact. Results from a field interview study and an experiment conducted in China support theorizing that confirmation of face induces cooperative goals and open-mindedness. In contrast with common assumptions about Chinese organizations, direct discussion, compared to avoiding, strengthened relationships. Direct controversy, especially when face was confirmed, induced open-mindedness: Participants asked more questions, explored the opposing views, demonstrated more knowledge of the opposing arguments, and worked to integrate views. These results were interpreted as suggesting that Chinese people can discuss their conflicts directly and cooperatively when they are assured that their face is confirmed. Results have implications both for the general theory of cooperation and competition as well as our understanding of social face in China.     

Competition versus cooperation: How technology-facilitated social interdependence initiates the self-improvement chain

Consumers are increasingly using technologies such as wearables or mobile apps to achieve their self-improvement goals. Such technologies often contain features that enable social interdependence (competition or cooperation) among users to support them in improving their engagement, performance, and well-being (life satisfaction and personal growth). However, the critical question remains: does competition or cooperation best serve users in attaining these self-improvement goals? Evidence from an online experiment and a field study reveals that competition is more effective in driving performance and personal growth, while cooperation is superior in terms of behavioral engagement and life satisfaction. Furthermore, the results indicate that the effects are mediated by strive for success and fear of failure, two counteracting psychological processes. While competition is the stronger trigger for both pathways, downstream effects vary depending on the self-improvement goal considered. This research thus provides insights into whether and how users can best realize their self-improvement goals using technologies that include social features.     

Cooperative Goals in the Chinese Work Environment: A Hong Kong Case Study

This research seeks to develop an understanding of how cooperative teamwork among Chinese employees impacts upon the customer perception of service in the Hong Kong ship-repair industry. The research model was based on the ‘Theory of Cooperation and Competition’, a western-derived theory. The model used included the Chinese values of power distance, collectivism and conformity. The results suggested the need to explore alternative processes that Chinese people may engage in in managing their conflict. We question whether the ‘goals’ or ‘ends’ based approach to the operation of teams inherent in the Theory of Cooperation and Competition, is valid in the Chinese context where ‘process’ and ‘relationship’ are pivotal.     

Factors affecting productivity in nutrient consumption

Nutrient demand consumption behaviour has been investigated by a number of researchers. One aspect of such behaviour that has been largely ignored is the productive use of available nutrient resources within households. The purpose of this paper was to examine the effects of various socio-economic and demographic variables on the productive use of selected dietary components. Household production provided the theoretical framework for studying nutrient productivity within households. From this framework, average productivity ratios for calories, protein and fat were developed. Data for the empirical analyses were taken from the 1977–78 Nationwide Food Consumption Survey. The results indicate that an average of 66–80% of these nutrient resources that were available to households were actually consumed. Households appear to make more productive use of their available protein resources relative to calories and fat. The effects of theoretically justified exogenous variables on the productivity of these dietary components were also examined. The results have implications for marketers, as well as educators who work with families in managing their resources.     

Goal interdependence and quality in services marketing

Service quality is considered an important competitive edge because it generates repeat sales, positive word of mouth, customer loyalty, and competitive product differentiation. This study examines the impact of a company's cooperative or competitive orientation and the service provider's warm or cold communication style on customer evaluation of service quality. Results from 83 participants in a simulated bank interview experiment indicate that when the bank communicated a cooperative orientation they perceived it as offering a higher-quality service than when it had competitive or individualistic goals. The warmth of the service personnel contributed to high-quality service, liking the bank representative, future confidence in dealing with the bank, satisfaction with the interview, and willingness to be interviewed by the bank representative in the future. These results were interpreted as suggesting that companies who can demonstrate a strong cooperative orientation toward customers and whose service providers demonstrate warmth will be considered to offer high-quality services. © 1995 John Wiley & Sons, Inc.     

Group Identification: The Influence of Group Membership on Retail Hardware Cooperative Members' Perceptions

Due to the increasing popularity of retail cooperatives in hardware retailing, a new competitive dynamic has emerged, a hybrid of intratype/intergroup competition. Individual members of one cooperative group now fight for market share with one or more members of competing cooperative groups, in an effort to attain individual goals, as well as group goals. A model of competition that includes both individual and group conditions was tested. Results of the structural equation model (SEM) show that the data fit the theoretical model well (χ ²= 12.414, 8 df , p= 0.134, NFI = 0.990, NNFI = 0.993, CFI = 0.996). Our results indicate that, for members of cooperative groups, feelings of identification with the cooperative group resulted in increased perceptions of conflict with a rival who was a member of a competing cooperative and that feelings of group identification influenced beliefs about the importance of competitive behaviors relative to that rival.     

On automated e‐business negotiations: Goal,policy, strategy,and plans of decision and action

In recent years, there has been increasing interest in automated e‐business negotiations. The automation of negotiation requires a decision model to capture the negotiation knowledge of policymakers and negotiation experts so that the decision‐making process can be carried out automatically. Current research on automated e‐business negotiations has focused on defining low‐level tactics (or negotiation rules) so that automated negotiation systems can carry out automated negotiation processes. These low‐level tactics are usually defined from a technical perspective, not from a business perspective. There is a gap between high‐level business negotiation goals and low‐level tactics. In this article, we distinguish the concepts of negotiation context, negotiation goals, negotiation strategy, and negotiation tactics and introduce a formal decision model to show the relations among these concepts. We show how high‐level negotiation goals can be formally mapped to low‐level tactics that can be used to affect the behavior of a negotiation system during the negotiation process. In business, a business organization faces different negotiation situations (or contexts) and determines different sets of goals for different negotiation contexts. In our decision model, a business policymaker sets negotiation goals from different perspectives, which are called goal dimensions. A negotiation policy is a functional mapping from a negotiation context to some quantitative measures (or goal values) for the goal dimensions to express how competitive the policymaker wants to reach that set of goals. A negotiation expert who has the experience and expertise to conduct negotiations would define the negotiation strategies needed for reaching the negotiation goals. Formally, a negotiation strategy is a functional mapping from a set of goal values to a set of decision‐action rules that implement negotiation tactics. The selected decision‐action rules can then be used to control the execution of an automated negotiation system, which conducts a negotiation on behalf of a business organization.     

Strategic Investment Decisions under Uncertainty,Tacit Collusion and Product Differentiation

This paper examines the effects of uncertainty, tacit collusion and product differentiation on strategic investment policy. The model demonstrates the equilibrium under competitive investments and under cooperative investments. In competitive investments, two firms compete by investing to preempt each other, and ultimately one firm invests earlier than its rival. In cooperative investments, two firms invest simultaneously and collude on their outputs. Cooperative investments are likely to be sustainable only under conditions of high volatility of future demand, low probability of market extinction and high degree of product differentiation, while competitive investments are sustainable for any set of these parametric values.     

Trade policy, trade volumes and plant-level productivity in Colombian manufacturing industries

This paper explores a period of substantial variation in trade policy across industries in Colombia (1977-1991) to examine whether increased exposure to foreign competition generates productivity gains for manufacturing plants. Using an estimation methodology that addresses the shortcomings of previous studies, we find a strong positive impact of tariff liberalization on plant productivity, even after controlling for plant and industry heterogeneity, real exchange rates, and cyclical effects. The impact of liberalization is stronger for larger plants and plants in less competitive industries. Our findings are not driven by the endogeneity of protection. Similar results are obtained when using effective rates of protection and import penetration ratios as measures of protection. Productivity gains under trade liberalization are linked to increases in intermediate inputs' imports, skill intensity, and machinery investments, and to output reallocations from less to more productive plants.     

Goal achievement and satisfaction of joint venture partners

Joint venturing is recommended to avoid some of the obstacles to successful business venturing, such as capability limitations and organizational resistance. However, the high dissolution rates for joint ventures suggest a need to learn how to utilize this cooperative strategy more effectively. Two frequently reported problem areas in joint venturing are unrealistic corporate expectations and inadequate planning. Thus, this study sought to examine the impact of strategic intent on joint venture success as measured by partner goal achievement and satisfaction.A review of the literature on strategic goals and goal consensus suggested that two variables are likely to affect joint venture performance: the number of partner goals pursued and the overlap in partners' goals. The type of goals pursued may also affect performance; that is, some goals may be more achievable through joint venturing than are other goals.The purpose of this research was two-fold: (1) to empirically explore the relative importance of a variety of partner goals for their joint ventures, and (2) to determine if goal disparity, and the number and type of goals pursued affected joint venture success. This approach draws attention to the expectations of partners rather than to the venture itself, the traditional focus in entrepreneurship.The hypotheses and exploratory propositions were tested using data from U.S. firms involved in manufacturing joint ventures. A categorization of partner goals was developed through factor analysis, in which five categories of goals emerged: knowledge transfer, market power, financial performance, efficiency, and financial structure. Partners were found to have pursued multiple goals simultaneously, with knowledge transfer and market goals being most frequently rated as critically important. These findings suggest the need to expand traditional performance measures to account for the diverse and nonfinancial nature of partner goals.When examined separately, it was found that a large goal set facilitated partner goal achievement and satisfaction, and that an overlap in partners' goals promoted partner satisfaction. The large goal set was argued to be necessary in the volatile environments that are often attractive for joint venturing. A large goal set reflects adaptation to environmental change and facilitates prudent strategy selection by subjecting alternatives to multiple goal hurdles. The overlap in partners' goals reflects a meshing of individual partner goals and helps to minimize conflict, which could stall strategy development and drain resources. However, when an integrated model was developed from multiple regression findings, the overlap in partners' goals became a moderator variable. This model exposed the negative as well as the positive effects of the overlap in partners' goals.Analysis further suggested that the joint venture strategy may be better suited to achieving efficiency goals than financial goals. Possible explanations for the difficulty in achieving financial goals include: insufficient time (or short lifespan of the joint venture), the complex structure inherent in joint ventures, and the possibility of disagreement between the partners about how the financial goals should be achieved. On the other hand, efficiency goals, such as vertical integration and economies of scale, require expansion or extension of operations and thus fit well with the pooling of skills and resources that are characteristic of joint venturing. Further, both partners contribute to and gain from efficiency goals, unlike with market access or knowledge transfer goals where one firm contributes more than it gains or vice versa for that particular goal.Additional analysis revealed that the goal types explained more variance in partner goal achievement and satisfaction than did the size of goal sets or the extent of overlap in partners' goals. Taken in combination, the various aspects of partners' goals explained 26% of the variance in partner goal achievement and 38% of the variance in partner satisfaction. When partner goal achievement was included in the multiple regression model for partner satisfaction, the amount of explained variance increased to 69%. The results suggest that a partner firm may be able to significantly enhance its chances of judging a joint venture to be successful if its goals focus on efficiency rather than revenues and profits, if it has a relatively large goal set, and if it concentrates on achieving the set of stated goals.     

Sustainability reporting and corporate identity: action research evidence in an Italian retailing cooperative

Cooperatives are facing the challenge to be competitive in the market, without losing their traditional values of mutuality and democracy. To do that, they need to re‐construct open and participative dialogue with their employees and members based on more democratic forms of communication and engagement. From this point of view, the measurement and communication of sustainability aspects may allow a dialogue to be mobilized with shareholders and stakeholders without losing the attention on competitive factors. Based on these premises, the article analyses the experience of a 5‐year action research project (from 2006 to mid‐2011), carried out within Unicoop Tirreno, an Italian consumers' cooperative, and aimed to implement different tools for sustainability accounting and to embrace a more open dialogue with stakeholders, in particular with employees and members. In this process of change, the tools implemented for sustainability accounting played a key role in supporting the cooperative to reinterpret its own values and in stimulating a new and participative management approach. The results indicate a virtuous circle between the management and measurement of cooperative principles and the management and measurement of sustainability issues.     

The influence of human resource management in savings bank performance

The aim of this article was to analyse the value of human resources (HR) for competitive advantage and their influence on the firm's performance in the service industry. To achieve our goal, we have first proposed a resource-based framework to discuss the circumstances under which human resources can be a source of competitive advantage. Then, an empirical research was developed in the Spanish savings bank sector to analyse the relationship between HR management and the firm's performance. Our results, suggest that those savings banks which better combine their HR practices to create and to develop a strategic human capital pool have shown better levels of profitability and productivity.     

生产率与出口企业市场进入次序的双向影响--来自中国工业企业的证据

本文以出口企业的市场进入次序为落脚点,利用2000－2006年中国海关数据库和中国工业企业数据库的海量匹配数据,对出口企业的市场进入次序与企业生产率的增速之间的关系进行实证分析。研究结果表明,高生产率企业更倾向于充当开拓者,而低生产率企业倾向于充当跟随者,这种自选择作用在制成品出口中得以彰显,但在初级产品和农产品出口中并不显著;短期内跟随者的生产率增速高于开拓者,但在长期开拓者的先发优势愈发显著,其生产率增速明显优于跟随者。     

Foreign Market Competition as a Determinant of Exporter Performance: Evidence from Slovenian Manufacturing Firms

Most studies on the link between exporting status and firm productivity find no evidence of learning‐by‐exporting, whereas self‐selection of more productive firms into exporting is most often confirmed. Furthermore, empirical tests of the learning‐by‐exporting hypothesis rarely rely on a specific learning mechanism and instead estimate very general tests of the effects of exporting on improvements of firm efficiency. Lack of explicit controls for specific learning mechanisms in turn biases the empirical estimates against finding the learning effects. Here I undertake a more targeted approach to learning‐by‐exporting by using data on Slovenian manufacturing enterprises between 1994 and 2002 to explore a specific channel for learning in the export markets. Using a variety of empirical tests, I show that competition in exporting markets serves as an added criterion in firm self‐selection as only the most productive and fastest growing firms choose to enter more competitive foreign markets. Once home‐market competition is explicitly controlled, a significant productivity adjustment effect of exporting firms in response to intensification of export market competition is revealed. Crucially, this provides tentative evidence of learning‐by‐exporting, which has so far been elusive in the relevant literature.