Leadership,Creative Problem‐Solving Capacity,and Creative Performance: The Importance of Knowledge Sharing

This article presents two studies that examine whether leader supportive behaviors facilitate knowledge sharing and employee creative problem‐solving capacity, thereby enhancing creative performance. The findings from both studies indicate that leader supportive behaviors are directly and indirectly related, through both internal and external knowledge sharing, to employee creative problem‐solving capacity. In addition, creative problem solving was related to the two dimensions of creative performance—fluency and originality. However, a test of the mediation model indicated that creative problem solving only mediated the relationship between internal knowledge sharing creative performance and originality. These findings highlight the complex process by which leaders facilitate both internal and external knowledge sharing and employee creative problem‐solving capacity, thereby improving employee creative performance.     

Job analysis: a strategic human resource management practice

This study examined the impact of job analysis on organizational performance among 148 companies based in the United Arab Emirates (UAE), a Gulf-region country. Survey results indicated that a practice of proactive job analysis was strongly related to organizational performance. This relationship was strongest to the extent that companies maintained HR information systems, accorded HR greater involvement in strategic planning and emphasized competency-based characteristics of employees in the job analysis approaches they used. The findings suggest that a company-wide policy of job analysis is an important source of competitive advantage in its own right, and merits due attention of HR professionals, line managers and top management. The study extends the findings of the HR–performance research pursued in Western countries to a non-Western context.     

Refractory Materials: The Global Market,The Global Industry

World demand for refractory products—heat-resisting ceramic materials used in metal refining, glass making, and other high-temperature industrial applications—will be slowing down considerably from an annual rate of 10.8 percent during 2002–07 to 3.5 percent during 2007–12. Such slower growth reflects many factors, but is due primarily to: unsettled economic conditions; better efficiencies in steelmaking (which accounts for about half of all end uses of refractories); and the preference of end-users for maintenance rather than new facilities. The four key markets or end uses for refractory materials are: iron and steelmaking; other metal-making; nonmetallic materials such as glass; and an all-other category. In 2007, world refractory demand was 38.1 million metric tons valued at $22.9 billion; the corresponding figures for 2012 are projected at about 45.2 million metric tons valued at $28.5 billion. The Asia-Pacific region accounted for about 45 percent of total weight in 2007; its share by 2012 should rise to about 69 percent, with China becoming the dominant producer and consumer of refractory materials.     

Does scoring a subpopulation make a difference

Scorecards used by consumer credit providers to assess the probability that an applicant will default are usually built for the population of potential applicants as a whole. This paper investigates whether it is permissible and worth-while to build a separate scorecard for each subpopulation of applicants. We review the legal requirements to find that it is permissible to use separate scorecards for many, but not all, personal characteristics. Second, using data supplied by a credit card organization separate scorecards were built for several subpopulations for each of twelve personal characteristics. The predicted performance of each was compared with that gained form estimating a scorecard for the full population using three methods for setting the cut-off scores in an `independent' way. These methods differ in the degree to which the cut-off scores are independent of information about other subpopulation, in the level of discrimination achieved between likely good payers and defaulters and in the degree to which each method is robust to new data. We conclude, first, that creating scorecards using subpopulations does not necessarily give better discrimination between likely good payers and defaulters. Second, none of the three methods examined to set the cut-off scores dominates the others using the three desirable properties described; trade-offs are required. Finally, subpopulation scorecards lead to the rejection of fewer applicants than scorecards built on full populations.     

Are there asymmetries of nonlinearities in UK output?

This paper investigates whether quarterly post-war UK output growth contains either asymmetries or nonlinearities through subjecting the series to a variety of diagnostic testa and by fiting various nonlinear business cycle models. No evidence is uncovered of any form of asymetric or nonlinear departure from the pure random walk with drift model of output.     

A Note on Forecasting Emerging Market Exchange Rates: Evidence of Anti‐herding

Using survey forecasts of a large number of Asian, European, and South American emerging market exchange rates, we studied empirically whether evidence of herding or anti‐herding behavior of exchange‐rate forecasters can be detected in the cross‐section of forecasts. Emerging market exchange‐rate forecasts are consistent with herding (anti‐herding) if forecasts are biased towards (away from) the consensus forecast. Our empirical findings provide strong evidence of anti‐herding of emerging market exchange‐rate forecasters.     

Unobserved Heterogeneity,Job Training and the Employer Size–Wage Effect in Australia

This study attempts to clarify the nature of the employer size–wage effect in Australia by determining the extent to which it can be explained by observed and unobserved quality differences of workers. Our empirical results show that, for men, quality‐adjusted employer size–wage effects are quite small and are mostly driven by lower wages for workers in the smallest firms (fewer than 20 workers). For women, size–wage effects disappear when unobserved quality differences are accounted for. We also find that accounting for differences in the incidence of job training has no effect on the structure of wage differences by employer size.