Lift outs: how to acquire a high-functioning team

More and more, expanding companies are hiring high-functioning groups of people who have been working together effectively within one company and can rapidly come up to speed in a new environment. These lifted-out teams don't need to get acquainted with one another or to establish shared values, mutual accountability, or group norms; their long-standing relationships and trust help them make an impact very quickly. Of course, the process is not without risks: A failed lift out can lead to loss of money, opportunity, credibility, and even native talent. Boris Groysberg and Robin Abrahams studied more than 40 high-profile moves and interviewed team leaders in multiple industries and countries to examine the risks and opportunities that lift outs present. They concluded that, regardless of industry, nationality, or size of the team, a successful lift out unfolds over four consecutive, interdependent stages that must be meticulously managed. In the courtship stage, the hiring company and the leader of the targeted team determine whether the proposed move is, in fact, a good idea, and then define their business goals and discuss strategies. At the same time, the team leader discusses the potential move with the other members of his or her group to assess their level of interest and prepare them for the change. The second stage involves the integration of the team leader with the new company's top leadership. This part of the process ensures the team's access to senior executives-the most important factor in a lift out's success. Operational integration is the focus of the third stage. Ideally, teams will start out working with the same or similar clients, vendors, and industry standards. The fourth stage entails full cultural integration. To succeed, the lifted-out team members must be willing to re-earn credibility by proving their value and winning their new colleagues' trust.     

A cross‐cultural analysis of print advertising targeted to Hispanic and non‐Hispanic American consumers

U.S. Hispanics represent an important consumer segment in the North American market, but research in the area of U.S. Hispanic advertising remains limited. This study provides cross‐cultural analysis of print advertising targeted to Hispanic and non‐Hispanic American consumers in an attempt to explore the differences or similarities in their depictions of cultural values. The authors develop a scheme for content analyzing cultural values based on cultural theory literature. Results show meaningful differences in the core cultural values emphasized to target U.S. Hispanic consumers. The study has implications for marketers and academics who want to differentiate between culturally adapted advertising appeals for U.S. Hispanic and non‐Hispanic American consumers. The coding scheme developed in this study can help marketers identify and depict Hispanic cultural value appeals in their marketing communications. © 2009 Wiley Periodicals, Inc.     

Income effects and physician labour supply: evidence from the threshold system in Ontario

Abstract. We examine a reform to the physician threshold system in Ontario that provides a unique opportunity to assess the effect of fee changes on physician behaviour, free from the biases that potentially affect simple time‐series or cross‐section inference. We find that: (1) the income effects of fee changes are small, but significant; (2) the income effect dominates the substitution effect only for a minority of services with relatively low prices and high volumes; and (3) the cross effects of fee changes tend to be significant only for services with relatively high prices and low volumes.     

Trade Policy in a Small Advanced Transition Economy: Trade Policy Review of Slovenia, 2002

The aim of this paper is a commentary to the first Trade Policy Review (TPR) of Slovenia and to shed more light on the background of the whole process of trade liberalisation and transition in Slovenia during the 1990s. The TPR praises Slovenia for its sound trade regime, which is in conformity to Slovenia's commitments to the multilateral trading system and detects only a few open issues. The paper puts these issues in a broader context of Slovenia's trade liberalisation after independence in 1991 and recent harmonisation with the EU in the pre‐accession negotiation process. Although there is much scope for improvements in Slovenia's trade policies and practices, one should note that most of the open issues raised would disappear anyway upon Slovenia's accession to the EU by 1 May, 2004, and by subsequent adoption of the CET and full implementation of the acquis communautaire. Some of the problems, such as strong government support to agriculture implemented by Slovenia due to harmonisation with the EU's CAP should, however, be challenged at the broader multilateral level in the framework of the Doha Development Agenda.     

SME Foreign Direct Investment: An Examination of the Joint Venture Experiences of German and U.K. Small and Medium Sized Firms in China

Joint Ventures (JVs) have become popular vehicles for foreign market servicing, but few studies have focused on the joint venturing activities of Small and Medium-sized Enterprises (SMEs). This article examines the activities of 9 U.K. and 12 German SME joint ventures in China. Based on a questionnaire survey and in-depth case interviews, it reveals that the JVs, though successful, are not without their problems and the experiences are similar to those of large multi-national enterprises. As the key to success is the choice of the joint venture partner, assistance is required to help SMEs identify and select appropriate partners.