Training does not imply learning: the individual’s perspective

Using recent empirical findings from an in-depth study in the Financial Services Sector in the UK, this article provides new insights into the association between training and learning from the individual’s perspective. The analysis provides an account of the perceptions of individual managers across three Retail Banks regarding the role, significance and impact of training as a learning opportunity and shows the multiplicity of factors affecting whether individuals actually learn from training. The findings challenge some of the assumptions which have guided our thinking in the management training and development field. The implications of the findings for research and practice are considered.     

Virtuous or vicious cycles? The role of divestitures as a complementary Penrose effect within resource‐based theory

Research summary: Studies of how divestitures affect firm performance offer mixed results. This paper unpacks relationships between divestitures and subsequent performance, focusing first on the moderating role of prior performance and then on mechanisms through which divestitures by higher‐ and lower‐performing firms affect performance. The study suggests that divestitures can exacerbate weakness and reinforce strength: divestitures by lower performers improve profits but inhibit sales growth and tend to speed the firms’ exits as independent actors; by contrast, higher‐performing divesters invest in support of existing assets and gain new growth, while avoiding becoming acquisition targets. Most generally, divestitures help reduce constraints to changing a firm's resource base, which we refer to as a complementary Penrose effect. Managerial summary: Divestitures help both struggling firms and high performers free financial and managerial resources that they can reinvest in more productive uses. In doing so, divestitures reinforce the strength of high performers but may exacerbate weaknesses of struggling firms. Divestitures by lower performers improve their profits but inhibit their sales growth and increase the chances that the firms will be acquired. By contrast, higher‐performing divesters gain new growth by investing in support of existing and recently acquired assets and, by doing so, are less likely to become targets of acquirers who seek their productive assets. Thus, divestiture is part of a downward cycle for struggling firms but supports a virtuous cycle for superior firms.     

The Effect of R&D Services Offshoring on Skilled Employment: Firm Evidence

The offshoring of high‐tech services has greatly increased in recent years, with consequences for firms demand for skilled employment in firms. This paper specifically analyses the relationship between R&D offshoring and the demand for R&D employment using firm‐level data for Spanish manufacturing and services companies during the period 2004–11. Estimating different specifications with panel data techniques, we find that this association is statistically positive. In particular, for services firms a 1 percentage point increase in R&D offshoring raises the demand for researchers by about 11 per cent.     

Economic Effects of the Syrian War and the Spread of the Islamic State on the Levant

This paper uses a global computable general equilibrium framework with new detail on six Levant countries – the Arab Republic of Egypt, Iraq, Jordan, Lebanon, the Syrian Arab Republic and Turkey – to quantify the direct and indirect economic effects of the Syrian war and the advance of the Islamic State on the Levant. Syria and Iraq bear the brunt of the direct economic costs, while the other Levant countries lose in per capita but not in aggregate terms as the inflows of refugees increase the size of their populations. The war has undermined progress towards deeper regional trade integration, thus adding to varying degrees to the direct costs sustained by the Levant economies and, in the cases of Syria and Iraq, doubling their welfare losses. All Levant countries are foregoing opportunities to expand intra‐Levant trade and the associated gains in economic efficiency. The average welfare effects are not indicative of the distributional effects of war within countries.     

A Calibrated Group Decision Process

In practice most organisational decisions are made by groups that bring into the problem multiple perspectives, both complementary and contradictory. When having a group of decision makers, usually individuals’ preferences are either led to consensus or are aggregated with the use of some function like the median, the arithmetic or geometric mean. We focus in the second case, where individual’s preferences need to be aggregated. Our approach is based on the fact that when two decision makers are asked to give their preference between a pair of criteria using a specific scale, it is possible that they will give slightly different answers, even when they actually have the same opinion. This difference will not affect the case of a single decision maker, as it will be consistent throughout the whole process. However, it can affect a group decision when the values will be used as an input for the aggregation function. A novel approach is presented that enhances group decision making through a group calibration process. The proposed process adjusts individuals’ preferences based on their answers on a set of standardized questions prior to the aggregation phase. The method focuses The whole concept is applied to the group analytical network process method and it is illustrated through a telecommunications project case. The decision under examination concerns the selection of the right place for deploying a new telecom service of a multinational-based telecommunications company where a group of geographically dispersed decision makers form an ad-hoc virtual team in order to select the location for a new technical support centre.     

Confirmatory factor analysis to validate a new measure of food insecurity: perceived and actual constructs

Quality & Quantity - Food crises in 2008 raised the need for more timely and effective policy instruments to monitor and fight food insecurity. FAO developed the Food Insecurity Experience...     

Mergers and acquisitions & trade: A global value chain analysis

The present paper deals with how the insertion in international trade and global value chains (GVCs) of countries affects their capacity of attracting foreign mergers and acquisitions (M&As). To this end, we combine data for bilateral M&As and trade in value added for the period 2001–15 and estimate an augmented gravity equation. Results indicate that trade openness per se does not favour M&As. Nevertheless, bilateral free trade agreements, heterogeneity of destinations (sources) for exports (imports) of intermediate and final goods, and position and participation in global value chains are relevant for explaining bilateral M&As. Moreover, their role is significantly different depending on the level of development of the home and host countries.     

The dark side of buyer-supplier relationships: A social capital perspective

The literature on supply chain management (SCM) has consistently promoted the “bright side” of collaborative buyer-supplier relationships (BSRs). Based on the social capital argument, SCM scholars have investigated how a buyer can gain access to and leverage resources through its collaborative BSRs. Our study extends this research stream by considering the “dark side” of social capital in BSRs. It evaluates how social capital in its cognitive, relational, and structural forms contributes to or impedes value creation within BSRs. Both primary survey measures and secondary objective measures have been used in data analysis. The results show the presence of both the bright side, confirming the existing literature, and the dark side, extending the literature. There is an inverted curvilinear relationship between social capital and performance: Either too little or too much social capital can hurt performance. This study confirms that building social capital in a collaborative BSR positively affects buyer performance, but that if taken to an extreme it can reduce the buyer's ability to be objective and make effective decisions as well as increase the supplier's opportunistic behavior. Our study also examines how a buyer can delay the emergence of the dark side. It opens up new research avenues in the collaborative BSR context and suggests directions for future research and practice.