Changing Routine: Reframing Performance Management within a Multinational

This paper seeks to extend the literature on how change occurs in organizational routines by examining the link between routines and schemata and showing the cognitive and motivational factors involved. Using an in‐depth analysis of a Japanese multinational, we develop an account of how a newly‐implemented centralized performance management routine is interpreted by managers at two subsidiaries. We show how different performances of subroutines emerge into a new ostensive pattern of a routine, and how the cognitive and motivational aspects of individual agency are manifested in this process and how they affect the espoused organizational schema.     

Off the Mark: Response to Kaufman's Evolution of Strategic HRM

Professor Bruce Kaufman's look back at two seminal books published at the beginning of the strategic HRM field and examination of two recent books to trace the evolution of the field identifies some issues, but ones with which the field has dealt for a number of years. His choice of our book HRM and Performance provided the wrong target, and consequently his analysis seemed to miss the mark. © 2015 Wiley Periodicals, Inc.     

EXCHANGE-RATE ARRANGEMENTS FOR NAFTA: Should We Mimic the EU?

Following on from the successful launch of the euro in the European Union, a vigorous debate has erupted in both Canada and Mexico as to whether NAFTA should also adopt a common currency. Several other types of exchange rate arrangements are also possible for the North American bloc, and the aim of this paper is to evaluate all of these alternatives. The paper evaluates the full range of possible exchange-rate arrangements for the NAFTA bloc of countries from economic, political and institutional perspectives. The paper identifies ten different exchange rate regimes and evaluates these regimes with regard to economic growth, international trade, economic integration, credibility of the arrangements, institution-building and political acceptability.     

Parasoziale Meinungsführerschaft

In a democratic society, the media operate as a public space in which political and social topics are discussed. As media communicators influence and restrict both the topics of discussion and the amount of information available from in the media, they exert a substantial influence on the recipients’ formation of political opinion. The present study examines this impact by integrating the theoretical concepts of opinion leadership and parasocial relationship, resulting in a phenomenon referred to as parasocial opinion leadership. Based on the results of a qualitative survey of recipients, the concept was then substantiated. Parasocial opinion leadership is based on viewer’s perceptions and comes into existence, if (1) a recipient ascribes certain attributes to a media communicator based on a parasocial relationship; which (2) allows for a gradual influence of the media personality on the recipient’s opinions and attitudes by fulfilling at least one of the three functions information and reduction of complexity, orientation or arousal of interest.     

Disorganization in the process of transition Firm-level evidence from Ukraine

Most post-communist economies are characterized by an initial collapse in aggregate output. Blanchard and Kremer (1997) and Roland and Verdier (1997) have recently modelled supply-side distortions – disorganization in the links of production – that can lead to a short-term output contraction after market liberalization and a recovery thereafter. This paper is the first to illustrate and test the effects of disorganization in the transition process by using a unique dataset of 300 Ukrainian firms. Our results show that for firms that existed under central planning, disorganization constrains employment and productivity growth during the transition process to a market economy. We also show that the effects of disorganization are greater the more out-dated the capital stock inheritance from the planning system. In contrast, disorganization plays no role in the determination of employment and productivity growth in newly established private firms.
JEL classification: P0, O0, D0.     

Why is it so difficult? Trade liberalization under the Doha Agenda

Many explanations have been offered for the current difficultiesof the World Trade Organization (WTO). In fact, the system appearsto have managed many of these challenges reasonably well, includingthe increase in the number of members, its ‘mediaeval’decision-making procedures, the changing geopolitical environment,the rapid growth of preferential trade arrangements (PTAs),the complexity of its agreements, and concerns about erosionof unilateral preferences. By contrast, the near-exhaustionof the traditional fuel of industrial-country non-agriculturaltariffs, the increasing importance of non-trade concerns, andincomplete adjustment to a new, multi-polar negotiating systemappear to be important factors requiring further examination.     

Arrow:成功提高运营效率

作为全球最大的电子产品分销商,Arrow Electronics公司2004年销售收入达到了106亿美元。具有70年历史的Arrow公司总部位于美国纽约州 Melville市,通过遍布53个国家和地区,由200多个销售点组成的全球销售网络,向600个其他供应商和15万个 OEM(原始设备制造商)、合同制造商及商业客户供应电子产品。