Board composition,share ownership,and ‘underpricing’ of U.K. IPO firms

Using a sample of 251 IPOs in the United Kingdom, this paper examines interlinks between executive and nonexecutive characteristics, share ownership, and short‐term performance measured in terms of share offer ‘underpricing.’ It argues that executives' power and previous experience directly affect ex ante choice of nonexecutive directors and their ownership interests in the firm. These endogenously developed governance factors may be used by IPO teams strategically to reduce the extent of underpricing. However, there is a selective response of investors to different board characteristics and share ownership structure. Copyright © 2002 John Wiley & Sons, Ltd.     

“My God is Not Your God”: Applying Relationship Management Theory to Managing Ethnoreligious Crises in Sub-Saharan Africa

Historically, the world’s geopolitical landscape has been replete with conflicts, from those of Ancient Mesopotamia to those in today’s Middle East and Africa. As in other world regions, parts of sub-Saharan Africa have, for decades, been trapped in a vicious cycle of conflicts and violence—in ethnopolitical and ethnoreligious contexts, even as foreign direct investment on the continent has increased 50% since 2005 and as the gross national product has increased significantly in countries such as Angola, Botswana, Kenya, Nigeria, and Rwanda, all of which are attracting international investors. This article examines the nation-building role of public relations by applying the general theory of relationship management, which is based on Grunig-Hunt two-way symmetrical model of public relations, to Sudan and Nigeria as a two-nation case study. It offers theory-informed guidelines that African states can use in managing conflicts and in developing communication strategies that engage stakeholders of disparate theological leanings at the individual level. The goal is to use communication strategies that emphasize mutually respectful Muslim-Christian dialogue on intractable, sensitive issues that have morphed into a bane of the economically burgeoning sub-Saharan African region, particularly.     

SMEs and the Potential for A Collaborative Path to Environmental Responsibility

Globally, the potential for small and medium‐sized enterprises (SMEs) to collectively impact negatively on the environment is great. Therefore, the adoption, and maintenance, of environmentally responsible practices by this group of firms is especially critical. Studies of environmental practices successfully implemented by small firms have revealed that relationships with other firms, or other organizations, can contribute to greater awareness of the benefits of such activities and, therefore, enhance the possibility of environmental engagement. Collaborative relationships may provide opportunities for SMEs to overcome some of the barriers to implementing environmental initiatives associated with their size, and/or associated characteristics. This paper focuses on attitudes of SME owner‐managers to a variety of environmental issues (including regulation and voluntary standards), and to collaborating with other firms (in either a formal or informal sense). The data this paper draws upon are from two waves of an ongoing longitudinal survey of New Zealand SMEs. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment     

Lessons from the Snowy Slope: Vision and Politics in American Social Insurance

The enactment of social insurance, a fundamental departure from means‐tested welfare programs, was born out of the crisis of the Great Depression. Policy options to strengthen Social Security are mathematically simple, but ideologically contentious. Arguments against the program, remarkably consistent since its inception, have been gaining traction in the current political climate. As the debate proceeds, it is useful to examine the history of opposition and review the case for universal social insurance.     

A model of rapid knowledge development: The smaller born-global firm

Existing models of the internationalization process have not captured the important phenomenon of accelerated international growth of born-global firms, which led Johanson and Vahlne (2003) to revise their model. However, the revised network model falls short of explaining rapid internationalization of firms. While they indicate a “specific relationship development process” used by born-global managers, Johanson and Vahlne (2003) still suggest the existence of an incremental learning and “responsive” model, which is based on pre-existing relationships. We extend current theory in arguing that born-global managers can use both pre-existing and newly formed relationships, to quickly and proactively develop new knowledge for rapid commercialization of their products. Proactive, advanced relationship-building capability is based around locating partners with technological knowledge with a view to ensuring ease of sharing knowledge. We explore the development of trust and inter-firm partnerships in established and newly formed networks and how these lead to tacit knowledge, absorptive capacity and new knowledge generation. While Johanson and Vahlne (2003) emphasize “market specific experience and operation experience” we emphasize “technological experience”. The reason that knowledge sharing is able to proceed quickly is that the shared “technological knowledge” allows rapid transfer and development of new knowledge and the drive to commercialize a product before a competitor, promotes the “mutual need” (co-dependency) to act quickly, characteristic of technology-based industries, which face rapid change. As an outcome of the born-global manager's ability to locate new partners through existing networks, new international links may be quickly developed, with internationalization being an outcome, but not necessarily a driver of behaviour in smaller born-global supply chains.     

Measures of international competitiveness: A critical survey∗ †

An examination of the extant literature on competitiveness reveals a wide variety of notions and extreme difficulties of measurement and application.

Single measures of competitiveness do not capture all the elements of the concept. Useful measures have to specify the level of analysis (national, industry, firm or product) and encompass competitive performance, its sustainability through the generation of competitive potential and the management of the competitive process. The interrelationship between these three key elements are also important in a dynamic context.

The effectiveness of management is essential to this analysis and the concept of industrial effectiveness at the management level enables a link to be established between the concept of competitiveness and an empirical investigation of decision making. A framework is derived which is of general use and specific measures are proposed to fill the “empty boxes” suggested.