Challenges for multinational corporations

The author presents some thoughts about multinational corporations, traces the evolution of the multinational operations of his organization, and outlines some of the broad challenges ahead for multinational companies.     

Domestic tourism as a development factor

Archer, Brian H., “Domestic Tourism as a Development Factor”, Annals of Tourism Research, Vol. V, No. 1, January/March 1978, pp. 126–141. Domestic tourism brings about an intermingling of people from diverse social and cultural backgrounds and also a considerable redistribution of spending power. Although this paper concentrates mainly upon the economic effects created by the growth of domestic tourism and is illustrated by reference to some recent case studies, attention is also drawn to the favorable and unfavorable political, social, cultural, moral, environmental and conservational aspects of domestic tourism. The paper concludes by discussing some ways in which domestic tourism can provide an impetus to further economic growth in the holiday regions and also how domestic tourism may assist in solving some of the problems facing a country's international tourism.     

An analysis of decision processes

AbstractThis paper outlines three ways of looking at decision processes, and relates them to problems of research management. A classification of decisions is suggested, based on three dimensions of complexity. On each dimension, innovative decisions are normally more complex than operating decisions, but since the latter are more common, there is a danger that the former will be inadequately treated, as shown in an example. These dangers may be mitigated, first, by regarding complex decision-making as an explicitly cyclical process, and, second, by recognizing the significance of reference standards. Four types of reference standard—historical, external, planning, and imaginative—are noted, and brief consideration is given to their origins and to their influence on the perception not only of problems but also of solutions. It is argued that the range and quality of the reference standards used are likely to be significant factors in the success of research management.     

The Effects of Four Dimensions of Strategic Orientation on Firm Innovativeness and Performance in Emerging Market Small- and Medium-Size Enterprises

We investigate the effects of technology, entrepreneurial, market, and learning orientations on firm innovativeness, and the mediating effect of firm innovativeness on these relationships, using a survey of 374 small- and medium-size enterprises in Korea. The results reveal that, while technology, entrepreneurial, and learning orientations significantly influence firm innovativeness, firm innovativeness has a significant effect on firm performance. We also find that firm innovativeness has a statistically significant mediating role in the relationships of technology, entrepreneurial, and learning orientations to firm performance. Our study contributes to strategic management and emerging market literature by identifying the pivotal role of innovativeness for firms that seek to benefit from various types of strategic orientations.     

Effective Post‐Signing Market Check or Window Dressing? The Role of Go‐Shop Provisions in M&A Transactions

This paper examines the use of go‐shop provisions in M&A. We find that go‐shop deals tend to have higher deal premiums and receive more competing bids while the length of the go‐shop period does not affect deal premium and competition. Also, deals are less likely to be completed when a go‐shop provision is included and when the go‐shop length is longer. However, go‐shops have no effect on the completion of high premium deals. We also find that the presence of a go‐shop provision leads to a positive market reaction to deal announcements. Overall, our findings support the proposition that go‐shops reflect the efforts of target managers to fulfill the Revlon duties in the form of a post‐signing market check, which is consistent with stewardship theory.     

Secured debt and managerial incentives

Financial theory holds that firms can control agency costs through the use of short-term and secured debt. We examine the relation between the use of secured debt and the incentive of the manager to increase the risk of the firm, as measured by vega. We find that firms utilize secured debt to a lesser extent when managerial volatility sensitivity is higher. Our results suggest that these same firms employ short-term debt as the primary tool to control risk-shifting. Managers with a high risk appetite avoid secured debt, but appear to do so without compromising the interests of the shareholders.