An enduring need: multilateralism in the twenty-first century

That the global economy has been hugely successful over thepast 50 years is unquestionable. A major underpinning of thatsuccess has been the open multilateral system, which has enabledthe emergence of a truly international financial system, reciprocalreduction of trade barriers, and the emergence of many previouslypoor countries into the status of ‘emerging markets’or even ‘developed’. The open multilateral system,however, is increasingly under-appreciated and taken for granted.Preferential trading arrangements have proliferated, and withthem the possibility of discriminatory arrangements for capitalflows. The absence of an international regime for capital flowspermits this development and poses a threat to the system, asdo all of the issues on which countries' governments assert‘their’ interests, and ignore their interests inthe overall health of the system. It is to be hoped that thebenefits of multilateralism are more greatly appreciated, andthat the current trend toward increasing regionalism and departuresfrom the post-war system is reversed.     

Discussion of “biases in multi-year management financial forecasts: Evidence from private venture-backed U.S. companies”

Armstrong, Dávila, Foster, and Hand (“ADFH”) use a proprietary venture capital database of revenue and profit projections submitted by young firms seeking financing to attempt to address a number of questions related to forecasts by managers of early stage, venture-backed, private entrepreneurial firms. The proprietary dataset together with the creative use of a “historically-grounded conditional projections” methodology are the most interesting features of ADFH’s study. However, these same aspects give rise to empirical design constraints that the study does not fully overcome. In addition, there are numerous leaps of logic required to arrive at some of ADFH’s conclusions and there are alternative explanations for ADFH’s findings that have not been entirely refuted. This leaves the reader with some doubt as to whether all of ADFH’s conclusions are fully substantiated. Nevertheless, the evidence presented makes an interesting contribution to our understanding of the forecasting behavior of young, private, rapidly growing, VCbacked firms, and provides some natural economic and methodological leads into further studies of these issues.     

Can You Hear Me Now? Communication in Virtual Product Development Teams*

Globalization and technological advances are driving organizations to extend the boundaries of new product development (NPD) teams from traditional colocated settings to dispersed or virtual settings. Virtual NPD teams have a wide array of information and communication technologies (ICTs) at their disposal. ICTs allow team members to communicate and collaborate as they cope with the opportunities and challenges of cross‐boundary work. The purpose of this paper is to explore ICT use by members of virtual NPD teams. This study presents an exploratory test and integration of two competing perspectives of media use in virtual teams: media capacity theories and social dynamic media theories. Specifically, this paper examines the role of task type, organizational context, and ICT type as critical contingency variables affecting ICT use. It also examines how different patterns of ICT use relate to individual perceptions of team performance. The findings from this study of 184 members of virtual NPD teams in three global firms suggest that communication via ICTs in virtual NPD teams is contingent on a range of factors.     

Leader influences on training effectiveness: motivation and outcome expectation processes

Training effectiveness is a function of trainee characteristics, training design and contextual factors. Social exchanges in the work environment have received less attention compared with other training effectiveness predictors. We focus on the extent to which leaders (through their relationships and exchanges with followers) influence skill transfer, maintenance and generalization. We also examine two intervening processes (training motivation and outcome expectancy). Our findings, based on surveys from 495 employees, argue for the importance of leader–member exchange for training transfer, with training motivation and outcome expectancy as intervening mechanisms.