Job mobility restriction mechanisms and appropriability in organizations: The mediating role of secrecy and lead time

This paper addresses the following question: does mobility restriction enhance the appropriability of R&D investments? And if so, how does this occur? We propose that mobility restriction mechanisms affect appropriability through their impact on secrecy and lead time. We test mediation hypotheses in a sample of biotechnology firms and discuss the implications for intellectual property protection strategies and human resource management.     

Creating supply chain relational capital: The impact of formal and informal socialization processes

Establishing closer social ties between buying and supplying organizations is increasingly cited as a critical differentiator of high and low performers in global supply chains. While the creation of relational capital within an organization is a relatively well identified concept in organizational research, comparatively little research exists on the inter-organizational socialization processes that create relational value in supply chains. In our research, we extend theoretical models of group social conduits into this context, and develop a model that posits the impact of formal and informal socialization processes on the creation of relational capital between buyers and suppliers. Results from our study of 111 manufacturing organizations in the United Kingdom suggest that informal socialization processes are important in the creation of relational capital, which in turn can lead to improved supplier relationship outcomes. Formal bridging socialization conduits appear to play a lesser role in deriving these benefits.     

Managing security risks for inter-organisational information systems: a multiagent collaborative model

Information sharing across organisations is critical to effectively managing the security risks of inter-organisational information systems. Nevertheless, few previous studies on information systems security have focused on inter-organisational information sharing, and none have studied the sharing of inferred beliefs versus factual observations. In this article, a multiagent collaborative model (MACM) is proposed as a practical solution to assess the risk level of each allied organisation’s information system and support proactive security treatment by sharing beliefs on event probabilities as well as factual observations. In MACM, for each allied organisation’s information system, we design four types of agents: inspection agent, analysis agent, control agent, and communication agent. By sharing soft findings (beliefs) in addition to hard findings (factual observations) among the organisations, each organisation’s analysis agent is capable of dynamically predicting its security risk level using a Bayesian network. A real-world implementation illustrates how our model can be used to manage security risks in distributed information systems and that sharing soft findings leads to lower expected loss from security risks.     

Managing transformational change: the role of human resource professionals

In the past decade human resource management issues featured prominently in debates over the competitiveness and human resource professionals were expected to ascend to positions of greater influence in corporate strategy making and implementation. Despite numerous calls for a paradigm shift towards a more ‘strategic’ focus for human resource management research, developments in both practice and research fell far short of expectations. Thus, the process of transforming human resource policy into a strategic asset for employees, individual firms or the American economy is not yet complete. The paper suggests that the ‘strategic’ human resource management models of the 1980s were too limited and reactive in character because they depended so heavily on the values, strategies and support of top executives and line managers. A model capable of achieving sustained and transformational change needs to incorporate more active roles of other stakeholders in the employment relationship, including government, employes and union representatives as well as line managers and top executives. The paper starts by reviewing the evidence on innovations in human resource management in the past decade and then outlines the implications of the change model for human resource management and industrial relations theory, policy and practice. Special emphasis is given to the role of human resource professionals as potential change agents or facilitators of the transformational process.     

The role of the informal sector in investment in Sub-Saharan Africa

For a long time economic researchers condemned the existence of a huge informal sector in economies, viewing it as a deterrent to investment, growth and development. This view is however being confronted with intense criticism particularly in developing countries where formal unemployment is rapidly growing and poverty widely spreading, which in turn is leading to an expanding informal sector. Thus alternative schools of thought that view the informal sector as a source of livelihood to the unemployed and poor have subsequently been developed. However, not much empirical work has been carried out to validate any of these theoretical claims, particularly in African economies. This paper attempts to fill this gap. The findings of the study indicate that there is a positive relationship between informal sector activities and investment. These results suggest a review of the standard thinking towards the role of the informal sector in development.     

Managing the transfer of capabilities within multinational corporations:: the dual role of the subsidiary

In this article, the relation is explored between the external technical embeddedness of the subsidiary, its assigned role, and capability development in the MNC. It is argued that assigning roles of responsibility or mandates to certain subsidiaries can effect integration of subsidiary-developed knowledge in the MNC. Departing from literature on the market-as-networks perspective and writings from recent years on subsidiary roles, hypotheses are developed and a model outlined. The model describes a significant link between the external technical embeddedness of the subsidiary and its assigned role within the MNC, and a significant relation between the subsidiary's assigned role and its importance for other units’ capability development. The model is tested on a sample of 97 subsidiaries using the LISREL 8.3 statistical method. The final model implies that by assigning specific roles to different subsidiaries, headquarters can exploit the knowledge developed in the external environments of these subsidiaries.     

Linking sourcing and collaborative strategies to financial performance: The role of operational innovation

In this study we investigate the influence of subcontracting-in production related jobs, outsourcing and collaborations with non-supply chain partners on small manufacturing firms' operational innovation. Further, we investigate the mechanism through which these sourcing and collaborative strategies influence small firm performance by focusing on the potential mediating role of operational innovation in the relationships. The structural equation modeling analysis of data collected from 476 small manufacturing firms, suggests that outsourcing, subcontracting-in, and collaborations with non-supply chain partners are positively related to operational innovation. Further, the structural equation modeling results indicate that operational innovation fully mediates the influence that subcontracting-in has on financial performance but partially mediates the influence of outsourcing and collaborations with non-supply chain partners on small firm financial performance. Implications for theory and practice are discussed.     

In search of alliance-level relational capabilities: Balancing innovation value creation and appropriability in R&D alliances

In order to advance our knowledge of alliance-level relational capabilities, this paper investigates how searching across different knowledge domains affects both innovation value creation and appropriability in R&D alliances. Focusing on the alliance level of analysis, we advance that, in R&D strategic alliances, search span has a curvilinear (inverted U-shape) relationship with value creation and a positive relationship with value appropriability. Our analysis on a sample of 1515 interfirm dyadic R&D alliances confirms these hypotheses. We find that, after a threshold level of search span, joint value creation decreases. Conversely, the allied firms’ ability to appropriate the value of their jointly developed inventions grows exponentially as the alliance search span increases. Thus, value creation and appropriability may have conflicting exigencies. We argue that firms involved in R&D strategic alliances should develop the interorganizational relational capability to jointly manage the process of search that occurs at the interorganizational level, and specifically the span of their search, in ways that balance the needs of value creation and appropriability.     

When collaborative HR practices may not work well: the moderating role of social capital in the Chinese life insurance industry

In this study, we examine the main and interaction effects of insurance agent-focused collaborative HR practices and insurance agents' social capital on their sales performance. Data from 984 participants were collected in five subsidiaries of a large Chinese life insurance company. The results show a strong relationship between social capital and objective sales performance. More importantly, we found a negative interaction effect of collaborative HR practices and network size on individual performance and a positive interaction effect of collaborative HR practices and network range on objective sales performance. The study is unique in that it looks at the interaction between HR and social capital, investigates how HR practices affect individual performance and not firm performance as has been more commonly done, and focuses on one industry to be able to capture the unique aspects of HR practices in that industry. Theoretical contributions, managerial implications, and limitations are also discussed.     

Socio-demographics,political attitudes and informal sector employment: A cross-country analysis

In this paper, we empirically investigate the relationship between informal sector employment and micro-level socio-demographic characteristics, political acts and attitudes, and individual norms. Using self-reported individual micro-level data from the World Values Survey for seven developing countries (China, Ecuador, Egypt, Mexico, Peru, South Africa and Yemen), our cross-country regressions and principal component analysis reveal that socio-demographic characteristics of individuals are strong predictors of their informal sector employment. Our estimations further document that individual preferences for an economically strong, interventionist and egalitarian state and confidence in state and political institutions are positively and significantly correlated with informal sector employment, whereas variables associated with confidence in free market institutions and support for competition are negatively and significantly correlated with informal sector employment. We also show that individuals who participate either actively or inactively in peaceful and lawful political processes are significantly less likely to work in the informal sector. Finally, we document that individual norms, such as religiosity and tax morale, are negatively correlated with informal sector employment. Throughout our analysis, instead of having to rely on ad-hoc informality categorizations of third parties, we base our measurement of informal sector employment directly on the self-evaluation of individuals, who have the best information on the degree of their informality.     

Employee Mental Illness: Managing the Hidden Epidemic

While the high prevalence of mental illness in workplaces is more readily documented in the literature than it was ten or so years ago, it continues to remain largely within the medical and health sciences fields. This may account for the lack of information about mental illness in workplaces (Dewa et al. Healthcare Papers 5:12–25, 2004) by operational managers and human resource departments even though such illnesses effect on average 17 % to 20 % of employees in any 12-month period (MHCC 2012; SAMHSA 2010; ABS 2007). As symptoms of mental illness have the capacity to impact negatively on employee work performance and/or attendance, the ramifications on employee performance management systems can be significant, particularly when employees choose to deliberately conceal their illness, such that any work concerns appear to derive from issues other than illness (Dewa et al. Healthcare Papers 5:12–25, 2004; De Lorenzo 2003). When employee non-disclosure of a mental illness impacts negatively in the workplace, it presents a very challenging issue in relation to performance management for both operational managers and human resource staff. Without documented medical evidence to show that impaired work performance and/or attendance is attributable to a mental illness, the issue of performance management arises. Currently, when there is no documented medical illness, performance management policies are often brought into place to improve employee performance and/or attendance by establishing achievable employee targets. Yet, given that in any twelve-month period at least a fifth of the workforce sustains a mental illness (MHCC 2012; SAMHSA 2010; ABS 2007), and that non-disclosure is significant (Barney et al. BMC Public Health 9:1–11, 2009; Munir et al. Social Science & Medicine 60:1397–1407, 2005) such targets may be unachievable for employees with a hidden mental illness. It is for these reasons that this paper reviews the incidence of mental illness in western economies, its costs, and the reasons why it is often concealed and proposes the adoption of what are termed ‘Buffer Stage’ policies as an added tool that organisations may wish to utilise in the management of hidden medical illnesses such as mental illness.     

Formal and informal networks in small businesses in the media industry

This paper examines the formal and informal networks in small businesses in the media industry. Networks are important to small firms and are an integral part of the structure of the media industry. Technological changes and the proliferation of new channels have changed the nature of the television industry and this paper examines the role of networks in meeting these challenges. The research was based on questionnaires followed up with interviews. This study found that the social and cultural factors were important in the establishment and maintenance of both formal and informal networks. Low barriers to entry in terms of investment in fixed assets and powerful customers have meant that formal and informal networks play an important role in the survival and profitability of small firms in the media industry.     

Managing the Managers: Japanese Management Strategies in the USA

One of the greatest difficulties Japanese multinationals have had is managing American managers in their US subsidiaries. The reason for this is fundamental and profound: Americans and Japanese conceive of management very differently and have strikingly different conceptions of themselves as managers and of correct management practice.
We do two things in this paper. First, borrowing from social psychology, we explore the idea of the 'management self'. Second, we report our research on management self-conception and style in Japanese-owned factories or 'transplants' in the USA.
The research reports the results of 34 interviews conducted with 19 US and Japanese managers in three electronics transplants. Each factory had adopted different combinations or 'hybridizations' of the management styles of the two countries. The three factories had very different characters. One was dominated by Japanese management practice, another by American practice, and the third was a hybrid of the two styles. We found four factors critical determinants of management style: the nationality of the general manager, a stated preference (or lack thereof) for bicultural management, control over the budget-setting process, and the strength of the Japanese assignees     

Random walk or chaos: A formal test on the Lyapunov exponent

A formal test on the Lyapunov exponent is developed to distinguish a random walk model from a chaotic system, which is based on the Nadaraya–Watson kernel estimator of the Lyapunov exponent. The asymptotic null distribution of our test statistic is free of nuisance parameter, and simply given by the range of standard Brownian motion on the unit interval. The test is consistent against the chaotic alternatives. A simulation study shows that the test performs reasonably well in finite samples. We apply our test to some of the standard macro and financial time series, finding no significant empirical evidence of chaos.     

Understanding the effects of political influence behaviors on informal performances

The purpose of this study is to analyze the effects of supervisors’ political influence behaviors on subordinates’ organizational citizenship behavior (OCB). As a subgoal of the study the effects of those political behaviors on organizational identification (OID) and affective commitment (AC) of subordinates have also been evaluated. Thereby OID and AC are also supposed to be the mediators in the relation between superiors’ political behaviors and subordinate’s OCB. Through convenience sampling method, 265 employees, who are all medical representatives, from 10 companies operating in Turkish pharmaceutical industry have been subjected to survey for this research. The reason of conducting the survey in one sector is to minimize the effects of internal and external environmental factors of different sectors. Data acquired through the questionnaires were analyzed using SPSS 18.0 program. Through this program, hierarchical regression analyses have been implemented to reveal the independent variables’ effects on the dependent variable through the mediator variables. The main hypothesis of the study indicating the effects of the managers’ political behaviors on the employees’ OCB has been accepted. The sub-hypotheses which predicted the mediator effects of OID and AC in the model are also accepted.