The influence of internal and external social networks on HRM capabilities in MNC subsidiaries in China

In this study we examine the influence of involvement in internal and external social networks on HRM capabilities. We distinguish between technical and strategic HRM capabilities and focus on the capabilities of the HR department relating to four HRM practices – recruitment and selection, training and development, compensation, and performance appraisal. The study is based on data from dual respondents, general managers and HR managers, in 66 European MNC subsidiaries located in China. The results indicate that contact with other MNCs in China regarding HRM issues is positively associated with both technical and strategic HRM capabilities whereas contact with local Chinese companies does not have any significant influence on either strategic or technical HRM capabilities. Contact with MNC headquarters is positively associated with strategic HRM capabilities.     

What Determines Employee Perceptions of HRM Process Features? The Case of Performance Appraisal in MNC Subsidiaries

Against the background of Bowen and Ostroff's ( 2004 ) human resource management (HRM) process theorization, this study explores influences on individual employee perceptions of the visibility, validity, and procedural and distributive justice of performance appraisal in subsidiaries of multinational corporations, and at what levels these influences reside. The study adopts an embedded, multiple‐case design with interview data from 33 managers and professionals in six subsidiaries of three corporations. The findings show that perceptions of the performance appraisal process are driven by a number of influences pertaining to the unit, relationship, and individual levels. Further, the study highlights differences and similarities of influences across four performance appraisal process features, and identifies overlaps and inter‐linkages between the process features suggested by Bowen and Ostroff ( 2004 ). For practitioners, the value of our study lies in the identification of steps that can be taken to increase the likelihood that HRM practices are perceived positively and as intended by the organization. © 2014 Wiley Periodicals, Inc.     

Artifacts that organize: Delegation in the distributed organization

A great deal of research on geographically distributed organizing focuses on communication among members; however, in the face of increasingly large, complex and interdependent infrastructure, scholars must also examine instances of technology-supported coordination that function by replacing rather than enhancing human communication among organizational members. Central to this are complex processes of delegation — in which organizational work and agency are passed back and forth across the shifting line between “social” and “technical” elements. Building on work in the sociology of science, this paper extends the concept of delegation and applies it to thorny questions around the work of sustaining organization over time. We explore two examples from the Open Science Grid (OSG), an initiative that distributes computational resources to geographically dispersed and otherwise loosely coordinated research teams. Our first case is one of successful delegation, as automated access to resources is extended to a new group of distributed scientists. We then turn our attention to a case where the process of delegation breaks down, revealing the usually invisible work needed to sustain “seamless” integration. As these cases show, delegation is complex, fragile, and central to the nature of contemporary organizing. Specifically, delegation: 1) reconfigures the organization of work; 2) transforms how outcomes are accomplished; 3) redistributes responsibility for organizational decision-making; and 4) shifts the visibility and invisibility of both actors and their work.     

Stock market speculation and managerial myopia

This paper extends the analysis of managerial share price concerns by allowing informed trading in the stock market. It is shown that because they decrease the manager's information advantage vis-à-vis the stock market, individual investors who trade on private information improve the efficiency of corporate investment. This improvement does, however, fall short of first-best efficiency. Moreover, a stronger managerial share-price concern increases the expected profit from informed trading. Hence, by encouraging individual investors to collect information about corporate decisions and trade on it, managerial myopia tends to automatically bring forth a partial solution to the problems that it causes.     

How do individual investors trade?

This paper examines how high-frequency trading decisions of individual investors are influenced by past price changes. Specifically, we address the question as to whether decisions to open or close a position are different when investors already hold a position compared with when they do not. Based on a unique data set from an electronic foreign exchange trading platform, OANDA FXTrade, we find that investors’ future order flow is (significantly) driven by past price movements and that these predictive patterns last up to several hours. This observation clearly shows that for high-frequency trading, investors rely on previous price movements in making future investment decisions. We provide clear evidence that market and limit orders flows are much more predictable if those orders are submitted to close an existing position than if they are used to open one. We interpret this finding as evidence for the existence of a monitoring effect, which has implications for theoretical market microstructure models and behavioral finance phenomena, such as the endowment effect.     

The dynamics of environmentalism and the environment

We study the relationship between environmental preferences and the environment. Preferences are transmitted intergenerationally and through social interactions, where we assume that agents are more likely to adopt environmental preferences the larger the amount of pollution. In the basic setting we find that both converge non-monotonically towards an interior steady state. When including technical change we notice that there will be no change in the steady state level of the environment unless technical change is sufficiently strong, which stands in stark contrast to the literature. Upon introducing environmental laws we find that these may lead to a virtually pollution-free environment. This happens if environmental laws are implemented when public support is strong enough.     

Accounting Student Ethical Perceptions: An Analysis of Training and Gender Effects

This study examined accounting student responses to academic and accounting/business ethical vignettes and examined if gender or formal training in ethics affected their responses. The study also controlled for a student's tendency to respond in a socially desirable manner by including a social desirability response bias instrument as part of the research materials.The results indicate no general differences in responses between the students with and without formal ethical training, or between male and female students. However, comparisons between the academic and accounting/business vignettes revealed that although students perceived the unethical actions discussed in the cases similarly, they indicated they would be more likely to engage in the unethical actions in the accounting/business cases compared to the academic dilemmas.     

Transferring HR practices within multinational corporations

There is extensive evidence that planned transfers of management practices by the headquarters of multinational corporations (MNCs) to foreign subsidiaries are not always successful. In this article, we outline a model of factors influencing the transfer of HR practices to MNC units abroad. The article has two main contributions. First, we develop a more holistic understanding of the outcome of HR practice transfer as encompassing three dimensions: implementation, internalisation and integration. Second, we expand current explanations of transfers of practices to foreign units. We argue that transfer of HR practices is a social process where the governance mechanisms used by the MNC, characteristics of the subsidiary HR systems, the social relationship between the subsidiary and MNC headquarters, and the transfer approach taken by headquarters management will influence the outcome of the process.     

A Generalized Moments Estimator for the Autoregressive Parameter in a Spatial Model

This paper is concerned with the estimation of the autoregressive parameter in a widely considered spatial autocorrelation model. The typical estimator for this parameter considered in the literature is the (quasi) maximum likelihood estimator corresponding to a normal density. However, as discussed in this paper, the (quasi) maximum likelihood estimator may not be computationally feasible in many cases involving moderate- or large-sized samples. In this paper we suggest a generalized moments estimator that is computationally simple irrespective of the sample size. We provide results concerning the large and small sample properties of this estimator.