Employee ownership and internal governance

This paper is designed to counter Oliver Williamson's hypothetical ‘Peer Group’ model of organization with a discussion of three prosperous populations of employee-owned firms: worked-owned scavenger companies, taxi cooperatives, and professional partnerships such as the large law firm. It will be shown here that these firms are formed, endure and prevail over their competition for reasons that Williamson, more than anyone else, has taught us to appreciate. In particular, this paper will argue that the metering problems and human asset considerations that are so prominently featured in Williamson's work are crucial for understanding the success of these firms.     

Vertical Restructuring (or Not) of the Infrastructure Sectors of Transition Economies

One important determinant of the speed and success of transition will be the efficiency of transformation and development of the infrastructure sectors. A great deal of attention has been paid to issues such as privatization, restructuring, user prices, and terms of access in these sectors, regarding both developed and developing countries. Somewhat less attention has been devoted to issues regarding vertical restructuring, which are notable in the degree to which in different sectors and in different locations they raise similar questions that may have very different answers. This paper suggests a framework for answering such questions and seeks to apply it to the railroad, electricity, and telecommunications sectors in transition economies.     

the asians are coming

The economic centre of the world is shifting to South East Asia, says Russell Lewis. We should not fear this development but learn and profit from it. But if we in the West respond negatively we may foster our own decline.     

Automated Induction of Rule-based Neural Networks from Databases

This paper describes our approach to the problem of automated knowledge acquisition from large databases of examples using an information-theoretic approach. Our previous research has resulted in practical algorithms (ITRULE) for the automatic induction of rules from large example databases. Utilizing these algorithms, the raw data can be transformed into a set of human readable IF THEN rules, thus giving insight into the knowledge hidden within the data. These rules can then be automatically loaded into an expert system shell. Alternatively, they can be used to build a new type of parallel inference system—a rule-based neural network. This process enables a prototype expert system to be automatically generated and up and running in a matter of minutes, compared with months using a manual knowledge-acquisition approach. The resulting expert system can then be used as a sophisticated search and analysis tool to query the original database capable of reasoning with uncertain and incomplete data.     

English mercantilist influences on the foundation of the Portuguese School of Commerce in 1759

The Portuguese School of Commerce, founded in 1759, is promoted frequently as the world's first official, government-sponsored school to offer formal instruction in commerce. This paper contends that Sebastião Carvalho e Melo (1699–1782), the Marquis of Pombal, was responsible for the transfer, from England to Portugal, of the educational “know how” instrumental to the School's success. Pombal was influenced by the English mercantilism he observed as the Portuguese ambassador to England (1738–43), particularly proposals by a writer on mercantilism, Malachy Postlethwayt, for academy-based commercial education in England. Another influence on Pombal was former East India Company employee, John Cleland. Pombal's motives were to imitate the success of British mercantilism, develop trade and economic activity in Portugal, and improve and expand Portugal's merchant class.     

Factors affecting success in the professional entry exam for accountants in Brazil

This paper explores factors that have affected the success of candidates in the professional entry exam conducted by Brazil’s Federal Council of Accounting. We analyse results of 18,948 candidates who sat for the exam in 2012, using a logistic regression model and the key indicators used by government to monitor the performance of higher education institutions (HEIs) and the characteristics of candidates. We find that success is related positively to the quality of the HEIs from which candidates graduated and to a measure of student ability that is used widely in Brazil. We find also that males perform better than females and that younger candidates perform better than older candidates. The geographical region of Brazil within which candidates completed the exam was also significant. The insights provided will help public policy-makers in Brazil, and the Brazilian accounting profession, to understand key factors associated with current low pass rates.     

The uncompromising leader

Managing the tension between performance and people is at the heart of the CEO's job. But CEOs under fierce pressure from capital markets often focus solely on the shareholder, which can lead to employee disenchantment. Others put so much stock in their firms' heritage that they don't notice as their organizations slide into complacency. Some leaders, though, manage to avoid those traps and create high-commitment, high-performance (HCHP) companies. The authors' in-depth research of HCHP CEOs reveals several shared traits: These CEOs earn the trust of their organizations through their openness to the unvarnished truth. They are deeply engaged with their people, and their exchanges are direct and personal. They mobilize employees around a focused agenda, concentrating on only one or two initiatives. And they work to build collective leadership capabilities. These leaders also forge an emotionally resonant shared purpose across their companies. That consists of a three-part promise: The company will help employees build a better world and deliver performance they can be proud of, and will provide an environment in which they can grow. HCHP CEOs approach finding a firm's moral and strategic center in a competitive market as a calling, not an engineering problem. They drive their firms to be strongly market focused while at the same time reinforcing their firms' core values. They are committed to short-term performance while also investing in long-term leadership and organizational capabilities. By refusing to compromise on any of these terms, they build great companies.