WHAT DRIVES TIME VARIATION IN EMERGING MARKET SEGMENTATION?

I use American Depositary Receipts and underlying stocks to test the level of integration of the stock markets of Argentina, Chile, and Mexico into the world capital market in the post‐liberalization period. I find that these markets experience time‐varying integration and are, on average, still not highly internationally integrated. Furthermore, there is no distinct trend toward higher levels of integration. In fact, the markets of Argentina and Mexico have become increasingly segmented over the post‐liberalization period. I find that financial and economic openness, stock market liquidity and volatility, and the state of the currency market significantly affect the level of segmentation.     

How leaders create and use networks

Most people acknowledge that networking-creating a fabric of personal contacts to provide support, feedback, insight, and resources--is an essential activity for an ambitious manager. Indeed, it's a requirement even for those focused simply on doing their current jobs well. For some, this is a distasteful reality. Working through networks, they believe,means relying on "who you know" rather than "what you know"--a hypocritical, possibly unethical, way to get things done. But even people who understand that networking is a legitimate and necessary part of their jobs can be discouraged by the payoff--because they are doing it in too limited a fashion. On the basis of a close study of 30 emerging leaders, the authors outline three distinct forms of networking. Operational networking is geared toward doing one's assigned tasks more effectively. It involves cultivating stronger relationships with colleagues whose membership in the network is clear; their roles define them as stakeholders. Personal networking engages kindred spirits from outside an organization in an individual's efforts to learn and find opportunities for personal advancement. Strategic networking puts the tools of networking in the service of business goals. At this level, a manager creates the kind of network that will help uncover and capitalize on new opportunities for the company. The ability to move to this level of networking turns out to be a key test of leadership. Companies often recognize that networks are valuable, andthey create explicit programs to support them. But typically these programs facilitate only operational networking. Likewise, industry associations provide formal contexts for personal networking. The unfortunate effect is to give managers the impression that they know how to network and are doing so sufficiently. A sidebar notes the implication for companies' leadership development initiatives: that teaching strategic networking skills will serve their aspiring leaders and their business goals well.     

Four Lessons Learned in How to Use Human Resource Analytics to Improve the Effectiveness of Leadership Development

The tools and methodologies being developed in the emerging field of human resource analytics can be used both to measure the impact of your organization's investment in leadership development and, perhaps more importantly, to improve the return on that investment. In particular, analytics can be used to move your organization beyond one‐size‐fits‐all competencies by identifying the unique leadership competencies that drive your organization's business results (sales, profits, and employee turnover). Your employee “engagement survey” is a powerful, but typically underutilized, tool for doing so. By linking it with other, disparate pieces of data (180/360 assessments, Learning Management System (LMS) records, turnover, and financial data), you create the foundation for understanding where leadership competencies explain variation (positive and negative) in your organization's business results. This, in turn, creates a strong evidence base for optimizing your leadership development strategy—and is done so using metrics and analysis, which is the language of CEOs and CFOs.     

Exploring career advantages of highly skilled migrants: a study of Indian academics in the UK

We draw on Bourdieu's theory of practice to examine a group of Indian academics' accounts of their careers in a research-intensive university. Using the concepts of habitus and capital, we argue that international staff are very well placed to craft a career in the increasingly market driven UK academic context, challenging the discourse of disadvantage associated with the careers of international academics as well as other highly skilled migrants. Central in our analysis is the transferability of capitals between different fields and the importance of understanding capital as part of the multiple fields that agents belong to. However, drawing attention to the changing rules of the research-intensive university system, we also suggest that these academics' career trajectory may not continue to yield positive results.     

Re-assessing the impact of academic performance on salary level and growth: a case study

This study examines the relationship between GPA and salary level and growth using a unique data set of Bryant University graduates in different stages of their careers. This study adds to a divided literature plagued with issues of heterogeneity and omitted variable biases. Results of the empirical analysis suggest that male graduates with higher GPA at graduation have experienced higher salary level and faster salary growth, while GPA has had no significant impact on women’s salary or salary growth.     

Household Composition, Equivalence Scales and the Reliability of Income Distributions: Some Evidence for Indigenous and Other Australians

Indigenous families experience substantial and multiple forms of economic burden arising from the size and structure of their families and households. Indigenous households are more likely to have more than one family in residence than other Australian households and are more likely to be multigenerational with older Indigenous people living with younger people in extended family households. This paper seeks to characterise the economies of household size in Indigenous and other Australian households using equivalence scales that cover the range of feasible values and 1995 National Health Survey data.     

Measuring Intangible Capital: A Review of Current Practice

This paper examines international practices that measure firm-level investments into intangible capital. The issues motivating the paper are the need for a standardised framework for measuring intangible capital and the possibility for standardised applications of these measures into the future. The paper analyses the differences and problems associated with the properties of the "official" (accounting) and "non-official" measurement approaches. We propose that the way to a standardised, more comparable approach to measuring intangible capital is to employ a back-to-basics "costs" approach which classifies investments in intangible capital as assets based on management intent at the time.