The relative importance of social responsibility in determining organizational effectiveness: Student responses

This paper investigates the relative importance of social responsibility criteria in determining organizational effectiveness. The organizational effectiveness menu was used as a questionnaire with a sample of 151 senior undergraduates. Each respondent was asked to rate the importance of the criteria from three constituent perspectives within a service organization: (1) as a manager, (2) as an investor, (3) as an employee. Later, a subsample of students (n=61) responded to the same questionnaire acting as a manager in an assigned case study. The results indicated that students acting as managers, investors, or employees rate social responsibility criteria among the least important of the determinants of organizational effectiveness. Moreover, while specific situations may call for changes in the relative importance of these criteria, social responsibility criteria were not viewed, generally, as the most important determinants of organizational effectiveness.Kenneth L. Kraft is currently an Associate Professor of Management at Old Dominion University in Norfolk, VA. His recent papers explore the relationships between strategy, structure, social responsibility, and organizational effectiveness in a variety of settings.     

Information processing and innovative choice

In this paper we examine how the information processing of subjects who make an innovative choice (innovators) differs from that of subjects who make a noninnovative choice (noninnovators). The task involves selection of an alternative within a range of prerated product category innovativeness. We propose that subjects who seek 1) impersonal/uncontrollable sources, 2) higher levels of information, 3) more detailed (versus summary) data, and 4) noncomparative (versus comparative) data are more likely to make innovative choices. The research method is a computerized process tracing experiment utilizing Search Monitor (Brucks 1988).The authors wish to express their gratitude to Merrie Brucks for the use of and help with Search Monitor and to Eric Johnson, Dave Schmittlein, and Mita Sujan for helpful comments on an earlier version of this paper.     

Restructuring Japanese business through Kyosei: Capitalizing on international strategic alliances at the consumer level

Japan of the post-bubble era is the object of much reflection and speculation pertaining to risutora or restructuring of the economy. This study provides a novel, analytical perspective on the fundamental issues involved in the shift of momentum that characterizes Japanese business and economic restructuring. After examining the economic and corporate dimensions of the transitional forces that shape Japan's restructuring process, this study focuses on two powerful, yet often ignored, agents of change: the emergence of a new class of collaborative mandates, kyosei, and the rise of consumer power. The study further emphasizes the importance of planning and managing corporate-level restructuring activities with the interests of end users in mind, by empirically demonstrating the significance of strategic alliances, as a corporate restructuring option, on consumers. The results show that consumers' impression of alliances with Japanese firms have a strong effect on future attitudes toward each partnering brand. © 1996 John Wiley & Sons, Inc.     

Opportunistic tendencies in IJVS with the Japanese: The effects of culture,shared decision making,and relationship age

This study investigated how partners' self-reported opportunism and shared decision making varied by culture in international joint ventures (IJVs) with the Japanese. Data were gathered by a mail survey of senior officials in IJVs located in 11 host countries. Significant differences were found between partners from Western cultures and the Japanese, but not between other Asians and the Japanese. Indirect effects suggest that shared decision making neutralizes cultural tendencies toward opportunism. Results indicated that opportunistic tendencies did not diminish as the IJV relationship aged, and that shared decision making did diminish as the relationship aged.     

Trends in international business thought and literature: Parallels between the east and the west: The teachings of ancient Chinese philosophers and the echoes from western management theorists

This article aims to bridge the gap between an oriental culture and a western approach to management concepts and practice with a view to exploring a culturally fit style of management for China. Comparisons are drawn between the teachings of early Chinese philosophers and scholars with those of their western counterparts. It is envisaged that hidden links may be eventually found so that management as a universal concept with cultural variations may be the trend in the nineties and beyond.     

Managing organizational culture in a Japanese organization in Hong Kong

The issue of how MNCs manage the organizational culture in their overseas subsidiaries is one of the central questions for managing overseas employees. The study explores how a Japanese MNC in Hong Kong manages its organizational culture across cultures. The results imply that a company will not be effective if it uses artifacts only, such as ceremonies to convey the desired culture to the local employees. The more important mechanism is the human resource management system which is considered as the statement of the company's values, beliefs and assumptions. Since the case company uses a dual human resource management system and a dual control practice for the Japanese and local employees, these practices send out mixed messages and signals to the local employees who cannot project the desired state culture. Furthermore, because local employees bring along with them their values derived from national culture, they tend to adhere to these values rather than those of the company.     

Made in America? sustaining a competitive presence in the commercial class aircraft industry in the 1990s

The United States has dominated the global commercial class aircraft industry for decades. The sector has been considered strategic because of its contribution to both the economic base and the military needs of a country. Government intervention has been a hallmark of the industry almost since its inception. Changes in industry dynamics triggered, in part, by foreign and domestic public policies-both directly and indirectly aimed at this sector– have lead to the proliferation of internationalized production structures, replacing the traditional domestic structures of the past. Global outsourcing, transnational joint ventures, and foreign investment have contributed to the globalization of the industry.     

Selected individual differences and collegians' ethical beliefs

This paper develops twenty hypotheses concerning the relationships among selected individual differences variables (locus of control, delay of gratification, gender, and race) and five different ethical beliefs. The results of a study of collegians provide support for seventeen out of twenty research hypotheses. As predicted, locus of control, delay of gratification, and race are related to ethical beliefs. Also as predicted, gender is not related to ethical beliefs. Michael K. McCuddy, Professor of Human Resource Management at Valparaiso University, has conducted research on a variety of organizational topics. His work has been published in the Academy of Management Journal, Journal of Applied Psychology, Journal of Organizational Behavior Management, The Health Care Supervisor, and Management Accounting. His current interests involve academic ethics and subsequent career behavior, organizational morality and organizational success, and ethics in the management accounting profession. Barbara L. Peery, Adjunct Professor of Management at Virginia Commonwealth University, teaches courses in Entrepreneurship and Human Resources Management. Her scholarly work has been published in the Journal of Small Business Management and the Journal of Private Enterprise. Her current research interests focus on the antecedents and consequences of academic ethics. She has co-directed or coordinated several consulting projects for agencies in the Commonwealth of Virginia, and has taught in Russia.