Privacy, the Workplace and the Internet

This paper examines workplace surveillance and monitoring. It is argued that privacy is a moral right, and while such surveillance and monitoring can be justified in some circumstances, there is a presumption against the infringement of privacy. An account of privacy precedes consideration of various arguments frequently given for the surveillance and monitoring of employees, arguments which look at the benefits, or supposed benefits, to employees as well as to employers. The paper examines the general monitoring of work, and the monitoring of email, listservers and the World Wide Web. It is argued that many of the common justifications given for this surveillance and monitoring do not stand up to close scrutiny.     

Managing Family Businesses in Small Communities

Small businesses located in communities with populations of less than 10,000 were identified in a national sample of family businesses and examined for differences in their management strategies (n = 384). These businesses were first clustered by level and type of management strategy and then analyzed to ascertain differences and similarities in both personal and business firm characteristics among the family business manager groupings. Problems associated with small business management and sources of assistance were also identified. Findings suggest that managers of small family businesses located in small U.S. communities who practiced strategies focusing on extensive planning and controlling perceived their businesses to be successful; however, these managers noted that their greatest problem involved development of sound marketing strategies.     

Domestic Effects of Offshoring High‐skilled Jobs: Complementarities in Knowledge Production

We provide evidence on how changes in the use of high‐skilled workers (inventors) in a foreign location affect a firm's domestic use of the same type of worker. We exploit rich data that provide variation in the location of inventors within multinational firms across industries and countries to control for confounding firm–time and industry factors. We find that a 10% increase in the use of foreign inventors leads to a 1.9% increase in the use of domestic inventors. Our results suggest that foreign and domestic inventors are complementary in the production of knowledge.     

Planned or Prioritized? Two Options in Managing the Implementation of Strategic Decisions*

ABSTRACT This paper presents findings from a study of 55 cases of decision implementation. The research identifies a number of features that characterize the way implementation is managed which appear to enhance the chance of success. Analysis reveals patterns in the data indicating that these features fall into two groupings, giving rise to two distinct approaches to implementation management. These are termed the Experience‐based approach and the Readiness‐based approach from the initial conditions which give rise to each. Although following either approach may enhance decision performance, the greatest success is associated with a dual approach. Implementations that follow neither are generally less successful. A theory of implementation management is postulated, comprising a Planned Option and a Prioritized Option.     

Are family firms really superior performers?

Although international evidence suggests that families may be unhelpful to firm performance, recent analyses of U.S. public companies indicate that family firms outperform. This study probes these contrasting findings by investigating more fine-grained measures of family business in the U.S. Specifically, it makes a fundamental but neglected distinction between lone founder businesses in which no relatives of a founder are involved, and true family businesses that do include multiple family members as major owners or managers. The research also seeks to overcome issues of endogeneity and selection bias by examining both Fortune 1000 firms and a random sample of 100 much smaller public companies. The results show that findings are indeed highly sensitive both to the way in which family businesses are defined and to the nature of the sample. Fortune 1000 firms that include relatives as owners or managers never outperform in market valuation, even during the first generation. Only businesses with a lone founder outperform. Moreover neither lone founder nor family firms exhibited superior valuations within a randomly drawn sample of companies. Our results confirm the difficulty of attributing superior performance to a particular governance variable.     

Is there a liability of foreignness in global banking? An empirical test of banks' X‐efficiency

When a company operates outside of its home country, it may suffer a ‘liability of foreignness.’ Does this a priori theoretical expectation hold in the global banking industry? Banks increasingly compete outside of their home countries, and operating environments often differ sharply across countries, both in terms of financial markets and credit risk. In this paper, we report the results of an empirical test of the liability of foreignness in the global banking industry, using Fitch–IBCA BankScope data for the period 1989–96. Our findings strongly support the liability of foreignness hypothesis. Further, the data show some evidence that the X‐efficiency of a foreign‐owned bank is strongly influenced by the competitiveness of its home country and the host country in which it operates. Lastly, we find that in some environments U.S.‐owned banks are more X‐efficient than other foreign‐owned banks in some environments, but less X‐efficient in others. Copyright © 2002 John Wiley & Sons, Ltd.     

Designing production planning and control systems

This paper presents a contingency model designed to explain aggregate differences in the specifications for production planning and control systems across firms. The specifications for a firm's system, stated broadly in terms of the investment in information processing systems and organizational integrativeness, are related to that firm's competitive strategy and environment. An analysis of data from a limited sample of companies, and a panel of managers, provides insights into the applicability of the concepts used in the model, and its potential usefulness.