西方商学院为何离开?

伦敦的卡斯商学院是被中国看似巨大且尚未开发的管理教育市场所吸引的数十家MBA教育项目之一.2004年,它首先与上海财经大学合作创办了高级经理教育项目,大约80名学员毕业自这个两年制的项目.但是卡斯商学院派往中国的英国管理人员逐渐对政府审批每位新学员的冗长程序感到厌倦了.     

On the Uniqueness of Equilibrium in Cournot Oligopoly and Other Games

In an average surplus sharing game, such as a Cournot oligopoly, a group of agents share a production process. Each contributes an amount of input to the process, and output is divided in proportion to the amount of input contributed. Uniqueness of the equilibrium is needed for any type of comparative static analysis. However, general uniqueness results for concave games have restrictive assumptions on preferences and technology; specifically, the conditions needed for uniqueness become more difficult to meet as the number of players increases. A new theorem for uniqueness with easily interpretable conditions is given which is independent of the number of players.Journal of Economic LiteratureClassification Numbers: C70, C72, D43.     

On the welfare implications of firing costs

This is a paper on the theory of institutions. It provides a rationale for the presence of firing costs in OECD countries based on a market failure that takes the form of an externality. Workers have firm-specific and industry-specific skills, and in each period there is a nonzero probability that a worker quits. The quitting probability makes the private discount rate (used by firms in making decisions about firing workers) higher than the social discount rate. This generates a “quitting externality”, where firms lay off too many workers in a recession. Firms are too quick to dispose of their human capital in a cyclical downturn because it is of less value to them than it is to society. State-mandated redundancy payments become a second-best remedy to overcome the market failure.     

Social support in the workplace between teleworkers,office‐based colleagues and supervisors

This paper draws upon the findings of qualitative interviews carried out with teleworkers, their office‐based colleagues and supervisory staff of a teleworking initiative introduced by a UK public sector local authority to explore workplace social support relationships. Our study found differences between office‐based and permanent teleworking staff in terms of social support. For teleworkers relationships at work are complex, with social support networks being established prior to working at home. By working from home, teleworkers were able to develop greater social support relationships with some colleagues, predominantly other teleworkers, while at the same time allowing them to distance themselves from negative work relationships. Overall, a social disconnection developed between teleworkers and office‐based staff. In contrast social support was more important for office‐based workers, who valued co‐worker relationships with other office‐based staff.     

HR outsourcing: the impact on HR role,competency development and relationships

The business benefits of an outsourcing strategy are well documented, and HR is encouraged to outsource in order to add value. Yet little is known about how HR outsourcing affects the HR role, competencies and relationships with senior management. These issues are examined through 27 semi‐structured interviews with senior HR professionals, comparing HR departments engaged in HR outsourcing with those maintaining full in‐house HR provision. The findings indicate that HR outsourcing stymies HR role transformation. HR outsourcers experienced limited skill development and an increased focus on cost reduction at the expense of their strategic position. In contrast, non‐HR outsourcers actively engaged in other parts of the business, developing competencies that garnered trust and support of senior managers. The benefits of an external HR community appear limited. The study suggests that an ‘internal’ HR community is better placed to enhance HR departmental roles.     

From frozen continent to tourism hotspot? Five decades of Antarctic tourism development and management,and a glimpse into the future

Representing the main commercial activity on the Antarctic continent, Antarctic tourism is increasingly thrust into the limelight as both benefactor and detractor to the environmental and political integrity of Antarctica. In view of its unprecedented growth, questions arise about the limitations of future tourism development in Antarctica. This paper assesses Antarctic tourism development over the last five decades and evaluates its current and future status from the viewpoints of Antarctic tourism stakeholders. This assessment is informed by interviews with Antarctic tourism stakeholders and a Delphi study undertaken in 2007. The authors found that Antarctic tourism stakeholders are concerned about the increasing scale and diversification of Antarctic tourism and generally subscribe to a conservation imperative when expressing their hopes for the future use of Antarctica and the development of Antarctic tourism. In conclusion, the rapid development of Antarctic tourism requires structural, institutional and legislative changes if Antarctic tourism regulation is to remain successful.     

Why Western B-Schools Are Leaving

Businessweek, May 26, 2008 ABSTRACT: Cass Business School in London was one of several dozen MBA programs tempted by a seemingly massive and untapped market for management education in China. It started a joint executive education program with the Shanghai University of Finance and Economics in 2004 and has had about 80 students graduate from its two-year program. But the British administrators Cass sent to China grew weary of the lengthy government approval process required for each new class of studen...