Gift Giving,Guanxi and Illicit Payments in Buyer–Supplier Relations in China: Analysing the Experience of UK Companies

This paper explores the relationship between gift giving, guanxi and corruption through a study of the relationships between UK manufacturing companies in China and their local component suppliers. The analysis is based on interviews in the China-based operations of 49 UK companies. Interviews were carried out both with senior (often expatriate) staff and with local line managers who were responsible for everyday purchasing decisions and for managing relationships with suppliers. The results suggest that gift giving is perceived to be a significant problem in UK-owned companies in China. However the relationship between these payments and established understanding of gift giving within guanxi-networks appears to be weak. Gift giving appears to be associated with illicit payments, corruption and the pursuit of self-interest. Firms seek to reduce the incidence of illicit transactions by changing staff roles, instituting joint responsibilities, which include the separation of different aspects of sourcing/purchasing, ineasing the involvement of senior staff in the process and through the education of employee and suppliers.     

Do Company Directors Underestimate the Adoption of Corporate Governance Provisions？ A Survey Approach

This paper examines whether company directors underestimate the adoption of corporate governance provisions within Ghanaian listed firms. Using a survey approach, the respondents, who were company executives and non-executive directors with knowledge of the Ghanaian Code and its provisions, regard the code as a benchmark for good corporate governance practices within Ghanaian listed firms. They also report some improvement in the standard of corporate governance in their companies since the introduction of the Code. Many of the company directors indicated their preparedness to comply with further corporate governance requirements, such as the adoption of a formal nomination committee something not been currently included in the Ghanaian Code. However, the directors noted that they receive inadequate support from the regulatory and institutional bodies for the implementation of the Ghanaian Code provisions. Many of the directors also supported the review of the Ghanaian Code by an independent committee. With regard to the adoption of the Ghanaian Code and its influence on firm performance, the respondents indicated that the adoption of the specific governance provisions in the area of chief executive officer （CEO）/chairman roles separation, having a balance of executive and non-executive directors on the board, the establishment of audit and remuneration committees, and the full adoption of the Ghanaian Code provisions were all influential in determining firm performance. They, however, did not support the adoption of the board size provision as influential to firm performance. This raises questions about the usefulness of the range of board size as recommended by the Ghanaian Code.     

Managing under pressure: HRM in hospitals

Health reforms in the last 25 years focused largely on structural change, cost containment and the introduction of market mechanisms, and the importance of the management of HR has often been overlooked. Pressures for efficiency and effectiveness are particularly pronounced in the hospital sector, which is the most resource-intensive component of the health care system. One important aspect of improving and maintaining service delivery in hospitals is to better manage the HR function. This paper highlights the importance and complexities of HRM in hospitals throughout the world.     

Innovation generation in supply chain relationships: A conceptual model and research propositions

Innovation generation has increasingly been recognized as an outcome of interaction between a firm and various outside entities. According to this view, supplier involvement and alliances are routes to innovation generation. Despite this realization, there is a dearth of research, both conceptual and empirical, focusing on innovation generation in buyer-seller relationships in supply chains. In an attempt to fill this void, this article develops a conceptual model of innovation generation in buyer-seller relationships in upstream supply chains. The authors propose that innovation generation in supply chain relationships, both incremental and radical, is a consequence of interactions between buyers and sellers. They also delineate factors internal and external to the relationship that moderate the link between interaction and innovation generation. Finally, the authors discuss managerial implications of their research and offer guidelines for future empirical research. Subroto Roy (sroy@newhaven.edu) (Ph.D., University of Western Sydney, 2002) is an assistant professor of marketing and international business at the University of New Haven since 2001. Prior to his Ph.D., he had more than 12 years of experience in packaging industry (Tetra Pak) marketing and sales. Involved with several upstream industrial new product development projects he helped clients launch more than 100 brands. Current research interests include global supply chains, technology adoption, and knowledge outsourcing. His work has appeared inAmerican Marketing Association Educators Conferences and is forthcoming inIndustrial Marketing Management, among others. He is a co-guest editor of a special issue of theJournal of Business and Industrial Marketing and has consulted with leading companies in Australia and Asia. See http://www.newhaven.edu/faculty/roy. K. Sivakumar (k.sivakumar@lehigh.edu) (Ph.D., Syracuse University, 1992) is the Arthur Tauck Professor of International Marketing & Logistics and a professor of marketing at Lehigh University. His research interests include pricing, global marketing, innovation management, and supply/value chain management. His research has been published in theJournal of the Academy of Marketing Science, theJournal of Marketing, theJournal of International Business Studies, Marketing Letters, theJournal of Business Research, International Marketing Review, Pricing Strategy & Practice: An International Journal, and other publications. He has won several awards for research. He is on the editorial board of six journals. Home page: www.lehigh.edu/~kasg. Ian F. Wilkinson (i.wilkinson@unsw.edu.au) is a professor in the School of Marketing at the University of New South Wales since 2001. His current research focuses on interfirm relations and networks in domestic and international markets and the dynamics and evolution of markets, including applications of complexity theory. His research has appeared in many journals including theJournal of the Academy of Marketing Science, theJournal of Business Research, theJournal of World Business, theJournal of International Marketing, theEuropean Journal of Marketing, Industrial Marketing Management, theJournal of Industrial and Business Marketing, and theJournal of Applied Psychology. He is on the editorial board of 12 scholarly journals. See http://www.marketing.unsw.edu.au/PEOPLE/HTML/IWilkinson.html.     

Network analysis of a new export grouping scheme: The role of economic and non-economic relations

Export grouping schemes can be viewed as an attempt to manage network development. This article examines a new Australian export grouping scheme in terms of its role and impact on the industrial network of which it is a part. The role played by non-economic exchange relations as well as economic, buyer-seller, exchange relations are emphasised, including competitive and potential interfirm relations and the way informal interpersonal relations. Spawned initially by formal grouping processes, were found to play an important part in group functioning and in outcomes from group activities.     

Economic Policy,Institutions and Entrepreneurship

Small Business Economics - Economists have debated the issue of state intervention in the economic process in capitalist economies intensively for decades. Often, however, without considering the...     

Corporate Governance and Human Resource Management

This paper investigates the effect of different forms of corporate governance on the structure and nature of stakeholder relationships within organizations and the consequent impact on human resource management (HRM) policy and outcomes. The analysis shows that while performance advantages can be derived from commitment‐based HRM systems, a corporate governance regime that privileges remote stakeholders may operate as a constraint on such systems. The empirical analysis is based on the UK Workplace Employee Relations Survey (WERS98).