Does the Interactive Use of Headquarter Performance Measurement Systems in Foreign Subsidiaries Endanger the Potential to Profit from Local Relationships?

Managing distant subsidiaries is a challenge for headquarters of multinational companies. Performance measurement systems (PMS) can assist in this task. Taking a business network perspective, we study the moderating effect of the interactive use of PMS implemented by headquarters at subsidiaries on the relationship between subsidiary embeddedness and subsidiary performance. We test our hypotheses using survey data from 110 subsidiary managers in China. The results suggest that the multinational network surrounding the subsidiary affects overall headquarter control possibilities. Specifically, while interactive use may be helpful in situations of low local embeddedness of the subsidiary, it seems to have negative side effects on the subsidiaries’ ability to benefit from high local embeddedness.     

Emissions trading in Europe: Effective tool or flight of fancy?

Conclusion  The NAPs must be compatible with the climate goals and emissions reduction targets. Within the first period there will be no concrete sanction mechanism if countries fail to achieve their target, as is planned for later periods. A stringent allocation of allowances would prevent too high a burden on private households and the transport sector. In addition, it would also increase the incentive for other flexible mechanisms such as Clean Development Mechanisms (CDM) and (later on) Joint Implementation (Jl). Conversely, some important aspects of the trading system, such as the treatment of newcomers or how to react to the dynamics of the market, are not regulated at the European level. This provides a large scope for strategic action and creates uncertainties. In Germany as well as in many other countries, negotiations between politicians and industrial lobbyists has led to a less effective emissions trading system. It is questionable whether there will be significant emission trading at all. The climate goal cannot be reached if industries get the emissions allowances that they need to continue business as usual. In the future, it would be desirable to harmonise the specific rules of the initial allocation plan among all European countries in order to avoid strategic behaviour and a weakening of the entire trading system.     

Cost-effective service excellence

This article integrates relevant literature to develop a conceptual model on the potential avenues to achieve service excellence at low unit costs, which we term cost-effective service excellence (CESE). To gain a deeper understanding of these strategies, their applicability and interrelatedness, we analyze how 10 organizations have achieved CESE. Our findings show that CESE can be achieved through three core strategies. First, a dual culture strategy provides a comprehensive set of high-quality services at low cost, largely driven by leadership ambidexterity and contextual ambidexterity. Second, an operations management approach reduces process variability and thereby allows the increased use of systems and technology to achieve CESE. Third, a focused service factory strategy can enable CESE through a highly specialized operation, typically delivering a single type of service to a highly focused customer segment. The use of the three approaches ranges from “pure” (e.g., mostly pursuing a dual culture strategy) to combinations of the latter two approaches with the dual culture strategy (e.g., a focused service factory strategy combined with dual culture). Our conceptual model provides an integrated view of the strategic options available to organizations that aim to pursue a strategy of CESE.     

正确押注创新

正市场依旧变化无常,想要实现发展目标难上加难。但是,最佳创新企业无论是在顺境还是逆境中,都在市场上遥遥领先。他们制定清晰的创新战略,在探索期就筛选创意,并将资源投入到最有发展前景的创意上。他们怎么做到的?     

Development of a Service Guarantee Model

Much has been written about service guarantees and their various proposed benefits. Following the literature, many writers regard a guarantee as a tool to jump-start quality improvements and/or see in them the ultimate way to gain a competitive edge. The objective of this paper is to consolidate our understanding of the working of guarantees. Based on a literature review and an exploratory study, a set of explicit propositions on the impacts of service guarantees was advanced. These propositions were then integrated into a single conceptual model. The model shows the impacts of well-designed guarantees on operations and service quality, consumer behavior, and finally on business performance.     

On the economics of the longevity risk transfer market

We present a model of a longevity risk transfer market with different market players (primary insurers, reinsurers, and capital market investors) and investigate how market dynamics and the market players' roles evolve with progressing market saturation. We find that reinsurers' appetite for longevity risk is the key driver in the early stage of market development. Since diversification benefits with other businesses decrease with every transaction, the reinsurance market is intrinsically antimonopolistic. With the increasing saturation of the reinsurance sector as a whole, its competitiveness shrinks leading to rising expected risk-adjusted returns for capital market investors. We show that in a saturated market, reinsurers should assume the entire longevity risk from primary insurers, diversify it within their business mix, and subsequently pass on only specific (nondiversifiable) components of the longevity risk to the capital markets. Our findings provide valuable suggestions on how to make the best use of the market's limited risk absorption capacity.