中、印两国企业家到底有多大不同？

中国创业者认为商业上的成功有赖于知晓并利用外部市场环境,而印度创业者认为成功源于适应不断变化环境的内在能力。     

Firm heterogeneity,foreign market entry mode and ownership choice

We study the relationship between firm productivity, foreign market entry mode and affiliate ownership choice using Kolmogorov–Smirnov stochastic dominance tests on Japanese firm-level productivity and horizontal FDI data into 20 OECD countries during the period 1985–2001. We devote particular attention to different types of joint ventures to find that affiliate ownership increases with the parent firm's TFP.     

Firm Productivity and the Foreign‐Market Entry Decision

We use Japanese firm‐level data to examine how a firm’s productivity affects its foreign‐market entry strategy. The firm faces a choice between exporting and foreign direct investment (FDI). In the case of FDI, the firm has two options: greenfield investment or acquisition of an existing plant (M&A). If it selects greenfield investment, it has two ownership choices: whole ownership or a joint venture with a local company. Controlling for industry‐ and country‐specific characteristics, we find that the more productive a firm is, the more likely it is to choose FDI rather than exporting and greenfield investment rather than M&A.     

Internationalization in the Reinsurance Industry: An Analysis of the Net Financial Position of U.S. Reinsurers

In today's global marketplace, the extent of internationalization has become increasingly relevant. We use the framework of the eclectic paradigm to empirically investigate internationalization by U.S. reinsurers using the net financial position in foreign markets to proxy for the level of internationalization. Our sample includes both developed and developing nations to provide a more complete analysis of internationalization of U.S. reinsurers. We find that the factors related to reinsurers’ net financial positions vary based on the characteristics of the countries, the reinsurers, and the industry.     

Gilt Groupe's CEO on building a team of A players

Ryan believes that a CEO should spend more time on recruiting and managing people than on any other activity, and that the head of HR is one of the most important people in the company. He insists on his freedom to bypass managers and speak with any employee at any time. And he espouses certain talent-management principles, such as that your best people are usually underpaid (reward them with performance pay) and that people leave jobs mainly because they don't like their managers. Recruiting at Gilt Groupe focuses on references more than on résumés and interviews because, Ryan says, resumes only establish basic qualifications for a job, and interviewers can't help being influenced by well-spoken or attractive people. But reference checks need to go beyond the names supplied by a candidate: Employers should dig up people in their networks who are willing to speak candidly.     

Ethical Duties of Organizational Citizens: Obligations Owed by Highly Committed Employees

Individuals who demonstrate organizational citizenship behavior (OCB) contribute to their organization??s ability to create wealth, but they also owe their organizations a complex set of ethical duties. Although, the academic literature has begun to address the ethical duties owed by organizational leaders to organizational citizens, very little has been written about the duties owed by those who practice OCB to their organizations. In this article, we identify an array of ethical duties owed by those who engage in extra-role behavior and describe those duties in context with personality theory. We suggest that employees who understand the complex nature of OCB and the associated duties they owe to others are more likely to reach their potential and make greater contributions within their organizations.     

Prediction markets as meta-episteme: Artificial intelligence,forecasting tournaments,prediction markets,and economic growth

This paper presents a speculative framework suggesting that prediction markets (or its epistemic cousins such as artificial intelligence or forecasting tournaments) may constitute a break in the expansion of human knowledge in a manner similar to the impact of the Scientific and Industrial Revolutions. Just as the scientific understanding of the natural world facilitated the development of useful technologies to move far faster than what is allowed by blind evolution and tinkering, tools such as prediction markets allow for scientific knowledge to move faster than its current evolutionary process. The intellectual bases for these tools, such as the interpretation of probabilities as bets, are relatively recent additions to human knowledge, which may have significant implications for how we evaluate past thinkers, versus what is now possible or may be possible in the future.