To the Rescue!? Brokering a Rapid,Scaled and Customized Compassionate Response to Suffering after Disaster

Suffering comes in many forms that significantly impact organizations’ operations and performance. As a result, recent research on compassion organizing seeks to explain how efforts to notice, feel, and respond to suffering create organizational (and societal) benefits. Widespread suffering can be generated by natural disasters, which in turn can trigger compassionate organizational responses. In this paper, we build on social capital theory to theorize about how compassionate ventures leverage network relationships to identify and mobilize resources. We also explore how differences in these approaches influence the magnitude, speed, and customization of the response, all of which are theorized indicators of the effectiveness of compassion organizing in alleviating suffering. We use structural equation modelling to test our model and find that compassionate ventures with stronger ties to the local community are more likely to bundle (i.e., stretch) resources, which facilitates a speedy, customized, and large magnitude response. In contrast, those with stronger ties outside the local community are more likely to pursue (i.e., chase) new resources, which results in a large magnitude response, but one that is not associated with speed or customization. We discuss the implications of our findings and make recommendations for future research.     

How a Firm's Domestic Footprint and Domestic Environmental Uncertainties Jointly Shape Added Cultural Distances: The Roles of Resource Dependence and Headquarters Attention

Even though many firms conduct most of their business domestically, international management research has remained remarkably silent on the role of a firm's domestic footprint in its internationalization strategy. We shed light on that role by exploring how the size of a firm's domestic footprint influences the cultural distance that the firm adds to its country portfolio when expanding internationally. Integrating resource dependence theory and the attention‐based view, we hypothesize that a firm's domestic footprint has a negative relationship with added cultural distance (ACD), and that domestic policy uncertainty strengthens this relationship whereas domestic demand uncertainty weakens it. We find robust support for our hypotheses in a sample of the world's largest retailers covering the period 2000–07, indicating that a firm's domestic footprint and domestic environmental uncertainties jointly shape cross‐cultural expansion strategies. Our findings suggest that ACDs reflect headquarters executives' desire to avoid ineffective foreign expansions, hinting at possible biases in studies of the performance effects of distance.     

Determinants of process innovation introductions: Evidence from 115 developing countries

This paper examines determinants of process innovation introductions across 115 (mostly) developing countries. Empirical research on process innovations lags behind product innovations. Accounting for firm characteristics, R&D, regulations and taxes, and corruption, results show that sole proprietors and R&D‐performing firms were more likely to introduce innovations, whereas greater prosperity made them less likely to do so. Corruption had a greasing effect, whereas firms in island nations were less likely to introduce, ceteris paribus. Effects of regulations and taxes and other firm characteristics were largely insignificant. Finally, some differences existed across manufacturing and service industries and across prevalence of innovation introductions.     

Career mentoring in context: A multilevel study on differentiated career mentoring and career mentoring climate

This study explores how supervisor career mentoring contributes to contemporary organizational career development, which strives to foster employees' promotability while strengthening their intention to stay. Specifically, we focus on the implications of career mentoring in team contexts. Applying a multilevel framework, we distinguish between individual‐level differentiated mentoring (i.e., an employee's mentoring perceptions as compared to those of other team members) and group‐level career mentoring climate (i.e., the average perception across all group members). In a workplace setting, we collected data from vocational job starters (N ranged from 230 to 290) and their company supervisors (N ranged from 56 to 68). We find that career mentoring climate positively relates to promotability, more so than differentiated career mentoring. Both career mentoring climate and differentiated career mentoring are positively related to the intention to stay. At the individual level, this relationship is mediated by job satisfaction. We discuss theoretical and practical implications of differentiated and group‐level mentoring.     

Competition and managerial autonomy

I formalize and challenge the idea that competition forces managers to make better choices, thus favoring managerial autonomy in decision making. If managers care about keeping their position or avoiding interference, and they can make strategic choices that affect both expected firm profits and their riskiness, even if competition at first pushes the manager towards profit maximization, further increases in competition might lead him to take excessive risks. To curb this possibility, the principal owner optimally reduces the degree of autonomy granted to the manager. Hence, higher levels of managerial autonomy are more likely for intermediate levels of competition.     

Modelling spatial regimes in farms technologies

We exploit the information derived from geographical coordinates to endogenously identify spatial regimes in technologies that are the result of a variety of complex, dynamic interactions among site-specific environmental variables and farmer decision making about technology, which are often not observed at the farm level. Controlling for unobserved heterogeneity is a fundamental challenge in empirical research, as failing to do so can produce model misspecification and preclude causal inference. In this article, we adopt a two-step procedure to deal with unobserved spatial heterogeneity, while accounting for spatial dependence in a cross-sectional setting. The first step of the procedure takes explicitly unobserved spatial heterogeneity into account to endogenously identify subsets of farms that follow a similar local production econometric model, i.e. spatial production regimes. The second step consists in the specification of a spatial autoregressive model with autoregressive disturbances and spatial regimes. The method is applied to two regional samples of olive growing farms in Italy. The main finding is that the identification of spatial regimes can help drawing a more detailed picture of the production environment and provide more accurate information to guide extension services and policy makers.     

The role of performance appraisals in motivating employees

Workers' rewards and career perspectives often depend on how their supervisors perceive their performance. However, evaluating a worker's performance is often difficult. We develop a model in which a worker is uncertain about his own performance and about his supervisor's ability to assess him. The supervisor gives the worker a performance appraisal aiming to affect both the worker's self‐perception and his own credibility in assessing the performance. We examine how performance appraisals affect the worker's future performance. Our model's predictions are consistent with empirical findings. Supervisors give, on average, “too” positive appraisals, and both positive and negative feedback can (de)motivate workers.     

Success Factors in Product Innovation: A Selective Review of the Literature

In today's increasingly competitive climate, more and more managers are having to update themselves on the range of factors that determine product innovation success. Such successes can be measured at the project (product) level or at the program level. Axel Johne and Patricia Snelson have prepared a review of factors associated with achieving success in a high proportion of recently developed new products. The authors address practical questions, such as the following: To what extent can product innovation be planned? Should development tasks be scheduled sequentially or in parallel? What is the proper degree of formality in effective new product decision making? What are the optimal organizational arrangements? The article concentrates on recent writings, drawing chiefly from journal articles published after 1980, including a large number from the Journal of Product Innovation Management. Factors contributing to success are ordered according to the now well-known McKinsey 7 Ss framework popularized by Peters and Waterman in their book In Search of Excellence. Detailed development tasks are considered according to the schema advanced by Crawford in his book New Products Management.     

河北省外向型经济发展的战略构想

目前河北省的外向型经济，无论对外开放方面，还是对内开放方面，都还比较落后，对全省经济发展的拉动力较弱，促进河北省外向型经济发展，应根据本省的实际情况大力发展劳动密集型产业，发挥外销产品的比较优势，加快高新技术产业的发展步伐，努力实现贸易方式、引资方式和引资结构的多元化；应根据我国和国际的经济战略调整，精心研究制定我省的外向型经济发展战略，并积极改善投资环境。