Tourism and social change reply to Romsa

While most state socialist societies attempt to attract large scale foreign tourism, the Albanians continue to constrain the numbers and movements of foreign tourists permitted onto their soil. Within the framework of three “contexts”—the organizational, the environmental, and the perceptual—this paper briefly looks at the individuality of the Albanian approach to foreign tourism: implicitly, as a possible model for other small, less developed societies. Finally, questions are raised as to the future of tourism in Albania given an imminent change —after forty years—in the country's dogmatic leadership.     

A methodological note on diversity measurement

This research addresses the question, do categorical and continuous measures capture the same construct of diversity? Using analysis of variance, cluster analysis, and discriminant analysis, we investigated whether continuous measures (entropy and product count) differentiate between diversification categories, whether continuous measures converted to categories and subjectively assigned categories classified companies similarly, and whether continuous and categorical measures predicted similar diversity–performance relationships. We concluded that the techniques were associated but did not yield the same performance predictions. For researchers investigating diversity–performance relationships, choice of measurement technique will influence research results. Our research results suggest that attempts to combine categorical and continuous techniques as a way to overcome the limitations of both methods is not appropriate.     

Strengthening the weak link in strategic executive development: Integrating individual development and global business strategy

The global business environment of the 1990s provides both challenge and opportunity to human resource development to become an integral player in helping implement business strategy. The results of two best practice studies suggest that some leading firms such as 3M and Motorola are doing just that. At these companies current strategic business issues are the drivers of flexible and opportunistic executive development activities. Naturally occurring on-the-job experiences are consciously utilized in such a way that helping executives to develop becomes an integral part of conducting business. The implications of linking executive development to business strategy for practice and for future research are discussed. © 1995 by John Wiley & Sons, Inc.     

Determinants of indian export performance in the 1970s

Zusammenfassung Bestimmungsgründe für die indische Exportt?tigkeit in den 70er Jahren. — In diesem Aufsatz werden verschiedene Hypothesen, welche die indischen Exportleistungen in den 70er Jahren erkl?ren sollen, quantitativ getestet. Es wird ein umfassender Satz von Daten über Exporte, Industrieproduktion und indische und amerikanische Gro\handelspreise — jeweils aggregiert gem?\ der indischen Input-Output-Klassifikationbenutzt, um den Einflu\ finanzieller Anreize, der inl?ndischen Angebots-Nachfrage-Verh?ltnisse sowie infrastrukturbedingter und anderer Angebotsengp?sse auf das indische Exportverhalten zu untersuchen. Jede Hypothese l?\t sich bis zu einem gewissen Grad stützen. Finanziel-le Variable erweisen sich als ziemlich bedeutsam in den exportorientierten arbeitsintensiven Sektoren. In den mehr geschützten kapitalintensiven Sektoren dominieren die heimischen Angebots-Nachfrage-Bedingungen. Au\erdem zeigt sich quer durch alle Industriezweige eine negative Korrelation zwischen dem Exportwachstum und dem Ausma\ rückw?rtiger Verflechtungen mit anderen Wirtschaftsbereichen im allgemeinen und der Abh?ngigkeit von ?ffentlichen Versorgungs- und Transportleistungen im besonderen. Der Artikel schlie\t mit wirtschaftspolitischen Schlu\folgerungen.

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Résumé Déterminants de la performance d’exportation indienne dans les années soixante-dix. — Cet article évalue d’une manière quantitative quelques hypothèses expliquant la performance d’exportation indienne pendant les années soixante-dix. Les auteurs utilisent des données sur les exportations, la production industrielle ainsi que sur les prix de gros indiens et des E.U., qui sont agrégés conformément au système indien de classification ‘input-output’, pour analyser l’influence des stimulants financiers, des balances de l’offre-demande locale, des impasses infrastructurelles et d’autres goulots d’offre sur la conduite indienne d’exportation. Ils trouvent une certaine évidence pour chaque hypothèse. Ce sont les variables financières qui sont importantes pour les secteurs intensifs à main d’∄uvre et orientés vers les exportations. Les conditions de l’offre et de la demande locale dominent dans les secteurs industriels plus protégés et intensifs au capital. De plus, une correlation négative est trouvée au travers des branches manufacturières entre la croissance d’exportation et, en général, la mesure des ?backward linkages? et, plus spécifique, la dépendance des services publiques et de transport. Enfin, les auteurs discutent quelques implications de leurs résultats pour la politique économique.

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Resumen Determinantes del comportamiento de exportación de la India en los a?os 1970. — En este artículo se evalúan cuantitativamente diferentes hip?tesis para explicar el comportamiento de exportación de la India en los a?os 1970. Se utiliza un conjunto de datos ilustrativos sobre exportaciones, producción industrial y precios al por mayor de la India y los EEUU, cada cual agregado en concordancia con el sistema de clasificación de insumoproducto de la India, para analizar la influencia de incentivos financieros, balanzas de oferta-demanda demésticos, y cuellos de botella de infraestructura y otros de oferta sobre el comportamiento de exportación de la India. Se encuentra cierto apoyo para cada hipótesis. Las variables financieras resultan ser de relativa importancia para sectores intensivos en mano de obra y orientados hacia la exportación. Condiciones de oferta-demanda domésticas dominan en los sectores mas protegidos e intensivos en capital. Adicionalmente, se encontró una correlation negativa a través de ramas industrials entre crecimiento de exportación y la magnitud de los entrelazamientos hacia atrás generalmente, y la dependencia de servicios y transporte específicamente. Se discuten algunas implicaciones de los resultados para la adopción de políticas.

     

Men and women as managers: A significant case of no significant difference

What does it all mean? We've reviewed five studies involving almost 2,000 people compared on a total of 43 scales. We've studied matched pairs and controlled for level of managerial achievement. And after all is said and done, we have detected a total of two overall differences between male and female managers. One of these, involving managerial work motivation, favors females: Their work motivation profiles are more “achieving” than those of their male counter-parts. The other difference, pertaining to interpersonal competence, favors the male managers: They are more open and candid with their colleagues than are females. Add to these the more titillating than significant anomalies of differing back-up style preferences and we are left with one conclusion: Women, in general, do not differ from men, in general, in the ways in which they administer the management process.Managers themselves and their subordinates concur. It seems that the disproportionately low numbers of women in management can no longer be explained away by the contention that women practice a different brand of management from that practiced by men. Whereas this may amount to good news in some quarters, we ought not be prematurely elated by discovering that women manage just the way men do. Carolyn Sherif has pointedly called attention to the fact that all is not necessarily well in today's male-oriented management activities.We of course view management in its more global aspects: The important issue to us is how an individual manages in relation to achievement criteria. Individual achievement and organizational health ultimately depend on the way management is practiced. And we now see that the way management is practiced is not related to the sex of the manager — the issue is generic rather than gender-bound.