中国．Inc：2008全球最大“IPO”

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谁来给首都机场“消肿”?

2007年1月，张志忠被派往首都机场集团任总经理，当时的董事长是李培英。调动之前，只有民航局核心层知道，李培英正在被调查中。直到去年，李培英卷入上海社保案，6月，被双规。     

Accounting in Turkey

Turkey is a developing country in the Middle East, and is attracting an increasing number of foreign investments and joint ventures. However, the Turkish accounting system is not one of the topics that is studied in detail, the language barrier perhaps being the main reason. As the amount of foreign investment and the number of joint ventures increase and the Turkish stock market develops, a new responsibility will fall on accountants to disclose and discuss the current accounting system in Turkey. This paper attempts to fill this gap by describing the current accounting system and state of the profession in Turkey.     

Introduction

Leadership is under review and open for criticism in ways not seen for some time. Where is leadership when we need it, we ask? Where are the leaders who can solve our problems? Moreover, change is the new constant, and we need leaders who are prepared to embrace change and ambiguity and help followers deal with change. Sometimes it feels like we are in permanent whitewater. Where are the leaders who can deal with the ever‐changing landscape and help us move to a positive future? Many of them are among us. They are the up‐and‐coming emerging leaders of Generations X and Y. This symposium focuses on these leaders of the future—the emerging leaders among us. What challenges do they face? What kind of leaders do they want to be? How do we best prepare them? The five articles that follow present a variety of views for our consideration, and the authors hope to start a boarder conversation about the next generation of leaders and their leadership challenges. Mhatre and Conger stress that authentic leadership principles are needed in workplaces now and in the future. They remind us that organizations are often composed of individuals born during different times, circumstances,and situations, thereby creating challenges for leaders in those organizations. Current research related to Gens X and Y, cited by the authors, highlights some of the generational differences and preferences. The authors see that the differences could create a “fertile ground for intraorganizational conflict, especially differences in how to manage and work within changing organizational climates.” One potential solution, according to Mhatre and Conger, can be found in the four components of authentic leadership principles: self‐awareness, internalized moral perspective, balanced processing, and relational transparency. If authentic leadership is in place, Gens X and Y can lead authentically, thereby facilitating sustainable and positive work environments. The authors predict positive results for organizations when authentic leadership is in place. Carucci and Epperson also focus on cross‐generational relationships and voice their concern with the negative consequences of labeling various age groups as Millennials, Boomers, Xers, Yers—labels that emphasize the divide. What we need, they argue, is less polarization and more connections. The article explores what it means for leaders of multigenerations to thrive together in partnership. They discuss the “elusive contest between the legacy of incumbent leaders and the potential of emerging leaders and ask us to consider mutual vulnerability as common ground.” They also summarize research on mentoring that looks at the gap between the numbers of emerging leaders who are mentored compared with the large numbers who desire mentors and ongoing relationships. The research follows up on earlier work on this topic explored in their books Leadership Divided and Bridging the Leadership Divide. Their article provides a personal case study demonstrating how generations can come together in partnership, thereby strengthening their organizations as well as the individuals involved. Perucci follows up on some of the themes highlighted by Carucci and Epperson as well as Mhatre and Conger and focuses on the way Millennials (Gen Y) are shaping organizations in the 21st century. Perucci reminds us that as we consider the implications of multiple generations working within the same organization, we must emphasize the crosscultural dimensions of intragenerational leadership. Globalization is reshaping leadership not only at the vertical level (multiple generations working side by side), but also horizontally (communication and technology reshaping the way Millennials interact across national boundaries). He suggests that just as leadership involves leaders, followers, and shared goals, successful leadership also requires an awareness of leading across cultures. He argues that effective leaders will be those who learn to work together “across boundaries in order to solve complex global problems.” Penney's article, “Voices of the Future: Leadership for the 21st Century,” focuses on both Generations X and Y (primarily X) and explores how those emerging leaders see leadership in the future and what kind of leaders they want to be. What leadership qualities/behaviors do they see as important? Themes of collaboration and inclusiveness are important to these emerging leaders, and they place high values on trust and integrity. Because they value inclusiveness, they work more easily across racial, ethnic, and gender differences and lines than did previous generations. The article also discusses what organizations need to do to attract and retain Generations X and Y. More flexible work arrangements are important as is having business organizations committed to corporate social responsibility and green initiatives. The findings come from the recent book Next Generation Leadership: Insights from Emerging Leaders (Penney & Neilson 2010). Tulgan and his colleagues at RainmakerThinking, Inc., have been conducting interviews with young people in the workplace for two decades. His article has a theme similar to Penney's in that he discusses ways to develop new leaders, primarily Generation Y. He addresses issues such as, how do we help them step into leadership roles successfully? He also addresses the question of why some of them are reluctant to take on supervisory roles. The article offers specific suggestions about ways to guide young professionals to prepare them for assuming leadership roles. He suggests that senior leaders should give frequent feedback to the top performers in Gen Y rather than leaving them on their own. He argues that too often we ignore high performers as we focus time and effort on the not‐so‐successful ones. According to Tulgan, more generous reward systems and hospitable work conditions are needed to retain high performers. In addition, he wants senior leaders to do more to help Gen Yers establish their credibility when they are given roles of increased responsibility. Conclusions There is a sense of optimism in play as you read these articles. Although there are differences found between Generations X and Y, overall the next generation of leaders also share some commonalities. They are more collaborative and inclusive than previous generations. And these emerging leaders are bringing a fresh approach to leadership and moving us away from the leader as “hero” or all‐knowing source of power and influence. Their desire for collaboration can help bridge the generation gap between Boomers and young professionals. Each brings particular strengths to their organizations, so as they work together, stronger institutions can be the result. Integrity is also important to emerging leaders, and authentic leadership behaviors hold much promise for strengthening our organizations. These emerging leaders can work well across cultures and are more comfortable with inclusion and diversity than those of previous generations. The authors provide several suggestions for working with and retaining young professionals so that their leadership skills are strengthened. Emerging leaders need support and honest feedback; they want reward systems that differentiate; they request flexible work arrangements. They also want to see corporate social responsibility in place in the business world. Emerging leaders of Generations X and Y are ready to assume leadership roles, but many do not want to lead as they have been led. We must do all we can as senior leaders, as academics, and as colleagues to prepare them for these responsibilities. As we pass the torch to a new generation of leaders, let's be certain they are well equipped for the task and ready to lead.     

双雄早衰

什么力量,让新能源变老？两家迅猛崛起的明星公司,缘何以同样的速度坠入深渊？政府主导式的创新,能从这场代价昂贵的游戏中学到什么？     

Corruption and the ownership composition of the multinational firm at the time of entry: Evidence from Turkey

This paper presents an empirical assessment of the relationship between corruption and the ownership structure of foreign direct investment receipts by Turkey. Two forms of ownership structures are considered: joint venture and wholly owned subsidiary. The results indicate a strong negative impact of corruption on joint ventures, particularly for the ones originating from developed countries. As the degree of dissimilarity between corruption levels in the source country and Turkey diverges, the share of foreign ownership declines. This lends support to the transaction cost approach which emphasizes the expected increase in costs of sharing ownership in corrupt environments.     

Consequences of extended work hours: A comparison of moonlighters,overtimers, and modal employees

Stringent corporate controls on employee moonlighting and/or overtime are not uncommon. But are they necessary? Even the concept of overtime may need to be rethought—what about the “normal working hours” of managers and professionals who work hours at home or on the road—hours typically uncompensated?     

Japanese women in management: Where are they?

The two economic superpowers, Japan and the United States, have different patterns of contribution by their female populations. The authors travelled to Japan to research and observe firsthand the contributions made and the roles filled by the Japanese female. A comparison of costs and benefits to each country created by the different roles of females is discussed. Questions such as the following are explored:

• Does the Japanese female contribution to child-rearing and nurturing of new coporate members outweigh her lost contribution to the workplace?
• Has the United States gained or lost ground economically due to women integrating the American workplace?
• Will Japanese women be content to be on the fringes of the economic system for another generation?
• What is the likely future scenario for the workplace for both economic superpowers?

     

Taking stock of expatriates’ career success after international assignments: A review and future research agenda

This systematic literature review explores studies addressing the objective career success and subjective career success of company-assigned and self-initiated expatriates after their long-term international assignments. Expatriate work is defined as high-density work that affects employee learning and career trajectories. We develop a holistic expatriate career success framework exploring the following questions: 1) What individual career impact results from international assignments? 2) What are the antecedents of such career success? and 3) What are the outcomes of assignees’ career success? A previously neglected range of theoretical perspectives, antecedents, and outcomes of expatriate career success is identified. Subsequently, a threefold contribution is made. First, we extend the conceptualization of international work density to unveil the differences between general and global career concepts. Second, we identify promising theories that have not been utilized in expatriation research, emphasizing context-related and learning theories that chime with the specific nature of global careers. Lastly, we suggest an extensive future research agenda.     

等待中国的德鲁克

我猜想——也纯粹只是一个猜测，中国确实已经在管理方面为世界做出了贡献，而这就是有关如何组织与引领“更快节奏的运营”     

The impact of foreign trade issues on economic growth in some developing countries including Iran and Turkey

The issue of foreign trade and economic growth have been on the economic agenda for centuries. Foreign trade is a facilitator of goods and services exchange in the global marketplace and is an engine of economic growth in a country. Moreover, economic growth is a means to improve the output, employment opportunities, and welfare, which in turn could make a favorable impact on the positive foreign trade balance. Economic growth is also an essential component of country competitiveness in international markets. Yet, the objective of this study is to analyze the correlation between foreign trade and economic growth in some developing countries, including Iran and Turkey, by using econometrics applications (panel co-integration method and E-views software), also resting on credible national and international publications. Thus, it is estimated in the study that foreign trade has a positive impact on economic growth, resource allocation, energy and green energy consumption, human capital development, and physical capital consumption.     

Experiences of women professionals abroad: comparisons across Japan,China and Turkey

The article reports on a series of studies that examined women professionals' experiences working outside their home countries, specifically Japan, China and Turkey. The studies investigated several dimensions: (1) areas where, regardless of setting, women reported similar experiences, (2) areas where their experiences seemed to differ, in part because of setting, and (3) areas in which the women disagreed on their experiences or insights, regardless of setting. Examples of findings were that, regardless of setting, women faced challenges of gaining credibility, faced high visibility and responsibility, needed keen interpersonal skills, were frustrated with social life outside of the workplace, and used networks extensively. The womens' experiences and perceptions differed most for their reasons for working abroad, their views on performance, and their experiences with sexual harassment. The article closes with ideas for future research.     

外汇储备成本分析及管理对策

近几年我国外汇储备大幅度增长,目前已经冲破6000亿大关,巨额储备背后的成本到底会有多大?中国又该怎样避免大的损失?文章通过对外汇储备成本的分析,提出科学管理我国外汇储备的方法。     

浅议中小企业如何有效运用平衡计分卡

平衡记分卡是上世纪90年代以来在世界各国企业普遍应用的一种新型战略管理工具,其对企业面向未来根据竞争环境来制定和实施战略起到了重要的作用。很多大企业利用基于平衡记分卡所建立起来的绩效管理系统来进行战略、绩效管理,并取得了显著成效;但是对于相当多的中小企业而言,他们实施平衡记分卡的效果不显著,甚至是失败了。那么,中小企业是否可以引入平衡记分卡这样先进的管理手段呢?在实施中有什么问题?如何解决呢?根据中小企业的特征,对平衡记分卡的设计、实施等环节进行必要的简化,以达到中小企业也能较好运用平衡记分卡的目的。     

Towards Ending the Silence: Working Women Caring for Children with Chronic Illness

This paper presents stories from women who work and care for a child with a significant chronic illness or disability. The purpose of this paper is to move towards ending the silence on their lives. A three-phase emergent research design responds to the question: What is life like for a full-time worker who is concurrently the primary carer of a chronically ill child? This paper considers the theory of Silencing the Self (Jack, 1991) in relation to the emergent themes of “Otherness” and “Doing it All.” As in Jack’s study, these women also engaged in silencing of the self. However, unlike the respondents in Jack’s study, these women did not demonstrate feelings of worthlessness and hopelessness for the future, nor were they alone in contributing to their silence. Indeed, many experienced silencing behaviors from others around them, and many rallied against the silence, not accepting that their burden should continue. Consideration of Jack’s theory is made to point out the distinctions between the women in this study and Jack’s study, and analytical commentary is provided to demonstrate the relevance of this analysis in light of the current debates surrounding the Work–Home Conflict and the rising levels of informal care provided by women in our communities.     

Customer service skills for survival

As APICS practitioners, we all must share a common goal. How can we contribute to our company's success? Success can be measured in positive terms of market share, growth, profitability, return on investment, or some combination thereof. Each company must establish its own definition of success. For the purposes of this article, success will be equated to one word that we can all readily identify with: survival. What skills do we need to survive in the marketplace of the next millennium?     

Contextual factors in the success of reduced‐load work arrangements among managers and professionals

The purpose of this study was to consider the role of contextual factors, particularly those related to HR policies and practices, in the success of eighty‐two professionals and managers working on a reduced‐load basis. Results revealed agreement among senior managers, coworkers, direct reports, and reduced‐load managers and professionals themselves that the alternative work arrangements were successful. The key factors seen as facilitating success included individual characteristics and behaviors as well as contextual factors related to job content, work group, organizational culture, and human‐resource policies and practices. © 2002 Wiley Periodicals, Inc.     

Protecting Family and Race

A bstract    American economics came of age during the Progressive Era, a time when biological approaches to economic reform were at their high-water mark. Reform-minded economists argued that the labor force should be rid of unfit workers—whom they labeled "unemployables,""parasites," and the "industrial residuum"—so as to uplift superior, deserving workers. Women were also frequently classified as unemployable. Leading progressives, including women at the forefront of labor reform, justified exclusionary labor legislation for women on grounds that it would (1) protect the biologically weaker sex from the hazards of market work; (2) protect working women from the temptation of prostitution; (3) protect male heads of household from the economic competition of women; and (4) ensure that women could better carry out their eugenic duties as "mothers of the race." What united these heterogeneous rationales was the reformers' aim of discouraging women's labor-force participation.     

Dual careers,time‐use and satisfaction levels: evidence from the British Household Panel Survey

This article empirically examines time‐use and its impact on satisfaction levels among dual career households in a post‐industrial economy, the UK. Analysis explores the 1993–2009 British Household Panel Survey using panel probit regression. The evidence reveals distinctions in time‐use relative to gender, occupations and employment sector. Long hours persist among managers and professionals. The uneven division of household labour, further, continues to burden women with extensive amounts of housework and care. Satisfaction with working hours and amount/use of leisure time are lower among women, especially the public sector professionals. Provision of care, occupation and partner employment characteristics represent important satisfaction determinants present among women, while income (including partner's income) only has relevance among men. Housework does not itself generate dissatisfaction. It is the overload of household tasks, due to inequality in the household division of labour, which constrains many highly skilled working women reducing satisfaction with time‐use and life overall.     

The impact of political risk on FDI exit decisions

Do political risks drive exit decisions by multinational companies (MNC)? What mechanisms can protect a multinational subsidiary in a host country that is characterized by weak institutions and high political risks? Using multinational plant-level data for Russia in the period 2000-2016 and applying the Cox proportional hazard model, we find significant effects from elevated host-country political risk when we compare the year of entry to the year of exit. MNCs are particularly sensitive to problems associated with law, order, and social conditions in Russia and the presence of the military in politics in the home country. Institutional similarity does not reduce the hazard of exits, and MNCs from high-risk countries exit less when home-country risk increases. Subsidiaries from countries that have imposed sanctions on Russia are less likely to exit, though sanctions interact with host-country risks, making them more severe. Being large and being part of a greenfield project help subsidiaries to build resistance against host-country political risks. These findings provide empirical evidence that support our conclusions regarding foreign direct investment volatility in countries with high risk.