Trade,imitative ability and intellectual property rights

Economic theory suggests some ambiguity concerning the effects of strengthening intellectual property rights (IPRs) on international trade. Here we extend the empirical literature that attempts to resolve this ambiguity. We use panel data to estimate a gravity equation for manufacturing exports, in aggregate and by industry, from five advanced countries to 69 developed and developing countries over the period 1970–1999. In particular, we use threshold regression techniques to determine whether the impact of IPR protection on trade depends upon the level of development, imitative ability and market size of the importing country. We confirm the importance of the importers’ imitative ability, and also find some evidence of a role for market size in this relationship. The individual industries present different patterns of thresholds and coefficients, with Total Manufacturing closely reflecting that of Fabricated Metal Products.     

Marketing and business performance

Academics and managers have struggled for many years to understand and delineate the role of marketing in explaining business performance differences between firms. Most of the theory base for any such attempts has to be informed by strategic management theory, since the primary question that strategic management seeks to answer is why some firms outperform others over time. This paper synthesizes three major streams of thought in strategic management with the empirical and theoretical literature on strategic marketing to develop an integrative theory-based conceptual framework linking marketing with firms’ business performance.     

Fitting Standard Software Packages to Non-standard Organizations: The " Biography' of an Enterprise-wide System

This paper investigates the development and implementation of a generic off- the-shelf computer package and the competing pressures for standardization and differentiation as this package is made to fit new organizational settings. The particular focus is on an Enterprise Resource Planning (ERP) system and its application within universities. In order for the ERP system to fit this setting a new module called "Campus' is being developed. We followed the module as the current "generic user' embodied in the software was translated to a more "specific user' (a number of universities piloting the module) and back once again to a generic form of university user (the potential "global university marketplace'). We develop the notion that these systems have a "biography', which helps us to analyse the evolution of software along its life cycle and provides insights into the different dynamics at play as Campus is translated for use in a number of institutions and countries. The study draws on over three years of ethnographic research conducted in a British University and a major ERP Supplier.     

Measuring Employer-Based Discrimination Versus Customer-Based Discrimination

A BSTRACT . This paper examines alternative hypotheses as to why French Canadians are underrepresented on National Hockey League teams based in English Canada relative to their representation on teams based in the United States.
Using panel data, the paper accounts for the idiosyncratic behavior of specific teams by using a fixed-effects model. With these fixed-effects accounted for, the paper tests the degree to which the representation of French Canadians on a team is related to that team's location—either in English Canada or the United States—versus the degree to which the representation is related to the ethnic origin of that team's coach and general manager.
It finds the ethnic origin variables to be unable to explain the representational patterns, leaving the team location variable as the only significant explanatory variable. These statistical findings thus support a "customer discrimination" explanation of the underrepresentation, as opposed to an "employer discrimination" explanation. Identifying this source of any potential discrimination is important, since different sources will have different implications for the prospects of reducing such discrimination.     

The Leadership Archetype: A Jungian Analysis of Similarities between Modern Leadership Theory and the Abraham Myth in the Judaic–Christian Tradition

Archetypal psychology suggests the possibility of a leadership archetype representing the unconscious preferences of human beings as a species about the appropriate relationships between leaders and followers. Mythological analysis compared God’s leadership in the Abraham myth with modern visionary, ethical and situational leadership to find similarities reflecting continuities in human thinking about leadership over as long as 3600 years. God’s leadership behavior is very modern except that God is generally more relationship oriented. The leadership archetype that emerges is of a leader that develops his/her follower by reliably maintaining a vision, behaving according to firm ethical values even when it weakens the leader’s authority, accepting suffering when the follower is unreliable, and always forgiving even when the follower behaves with hubris in an attempt to overthrow the leader. If God’s leadership principles were mandatory in management, many dysfunctional leaders would be disqualified and many of the negative consequences of poor leadership might be averted. Neil Remington Abramson is an Associate Professor of Strategy, Specialist in building effective business relationships in comparative management contexts.     

Exploring the paradox of unionised worker dissatisfaction

This paper explores the apparent paradox that while unions exist to promote the interests and well-being of their members, UK survey evidence consistently shows that union members report lower levels of job satisfaction than non-union workers. A review and further analysis of the evidence confirms that this difference persists after controlling for other factors such as type of work. If union member dissatisfaction reflects a form of voice, then we might expect to see resulting gains. An analysis of data from the 1998 Workplace Employee Relations Survey indicates that any gains are modest. Evidence is presented to suggest that although management has become less hostile to trade unions, a degree of anti-union sentiment remains, sometimes leading to a muffling of the union voice, and this helps to account for some of the union member dissatisfaction.