The control dynamics of outsourcing involving an early-stage firm

Firms in the early stage of their organisational lifecycle experience challenges that shape the adoption of management controls. They are also recognised for their use of outsourcing. However, the accounting research has provided limited insight on how these control challenges and inter-organisational control concerns interact to influence the adoption of specific controls within an outsourcing relationship involving an early-stage firm. Exploration of this gap provides a key motivation for this paper. Contrary to existing management control and organisational science literature, we find a strong preference for new or enhanced action controls. Conversely, we find low levels of interest in result controls by managers within the buyer but not the supplier firm. These preferences influence inter-organisational control adoption within the frame of an incomplete outsourcing contract that emphasises flexibility in terms of relationship exit. Within the limits of a case study methodology, we argue that adoption of inter-organisational controls is shaped by tensions between the control challenges of early-stage firms, the control preferences of managers within these firms and inter-organisational control concerns. These findings have theoretical implications, expanding the Davila et al. [2009. Reasons for management control systems adoption: insights from product development systems choice by early-stage entrepreneurial companies. Accounting, Organizations and Society, 34 (3–4), 322–347] framework and the Merchant [1985. Control in Business Organizations. Boston, MA: Pitman] control typology into an ESF inter-organisational control context.     

The Work and ‘Architecture of Listening’: Addressing Gaps in Organization-Public Communication

Listening is extensively discussed in relation to interpersonal communication, in therapeutic contexts such as counselling and, to some extent, in the context of intra-organizational communication conducted as part of human resources management. However, listening is surprisingly and problematically overlooked in the large body of literature on organization-public communication including government, political, corporate, and marketing communication and related practices such as public relations. Based on critical analysis of relevant literature and primary research among 36 organizations in three countries, this analysis identifies a “crisis of listening” in organization-public communication and proposes strategies to address gaps in theory and practice including attention to the work of listening and the creation of an architecture of listening in organizations, which can offer significant stakeholder, societal, and organizational benefits.     

Nonparametric Regression and Causality Testing:A Monte-Carlo Study

In this paper we propose a new procedure for causality testing using nonparametric additive models. We argue that the major advantage of our proposed method is that it can be used if the underlying data generation process (DGP) is either linear or nonlinear. Our results show that the nonparametric testing procedure provides a more robust test of causality. Furthermore, we show that the loss of power associated with the nonparametric procedure is minimal if the true DGP is linear.     

Information sharing about a demand shock

This paper examines two questions in asymmetric Cournot and Bertrand oligopoly with a demand shock. Under which conditions is information sharing a subgame-perfect equilibrium? What is the welfare effect when firms are better off? Given these questions, the normal assumptions in the earlier literature can be relaxed in three ways: demand functions can be asymmetric; a demand shock can affect firms differently; distributions of the demand shock and information signals can be arbitrary. Under these general assumptions, the answer to the first question is: every firm's response to the demand shock is stronger when all firms have perfect information than when one firm does so alone; the answer to the second question is: social welfare increases in Cournot competition, and consumer surplus decreases in Bertrand competition.     

六招成就最佳雇主

如何才能吸引和留住人才？其实这并没什么秘诀，无非是好的雇主非常清楚潜在和现有的员工最看重的是什么，并且为满足他们的需求而不断努力罢了。     

Book Review

Qualitative Research in Tourism: Ontologies, Epistemologies and Methodologies. London: Routledge, 2004. 0-415-28086-9     

A Case Study of the Grey Oaks Community and Club: Creation of a High-Performance Culture Through the Innovative Use of a Data-Driven Business Plan

ABSTRACT

Grey Oaks, a premier country club and gated residential community established in Naples, Florida, developed and used a collaborative and highly feedback-driven system to build adaptive capacity and foster proactive change. Special attention has been given to the unique use and refinement of its business plan and planning process through the feedback management received from club members. This highly adaptive business plan helped Grey Oaks to endure the economic downturn that began in 2008, and the company’s ability to thrive in the midst of economic instability has demonstrated the effectiveness of the plan as a model capable of sustaining the cultural and financial health of the club and community. The Grey Oaks planning model has been an innovation in its industry, and other organizations can greatly benefit by studying the implementation and utilization of this evidence-driven model.     

Social Capital,Tourism and Regional Development: SPCC as a Basis for Innovation and Sustainability

Traditional views of regional development have focused on economic factors and potential innovation in technical and resource exploitation processes. Similarly, regional tourism development is usually couched in economic terms, such as number of jobs and increasing land values. This approach usually ignores the social and community aspects of tourism development; thus an alternative view argues that the community needs to be factored into our planning and development strategies to balance the traditional economic view. It is argued in this paper that fostering innovation in regional development is much more than a process of community consultation. Rather, what needs to be factored in is SPCC – social, political and cultural capital. This works in both directions; tourism development depends on a level of social, political and cultural capital in order to be a successful regional development tool (even in economic terms) while at the same time tourism development can be undertaken in a way that contributes to SPCC in the region. The paper outlines the key concepts of social capital, political capital and cultural capital. It does so within the context of regional tourism development and the concepts of systems of innovation and sustainable development.     

Does Size Matter in Firm Performance? Evidence from US Public Firms

This paper reexamines the determinants of firm performance and, in particular, the role that firm size plays in profitability. A fixed‐effects dynamic panel data model for over 7,000 US publicly‐held firms during the period 1987–2006 provides evidence that profit rates are positively correlated with firm size in a non‐linear manner, holding an array of firm‐ and industry‐specific characteristics constant. In addition, industry‐specific fixed effects play a negligible role in the presence of firm‐specific fixed effects.