Catching up on competitors: how organizations can motivate employees to work harder

The paper is an attempt to explain why some organizations are more competitive than others in terms of their human resources. It establishes under what circumstances some employees exert extra effort beyond the level required to keep their job and to get promotion by exploring the role of motivational forces that may complement the calculative considerations as suggested by expectancy theory. In a multivariate analysis proxies for five motivational mechanisms were tested, based on need theory, positive work disposition, intrinsic motivation, behavioural commitment as implied by organizational roles and social exchange theory. It emerged that all of them make their own contribution to the explanation of extra work effort.     

Pilgrims to the Eurozone: How far,how fast?

In our analysis, we re-examine the nominal and real convergence of all recent 10 European Union (EU) members to EU standards. Testing for monetary convergence has significant implications for interim optimal exchange rate and monetary policies before a formal and permanent link to the euro, while real convergence is the ultimate objective of economic integration. Novel features of the paper include broader measures of real convergence in both euro as well as local currencies, an examination of inflation and interest rate convergence with respect to the Maastricht benchmarks, and employment of more appropriate tests of convergence allowing for structural breaks. The results indicate slow but steady per-capita real income convergence towards EU standards. On the other hand, evidence indicates significant strong inflation and interest rate convergence. Policy implications of the paper are also discussed.     

Welcome to the bright side: Why,how, and when overqualification enhances performance

We nuance the overtly negative image of overqualified employees by illuminating the brighter side of overqualification. In this extension of current thinking on overqualification, we argue that there are four ways in which overqualification can positively shape the performance of overqualified employees and their fellow group members. Following their theoretical basis, we refer to these as the (1) human capital, (2) status, (3) social learning, and (4) identification advantages. For each advantage we explain the conditions under which they are likely to materialize. We also theoretically explore how the advantages relate to each other as well as to the theories outlining the potential negative consequences of overqualification, and provide an according integrative model on the Relational Effects of Overqualification on Performance (REOP). After discussing the theoretical implications and providing an agenda for future research, we close with a discussion of the managerial implications of leveraging the bright side while acknowledging the dark side of overqualification.     

investment, not 'aid', is the key to development

How can poor countries get rich? David Osterfeld, of the Heritage Foundation Washington DC, argues that multi-national companies and foreign investment hold the key to economic development and escape from poverty.     

Strategy: the key to financial payback from reengineering

This article will present the differences between restructuring, reengineering, and reinventing. It will identify a process for developing a leadership position that is difficult or impossible to duplicate and show how to develop a business strategy that leads to correctly identifying the core value-added processes of your business--the right ones to reengineer.     

Inpatriate managers: how to increase the probability of success

Developing multicultural management teams has gained increasing importance in many global organizations. One global staffing option — inpatriate managers — has the potential to provide a more multicultural management frame-of-reference when developing global strategies. Inpatriates have social knowledge of global operations and countries facilitating the modification of organizational strategies to local competitive/market conditions while ensuring their consistency and coordination with the existing global strategic thrust. This paper addresses the need to provide an effective mechanism for increasing the success rate of inpatriate managers thus improving the global performance of the organization. To achieve enhanced organizational performance the need for a proactive inpatriate program is critical to engender long-term commitment and loyalty of inpatriate managers.     

Qualitative and quantitative research in the humanities and social sciences: how natural language processing (NLP) can help

Quality & Quantity - The paper describes computational tools that can be of great help to both qualitative and quantitative scholars in the humanities and social sciences who deal with words as...     

产权制度--影响家族式民营企业发展的关键所在

1992年,民营企业的发展达到了空前的高速发展时期,此时期以北京四通集团和温州企业为代表提出了二次创业的概念,并在全国民营企业界迅速得到响应。后经过亚洲金融危机和加入WTO,业界又提出了第三次创业的概念,即完成产权变革,实行公司治理的规范和完善,以     

体制创新:推进西部开发的关键

随着国际、国内形势的变化和全国各地改革的深入,西部地区经济体制发展中的一些深层次矛盾和问题日益暴露出来,科技、体制滞后的问题显得越来越突出,已成为推进现代化建设的重大障碍.     

Bridging the barriers: knowledge connections,productivity and capital accumulation

The paper contributes to the explanation of the large differences in cross-country productivity performance by modelling and testing the effects of social barriers to communication on productivity and capital accumulation. In an optimal growth model, social barriers to communication, which impede the formation of knowledge connections, are shown to reduce both transitory and steady-state levels of total factor productivity (TFP), per capita consumption and reproducible capital. Empirical testing yields a robust and theoretically consistent result: linguistic barriers to communication reduce productivity and capital accumulation. The findings provide an explanation for cross-country differences in TFP, and fresh insights into how productivity ‘catch up’ may be initiated.