The Developing Role of Unions in China's Foreign‐Invested Enterprises

This article evaluates the development of Chinese enterprise unions, drawing on case‐study evidence from foreign‐invested enterprises in the Pearl River Delta. Findings suggest that it was difficult for such employers to resist the establishment of an enterprise union. However, they generally sought to co‐opt the union to meet organizational needs. Management strategy was critical in shaping the union's role, and our evidence suggests that this was influenced by factors such as home‐country policies, the expectations of overseas customers, management ideology and pressures from the ACFTU and the Party‐State to comply with the requirement for a union. The implications for the role of unions are evaluated.     

Implications of internal organization structure for firm boundaries

Knowledge issues are central to governance choice. Organization structure influences knowledge flows and costs of knowledge creation and exchange inside the firm. Yet the question of how a firm's internal structure affects its governance choice for new activities has received scant empirical attention. We examine the role of internal structure, specifically unit autonomy and lateral coordination, in a firm's governance decision for new, knowledge‐intensive activities. The findings show that internal structure is a ‘shift parameter’ that affects governance choice by moderating the relationship between task complexity and degree of integration. The empirical setting is the U.S. banking industry and its adoption of Internet banking. Copyright © 2013 John Wiley & Sons, Ltd.     

Market orientation and performance

This response is prompted by Hult, Ketchen and Slater's (2005) article entitled ‘Market orientation and performance: an integration of disparate approaches.’ As a contributor to the foregoing debate in the pages of this journal to which they refer I am writing to offer some observations on the nature and implications of the research reported in their paper and to clarify my essential difficulty as a strategist with the ‘market‐oriented: customer‐led’ construct. Copyright © 2007 John Wiley & Sons, Ltd.     

An operationalization of Stevenson's conceptualization of entrepreneurship as opportunity‐based firm behavior

Stevenson (1983) holds that entrepreneurial management, defined as a set of opportunity‐based management practices, can help firms remain vital and contribute to firm and societal level value creation. While his conceptualization has received much attention, little progress has been made because of a lack of empirical tools to examine his propositions. This article seeks to resolve this by describing a new instrument that was developed specifically for operationalizing Stevenson's conceptualization. After two pre‐tests, the instrument was tested full scale on a very large (1200+ cases) stratified random sample of firms with different size, governance structure, and industry affiliation. The results show that both in the full sample and in various sub‐samples it was possible to identify six sub‐dimensions with high discriminant validity and moderate to high reliability, which represent dimensions of Stevenson's theoretical reasoning. We label these Strategic Orientation, Resource Orientation, Management Structure, Reward Philosophy, Growth Orientation and Entrepreneurial Culture. We were further able to show that these dimensions only partly overlap with ‘Entrepreneurial Orientation’, the hitherto best established empirical instrument for assessing a firm's degree of entrepreneurship. Our instrument should open up opportunities for researchers to further evaluate entrepreneurship in existing firms. Copyright © 2001 John Wiley & Sons, Ltd.     

The philosophy of strategy

The recent increase in philosophy of science articles in strategic management reflects researchers' rising concerns with understanding and securing the field's intellectual foundations. This article argues for a proactive approach to the philosophy of strategy, and for the rejection of conventional, ‘off‐the‐shelf’ philosophies that neither contemplated, nor can assimilate, the epistemological messiness and action‐connectedness of strategic management. The article responds to Rodolphe Durand's critique, revisits the logic of competitive advantage, and makes the case for a pragmatist philosophy of strategy. Copyright © 2002 John Wiley & Sons, Ltd.     

Women's Participation in a Radical Trade Union Movement That Claims to be Feminist

This article investigates the under‐researched topic of women's representation in radical unions, drawing on an in‐depth case study of the French Solidaires, Unitaires et Démocratiques (SUD) movement. In addition to an overview of the institutional and organizational dynamics of unions’ ‘inequality regimes’, it offers a contextually grounded analysis of the barriers and enablers of women's participation in SUD unions. More specifically, this research reflects on the complex interrelationships between class and gender in class‐based militant trade unions that claim to be feminist but fail to support working‐class female workers’ participation.     

Practical framework for strategic alliance in Pearl River Delta manufacturing supply chain: A total quality approach

Supply chain management becomes one of the most powerful business concepts for organizations to gain a competitive advantage in the global market. Strategic alliance could enhance the performance of a global supply chain. This paper identifies three phases for strategic alliance, and proposes a practical framework for Pearl River Delta (PRD) manufacturing companies to develop a strategic partnership with their critical suppliers, by adopting total quality philosophies approach. Finally, this paper provides some critical factors for PRD manufacturing companies forming a supply network within PRD region through establishing strategic alliance.     

The Layering of Meso‐Level Institutional Effects on Employment Systems in Japan

Japan's corporate governance and employment relations systems have been under considerable pressures to reform towards a more Anglo‐American model, against a back‐drop of intensified global competition and slow economic growth over two ‘lost’ decades. But what is the relationship between these systems, and specifically, how does corporate governance structure condition employment relations practice? This paper adopts the ‘Systems, Society, Dominance and Corporate (SSDC) effects’ framework in order to contextualize and evaluate the outcomes of these pressures, particularly in the period following the 2007–2008 global financial crisis. It reports case study data from various parts of the Japanese economy drawn from a series of firm‐based interviews and a variety of secondary sources. It is argued that there has been a strong degree of continuity in certain employment practices, such as lifetime employment, even in relatively new high technology firms, but that the pattern for other practices, such as seniority‐based pay, is more mixed with increasing differentiation between industries and individual organizations. We articulate a layered assessment of the varying SSDC effects at play in corporate Japan. This differentiation across industries and organizations is a function both of strategic choice (corporate effects) and also the increasing variation in the meso‐level institutional pressures that are experienced at organizational level; that is, the differentiation in the sources and nature of dominance effects that are relevant.     

The Changing Systems of British Industrial Relations, 1954–1979: Hugh Clegg and the Warwick Sociological Turn

With hindsight, the appointment of Richard Hyman to the Warwick Industrial Relations (IR) group marked a new direction for the academic field. The 1960s Oxford IR group had already begun to borrow from sociological research to better understand and reform the workplace. Alan Fox was emerging as a sociologist. However, it was only after Hugh Clegg had established the Warwick Industrial Relations Research Unit (IRRU) that workplace sociology became a fully indigenous part of British IR, illustrated by both Hyman's Marxist analysis and Eric Batstone's qualitative factory studies. This article charts the development of Oxford/Warwick social science through the shifting content of the three ‘System’ texts. IR pluralism proved unsuccessful as public policy reform, but Clegg's Warwick research programme fostered a theoretical and empirical engagement between pluralism and radical sociology that revitalized the field. Alongside Clegg's post‐Donovan determination to study management, this new intellectual dynamic facilitated the 1980s emergence of a sceptical and empirical tradition of IR‐shaped HRM in British business schools.     

Conceptualizing Work,Family and Community: A Socio‐Ecological Systems Model,Taking Account of Power,Time, Space and Life Stage

A large body of empirical research now exists about ‘work and family’, much of it in agreement on critical issues. However, it is under‐conceptualized, it over‐researches professional and managerial workers and it under‐attends the larger terrain of work, family and community. This contribution argues the case for a stronger analytical framework around work, family and community and the ways in which they intersect, drawing on concepts commonly used in the field of employment relations. The article utilizes a body of empirical research about work, family and community in Australia to develop Voydanoff's ecological systems model of work, home and community, arguing that it is vital to unpack the ‘black box’ of ‘work’ in a multi‐layered way, to give appropriate weight to various sources of power, and to avoid an individualistic approach to the reconciliation of work, home and community life by locating analysis in a larger social and political context. The contribution proposes a ‘socio‐ecological systems’ model of work, home and community that delineates the four issues of power, time, space and life stage.     

Transnational Organizing: A Case Study of Contract Workers in the Colombian Mining Industry

This article examines recent organizing successes in the Carbones del Cerrejón coal mine, reversing the organizational crisis of the Colombian mining union, Sintracarbon. Using Wever's concept of ‘field‐enlarging strategies’, we argue that these events were facilitated by the dissemination of organizing experiences between affiliates of a Global Union Federation, International Federation of Chemical, Energy, Mine and General Workers' Unions (ICEM), which recently merged to form IndustriALL. Additionally, we argue that this articulation between international and national unions, based on the principle of subsidiarity, was facilitated through sustained ICEM educational project activity, providing multiple entry points for Sintracarbon to operationalize its strategy and re‐establish bargaining with multinational employers.     

Shareholders of the World United? Organized Labour's Preferences on Corporate Governance under Pension Fund Capitalism in the United States,United Kingdom and France

This article considers whether organized labour's engagement with shareholder activism represents a shift in unions’ traditional stakeholder preferences on corporate governance under pension fund capitalism. It does so in light of recent critiques of the class power thesis of corporate governance which suggest greater fluidity and fragmentation in labour's approach. Adopting a diverse case study strategy to compare organized labour's actions in the United States, United Kingdom and France, the article explains these activities as innovative strategies, similar to other revitalization initiatives, designed to advance traditional agendas by alternative means. The article thus concludes that, while organized labour's shareholder activism is unexpected under the class power thesis, its core preferences remain largely unchanged.     

Taking worker productivity to a new level? Electronic Monitoring in homecare—the (re)production of unpaid labour

This article explores the use of Electronic Monitoring (EM) in homecare and its impact on the ratio of paid to unpaid working time. It argues that whilst Zero Hours Contracts (ZHCs) blur the distinction between paid and unpaid labour, the introduction of EM can formalise and regulate the demarcation between the two. In the context of local authority commissioning and constrained budgets, the combination of EM and ZHC's may excise so‐called ‘unproductive’ but available labour from homecare. In particular, the minute‐by‐minute commissioning of care that EM facilitates means the cost of homecare is anchored in the time that worker's spend in client's houses, squeezing out paid travel, time between visits, training and supervision. Paid working time is minimised whilst maximising the use of unpaid time with resulting intensification of care labour.     

Testing a model of reasoned risk‐taking: governance,the experience of principals and agents,and global strategy in high‐technology IPO firms

Research on the governance of risky ventures, like the initial public offerings (IPOs) of high‐technology firms, has focused primarily on the relationship between governance mechanisms and firm performance. While such an emphasis is clearly important, it does little to shed light on potential relationships between governance and the strategies pursued by risky firms, nor does it take into account the complementary role of key stakeholders in affecting those strategies. To partially remedy this deficit we integrate agency and behavioral perspectives to develop a theory of ‘reasoned risk‐taking,’ whereby the nature of risks undertaken is a consequence of the interaction of governance mechanisms and stakeholder characteristics. We demonstrate our theory by predicting when corporate governance should be associated with strategic risk‐seeking beyond a firm's technical core—as seen in the degree to which it has expanded internationally. Surprisingly, even though venture capitalists (VC) are risk specialists, we find that technology‐based IPO firms are less likely (i.e., a negative relationship) to have extensive global sales when they are backed by a VC. In support of our reasoned risk‐taking theoretical framework, we find that VCs are indeed risk‐seeking when VC backing is complemented by the international experience of their board appointees, top management team (TMT) members, or both. IPO firms with significant insider ownership are similarly global risk‐seekers, and those effects are strongest with an internationally seasoned board and TMT at the helm. Copyright © 2003 John Wiley & Sons, Ltd.     

Settling up in CEO compensation: The impact of divestiture intensity and contextual factors in refocusing firms

We examine the relationship between strategic change and CEO compensation by studying how a firm's refocusing program influences CEO compensation after completing the change. We contribute to the ‘settling up’ literature by arguing that strategic change is often uncertain for both the CEO and the board of directors responsible for executive compensation. As such the firm is likely to settle up with the CEO by paying for compensation risk and effort undertaken during refocusing after the extent and impact of strategic change are better known. We find that refocusing intensity is positively related to post‐refocusing CEO total compensation, suggesting that ‘settling up’ through post hoc compensation is an important factor in strategic change. We also find that prior firm performance, governance structure and industry dynamism are important moderators of this relationship. © 2013 John Wiley & Sons, Ltd.     

Antecedents and consequences of corporate governance reform: the case of Germany

The paper examines the antecedents and consequences of the voluntary adoption of corporate governance reform in firms embedded in a relationship‐based governance system with less protection of minority shareholders. In such locations, ownership structure should be a key determinant of governance reform. Firms with dispersed ownership are likely to face agency problems but may lack sufficient ownership power in the hand of external owners for adoption to occur. Extensive ownership by external parties facilitates adoption but decreases the need and motivation to adopt governance reform. We examined the adoption of stock‐based incentive plans and transparent accounting regulations (e.g., greater disclosure to shareholders) among large German firms (DAX 100) during the late 1990s. We found an inverse ‘U’‐shaped relationship between ownership concentration and governance reform. In addition, we found that firms adopting governance reform were more likely to engage in corporate divestitures and achieve higher levels of market performance than firms not adopting governance reform. Copyright © 2003 John Wiley & Sons, Ltd.     

The ‘China’ question in mobile Internet standard-making: Insights from expert interviews

This article explores the actions of Chinese stakeholders as norm entrepreneurs in mobile Internet standard-making within the 3rd Generation Partnership Project (3GPP). Through semi-structured interviews with key experts from the Internet stakeholder communities, this article contextualises a rapidly transforming and increasingly politicised issue in the broader context of China's engagement with the global multistakeholder Internet governance architecture, as well as the debate on China's rise in the Liberal International Order. Furthermore, it incorporates the views and experiences of technologists working first-hand in standard-making, as they are often disregarded in political-scientific literature. Through the analytical lens of cognitivist regime theory, this article argues that the stronger China and Chinese stakeholders grow economically and politically, the more they become involved in the existing Internet governance regime complex, increasing their influence in the existing institutional arrangements without necessarily acting for changing their norms, rules, and principles. Through these theoretical and methodological approaches, new light is shed on the role of private and public Chinese stakeholders and on the relation between them.     

Losing sight of the forest for the trees? Productive capabilities and gains from trade as drivers of vertical scope

Focusing on proving or disproving transaction cost economics has led to a relative neglect of some key drivers of vertical scope, such as differences in productive capabilities (as opposed to capabilities of governance). We consider how productive capability differences can shape vertical scope through gains from trade. Using highly detailed data from the mortgage banking industry, we find productive capabilities to be a key determinant of the make‐vs.‐buy decision. Our analysis also suggests firms' attempts to leverage a comparative advantage can also lead to the use of mixed governance modes (both ‘make’ and ‘buy’ in a particular part of the value chain). We conclude that the distribution of productive capabilities along the value chain, catalyzed by transaction costs, ultimately drives vertical scope. Copyright © 2005 John Wiley & Sons, Ltd.     

South Korea's Automotive Labour Regime,Hyundai Motors’ Global Production Network and Trade‐Based Integration with the European Union

This article explores the interrelationship between global production networks (GPNs) and free trade agreements (FTAs) in the South Korean auto industry and its employment relations. It focuses on the production network of the Hyundai Motor Group (HMG) — the third biggest automobile manufacturer in the world — and the FTA between the EU and South Korea. This was the first of the EU's ‘new generation’ FTAs, which among other things contained provisions designed to protect and promote labour standards. The article's argument is twofold. First, that HMG's production network and Korea's political economy (of which HMG is a crucial part) limited the possibilities for the FTA's labour provisions to take effect. Second, that the commercial provisions in this same FTA simultaneously eroded HMG's domestic market and corporate profitability, leading to adverse consequences for auto workers in the more insecure and low‐paid jobs. In making this argument, the article advances a multi‐scalar conceptualization of the labour regime as an analytical intermediary between GPNs and FTAs. It also provides one of the first empirical studies of the EU–South Korea FTA in terms of employment relations, drawing on 105 interviews with trade unions, employer associations, automobile companies and state officials across both parties.     

Customer‐led and market‐oriented: a matter of balance

This article is prompted by Slater and Narver’s (1998) SMJ article entitled ‘Customer‐led and market‐oriented: Let’s not confuse the two’. It is suggested here that Slater and Narver’s contention that strategic success is a function of market‐led orientation rather than customer‐led orientation is too reductionist a proposition which gives inadequate weight to the resource endowment and scale differences between companies. The argument is offered that success through time for the bulk of businesses will be directly related to close relationships with existing customers, particularly for smaller companies, which are the vast majority. Copyright © 1999 John Wiley & Sons, Ltd.