The five minds of a manager

Managers are told: Be global and be local. Collaborate and compete. Change, perpetually, and maintain order. Make the numbers while nurturing your people. To be effective, managers need to consider the juxtapositions in order to arrive at a deep integration of these seemingly contradictory concerns. That means they must focus not only on what they have to accomplish but also on how they have to think. When the authors, respectively the director of the Centre for Leadership Studies at the University of Exeter in the U.K. and the Cleghorn Professor of Management Studies at McGill University in Montreal, set out to develop a masters program for practicing managers, they saw that they could not rely on the usual MBA educational structure, which divides the management world into discrete business functions such as marketing and accounting. They needed an educational structure that would encourage synthesis rather than separation. Managing, they determined, involves five tasks, each with its own mind-set: managing the self (the reflective mind-set); managing organizations (the analytic mind-set); managing context (the worldly mind-set); managing relationships (the collaborative mind-set); and managing change (the action mind-set). The program is built on the exploration and integration of those five aspects of the managerial mind. The authors say it has proved powerful in the classroom and insightful in practice. Imagine the mind-sets as threads and the manager as weaver. Effective performance means weaving each mind-set over and under the others to create a fine, sturdy cloth.     

Linking international adaptation strategy,immigrant effect,and performance: The case of home–host and cross-market scenario

Previous studies suggest that a proper fit between business strategy and human resource management can enhance a firm's financial performance. Building on prior findings, this study proposes that an ideal match could occur on the choice of international adaptation strategy and immigrant effect (IE). This match would have a significant effect on firms’ financial performance. The proposed framework is examined using the experience of 121 firms operating across the Greater China region in the home–host and cross-market scenarios. It is found that the extent of adaptation strategy is positively associated with the choice of IE in both home–host and cross-market scenarios and that IE has significant direct and indirect effects on market share and profitability in the cross-market scenario. This study proposes a new strategy–human resource management-performance framework. The findings established provide some implications for researchers and managers.     

Motives of multis in Germany

This article which — like the subsequent one — is essentially based on a recently concluded expertise¹, is concerned with the different motivational structures of German and foreign multinational corporations (MNCs). Whereas German direct investments abroad reveal an offensive character, the policy of foreign MNCs in the Federal Republic of Germany is much more defensive. There are also significant differences between German and foreign MNCs as regards the internal division of labour.     

Import Competition, Employment Risk, and the Job-Search Outcomes of Trade-Displaced Manufacturing Workers

This study examines the underlying relationships that exist among import competition, employment risk, and worker earnings. In addition, we consider how such competitiveness and risk experienced on a prior job will affect, under both equilibrium and disequilibrium interpretations of the labor market, alternative postdisplacement job-search outcomes. Econometric models of predisplacement earnings and postdisplacement outcomes (jobless duration, reemployment, and earnings) provide insights on these relationships and in turn on the comparative job-search success of trade-displaced and "other" displaced workers.     

On the faustmann solution to the forest management problem

This paper is concerned with optimal solutions to the forest management problem when future utilities are undiscounted. By examining asymptotic properties of such solutions, we find that (i) if the utility function is linear, then the Faustmann periodic solution is optimal; (ii) if the utility function is increasing and strictly concave, an optimal solution converges to the maximum sustained yield solution, which we characterize as a golden rule. These results may be viewed as a possible resolution to the debate in forestry economics about what constitutes an optimal policy in forest management.