ERPs as 'technologies-in-practice': social construction, materiality and the role of organisational factors

Enterprise Resource Planning systems (ERPs) often fail to deliver the organisational benefits anticipated. This paper uses Orlikowski's 'technology-in-practice' framework to analyse the impact of an ERP on branch managers in a large bank. While this framework provides important insights into the impact of ERPs, the case also highlights the significance of organisational factors in shaping how users enact technology at work.     

Tourism and social change reply to Romsa

While most state socialist societies attempt to attract large scale foreign tourism, the Albanians continue to constrain the numbers and movements of foreign tourists permitted onto their soil. Within the framework of three “contexts”—the organizational, the environmental, and the perceptual—this paper briefly looks at the individuality of the Albanian approach to foreign tourism: implicitly, as a possible model for other small, less developed societies. Finally, questions are raised as to the future of tourism in Albania given an imminent change —after forty years—in the country's dogmatic leadership.     

Twenty-fifth international atlantic economic conference April 16–22, 1988 London,England

Twenty-fifth international atlantic economic conference April 16–22, 1988 London, England     

A methodological note on diversity measurement

This research addresses the question, do categorical and continuous measures capture the same construct of diversity? Using analysis of variance, cluster analysis, and discriminant analysis, we investigated whether continuous measures (entropy and product count) differentiate between diversification categories, whether continuous measures converted to categories and subjectively assigned categories classified companies similarly, and whether continuous and categorical measures predicted similar diversity–performance relationships. We concluded that the techniques were associated but did not yield the same performance predictions. For researchers investigating diversity–performance relationships, choice of measurement technique will influence research results. Our research results suggest that attempts to combine categorical and continuous techniques as a way to overcome the limitations of both methods is not appropriate.     

Trading cost expectations: Evidence from S&P 500 index replacement stock announcements

This paper tests the effect on stock value of an expected change in future trading costs. The capitalized value of a reduction in trading costs is hypothesized to increase the stock value, a trading cost effect. Improved liquidity reduces trading costs. Inclusion as an S&P 500 Index replacement stock is an event hypothesized to increase liquidity. We use 114 observations between January 1, 1983 and October 12, 1989 of stocks added to the Index as replacements for stocks removed. The abnormal return of each stock is regressed against the ratio of the bidask spread to the price of the stock, the change in trading volume of the stock, and the open interest in the Index futures contracts at the close of the month prior to the replacement announcement. We find that the positive abnormal returns for replacement stocks are related to increased daily trading volume after inclusion in the Index. Further, the trading cost effect is proportional to percentage bid-ask spreads prior to inclusion. The trading cost effect increases as trading in derivatives of the Index increases. The volume and stock price changes after replacement are not transitory, indicating an improvement in liquidity. Three alternate hypotheses suggested in prior research to explain the abnormal returns for replacement stocks are tested. Testing each of the three models previously considered: price pressure, inelastic demand curves, and information, we find that none can be accepted with statistical confidence. The abnormal returns of Index replacement stocks are consistent with rational pricing of an anticipated reduction in future transaction costs. This anticipated reduction is capitalized in the value of the stock at the time of the replacement announcement. These results are consistent with a trading cost effect.     

Strengthening the weak link in strategic executive development: Integrating individual development and global business strategy

The global business environment of the 1990s provides both challenge and opportunity to human resource development to become an integral player in helping implement business strategy. The results of two best practice studies suggest that some leading firms such as 3M and Motorola are doing just that. At these companies current strategic business issues are the drivers of flexible and opportunistic executive development activities. Naturally occurring on-the-job experiences are consciously utilized in such a way that helping executives to develop becomes an integral part of conducting business. The implications of linking executive development to business strategy for practice and for future research are discussed. © 1995 by John Wiley & Sons, Inc.