Preindustrial patterns in Chinese organizational culture

Chinese organizational culture is usually described as being influenced by Confucian social norms and unique to the country. The paper argues in contrast to this view that there are important cultural similarities between values and norms in organizations in China and other developing countries. It is suggested that China, like other developing countries, is in a process of industrialization but retains preindustrial social norms which shape social relations and organizational structures. The paper shows first that the morals of social distance and reciprocity which anthropologists have found to be constitutive of a large number of preindustrial communities also govern relationships within and between organizations in present-day China. The paper then turns to organizations in Africa and Latin America and it is shown that the same social morals structure behaviours in these two developing regions, suggesting that the cultural characteristics of Chinese organizations are not simply unique to this country but a set of preindustrial norms that industrializing countries have in common as a legacy of the past.     

Dual discounting in climate change mitigation in the forest sector

The efficiency of potential climate change mitigation is predicated on future costs and benefits and thus heavily influenced by the discount scheme. Dual discounting involves discounting carbon and monetary values differently; stand level modeling efforts show that it improves the profitability of afforestation projects. However, these stand level results may not hold across other age classes and stocking levels. Using a partial, spatial equilibrium model of the Norwegian forest sector, we analyze the impacts of a dual discounting scheme on climate change mitigation efforts. Dual discounting results in less mitigation efforts in the first decades but substantially higher long-term mitigation efforts.     

Mobilising supplier resources by being an attractive customer: Relevance,status and future research directions

For buying companies, supplier resource mobilisation is an essential process in gaining and sustaining preferential access to supplier resources. This editorial provides insights into the processes of supplier resource mobilisation and introduces three empirical studies on supplier resource mobilisation. We first introduce the supplier resource mobilisation cycle. This cycle may serve as a roadmap for purchasing and supply management (PSM) practitioners seeking to improve access to supplier resources. In addition, this article informs PSM scholars about the status of the supplier resource mobilisation literature and proposes avenues for future research. The cycle includes six stages: (1) becoming an attractive customer, (2) segmenting suppliers, (3) generating supplier satisfaction, (4) becoming a preferred customer, (5) engaging in supplier-oriented actions, and (6) integrating supplier resources. Finally, we introduce the articles in this issue that each examine a different stage of the supplier resource mobilisation process.     

Why did we make that cheese? An empirically based framework for understanding what drives innovation activity

In the more recent product development literature the interplay between R&D skills and competencies and market skills and competencies is seen as a major determinant of successful innovation. The study reported in this article was done in order to cast more light on these two constructs in an industry with low R&D expenditures, but where product development is nevertheless considered to be strategically important. That industry is the food processing industry. The results of a series of case studies indicate that constructs other than R&D and market orientation may be more appropriate for understanding innovation and explaining innovation success in the case material. A new set of constructs focusing on what causes specific innovation activities to occur is proposed and a revised framework is developed.     

‘One Size Does Not Fit All’

Abstract

The article presents a comparative analysis of mandatory networks used as an integrated part of local governance of the primary medical service in Norway, and their management. Both the networks and their management showed considerable variation in their basic characteristics, and three different management roles are described: ‘the diplomat’, ‘the adversary’ and ‘the equal partner’. The article argues that the managerial role of a network is a result of, as well as inflicting on, the distribution of power between the participants in the network.     

Key success factors for a growing technology innovation system based on SMS Application-to-Person in Norway

The case of short message service (SMS) Application-to-Person in Norway documents how SMS has re-emerged as a significant channel for customer dialogue: SMS is increasingly used for everything from dentist appointments to communicating with tax authorities. The Technology Innovation Systems perspective is the basis for an assessment of inducement mechanisms for the case, and thus the critical success factors. More specifically, the case serves as an example of a platform-based business ecosystem where the ownership of the platform is shared and a core resource is provided by the mobile network operators. It is shown how the current growth of the SMS channel is founded on collective action in the system, and how the subsequent legitimation process has aligned the SMS channel with user expectations and practices. The actors’ ability to collaborate and strike a balance between developing and sharing the market has been critical.     

Picture this: Managed change and resistance in business network settings

This paper discusses change management in networks. The literature on business networks tends to downplay the role of managerial initiative in network change. The change management literature addresses such initiative, but with its single-firm perspective it overlooks the interdependence of network actors. In exploring the void between these two streams of literature, we deploy the concept of network pictures to discuss managed change in network settings. We analyze a change project from the furniture industry and address the consequences of attempting to manage change activities in a network context characterized by limited managerial authority over these activities. Our analysis suggests that change efforts unfold as a negotiated process during which the change project is re-negotiated to fit the multiple actor constituencies. The degree of overlap in the co-existing network pictures of the involved actors is found to be decisive for the possibility of successfully implementing network change.     

Retirement timing in Europe: does sector make a difference?

This study uses Survey of Health, Ageing and Retirement in Europe data and event history analysis to determine the effect of sector of employment on retirement timing of older workers aged 50+ in 11 European countries. The findings suggest that older workers in the industrial and financial sectors retire earlier than those in the service sector.