Organization–stakeholder fit: A dynamic theory of cooperation,compromise, and conflict between an organization and its stakeholders

Research Summary : We advance the concept of organization–stakeholder fit (O–S fit) to explain cooperative behavior between an organization and its stakeholders. O–S fit describes the compatibility that exists between an organization and a stakeholder when their characteristics are well matched. We highlight two dimensions of O–S fit: value congruence, or the supplementary fit of organizational and stakeholder values, and strategic complementarity, or the complementary fit of strategic needs and resources. For each dimension, we detail the unique relational factors—including core elements of trust, predictability, attraction/exchange, and communication—that motivate cooperation. We then explicate the ways in which value congruence and strategic complementarity dynamically interrelate over time. Finally, we consider how organization‐stakeholder misfit may result in alternative relational behaviors, such as conflict or compromise. Managerial Summary : We develop a new way of thinking about the relationship between organizations and stakeholders. Recognizing that positive relationships require a degree of fit or compatibility, we argue that cooperative behavior between an organization and its stakeholders is maximized when relational partners share both core values and strategic priorities. We explain that high fit along these two dimensions increases trust, relational predictability, attraction/exchange, and communication. We also describe how positive relationships might be formed with fit along only one dimension, and how negative relationships might result in the presence of misfit. Ultimately, we suggest that managers who want to foster positive relationships with stakeholders should concentrate on aligning their values and priorities, rather than simply concentrating on one or the other.     

New Product Development in Rapidly Changing Markets: An Exploratory Study

Rapid technological change can be both a blessing and a curse. For example, investors and firms of all sizes hope to reap the rewards that may arise from the apparent convergence of the computer, telecommunications, and entertainment industries. With the high level of uncertainty inherent to such rapidly changing markets, however, those potentially dazzling returns are counterbalanced by a daunting level of risk. John Mullins and Daniel Sutherland suggest that firms operating in such markets require NPD practices that can mitigate risk, manage uncertainty, and, of course, increase the likelihood of new product success. To gain insight into the NPD practices that can meet those challenges, they conducted in-depth interviews with managers who were directly involved in NPD projects at US WEST, Inc., a large, multinational firm in the telecommunications industry. The study focused on identifying practices that help the firm bring new products into rapidly changing markets quickly, efficiently, and effectively. A key objective of their study was to go beyond the basics—for example, the use of cross-functional teams—to identify specific practices that allow the firm to address the various levels of uncertainty that characterize its markets. They identify three levels of uncertainty that confront firms operating in rapidly changing markets. First, potential customers cannot easily articulate needs that a new technology may fulfill. Consequently, NPD managers are uncertain about the market opportunities that a new technology offers. Second, NPD managers are uncertain about how to turn the new technologies into products that meet customer needs. This uncertainty arises, not only from customers' inability to articulate their needs, but also from managers' difficulties in translating technological advancements into product features and benefits. Finally, senior management faces uncertainty about how much capital to invest in pursuit of rapidly changing markets as well as when to invest. The study identifies six practices that help the firm address the uncertainty and risk inherent in its rapidly changing markets. For example, market research in this firm's NPD process focuses more on probing than it does on measuring. Involvement of prospective customers in idea generation and the use of prototypes early in the NPD process help the firm uncover customer needs and market opportunities. Large-scale, quantitative market research focuses primarily on determining market size and price points.     

Protecting Biotechnology IPRs in Developing Countries: Simple Analytics of a Levy Solution

High transaction costs and an absence of institutional infrastructure in developing countries prevent comprehensive enforcement of intellectual property rights and generate obstacles to the adoption of genetically modified (GM) crop technology. Governments of developing countries that are members of the World Trade Organization are faced with two options when licensing GM crop technology: (1) attempt to regulate GM crops to the standards of the Agreement on Trade‐Related Aspects of Intellectual Property (TRIPS) or (2) allow a black market in GM seeds and risk trade retaliation from the GM innovator's host country through a TRIPS trade complaint. This paper develops a conceptual model that frames the adopting country's range of licensing options, including a new levy system, and derives welfare measures for each option. The model illustrates how a levy on GM technology can be a welfare‐increasing policy for developing countries, and the operation of a levy is discussed. The conceptual model is applied to Brazil's soybean market and quantitative economic surplus measures are estimated within a calibrated welfare model for a range of licensing scenarios. The model's results suggest that a levy may interfere with the long‐term prospects for innovators to collect monopoly rents in adopting countries.     

Emerging Adults with Chronic Illness Pursuing and Enhancing Leisure

The purpose of this study is to develop an understanding of the adjustment process undertaken by emerging adults living with a chronic illness in their pursuit and enjoyment of leisure. A theoretical focus is placed on the processes of selection, optimization, and compensation. Semi-structured interviews were conducted with 27 participants who have a chronic illness. Participants’ experiences were rooted much more in triumph rather than loss. Selection was influenced by a consideration of uncertainty, a desire to avoid potential embarrassment, and an acceptance or rejection of constraints. Three types of approaches that helped them optimize their leisure experience involved participants shaping their perspectives about leisure and life, enhancing resources to make leisure possible, and by living through pain and discomfort. Responding to challenges that might otherwise limit their participation or enjoyment in leisure, participants prepared for possible incidents, received support from others, and confronted negative situations.     

Productivity Differences and Foreign Market Entry in an Oligopolistic Industry

We show how productivity differences between foreign and indigenous firms affect the choice of the foreign market entry strategy. We identify the conditions necessary for the adoption of a particular strategy depending on the competing firms?? productivity differences as well as each strategy??s cost. In particular, we study tradeoffs between exporting and JV as well as between JV and WOS that were neglected in the firm heterogeneity literature. We find that high productivity differences led the foreign firm to enter host markets via WOS or exporting monopoly, while in the case of smaller productivity differences they entered via different types of JV. The share in joint venture depended positively on the productivity difference and negatively on trade and investment costs.     

理智的梦想家——专访青岛区宝马掌门人余国超

余国超，这位能讲一口流利汉语和英文的印尼籍华侨，是青岛中达燕宝汽车销售有限公司的新任老总。因为刚来不久，他的办公室还显得过于简洁，但是数件带有浓郁印尼风情的工艺品，却很吸引眼球。     

Global Best Practice or Regulating Fiction? Street Vending,Zero Tolerance and Conflicts Over Public Space in New York, 1980–2000

In global urban studies, different cities often serve as stand‐ins for various policy approaches. New York is closely associated with zero tolerance/quality of life policing—specifically the ways this crime‐fighting technique was used to manage and regulate public space in support of broader urban redevelopment goals. Whether celebrated or criticized, the image of New York as a city that was successful in ‘cleaning up’ public space has been exported across the globe, and has been invoked by a number of cities as they embark on their own projects to clear street vendors and other unwanted actors from public space. This article will challenge this established narrative through an examination of struggles over street vending and public space in New York during the 1980s and 1990s. It will show how the revanchist project of public space management was challenged and ultimately limited by vendors using discourses of free market populism and entrepreneurship. It demonstrates the ways in which the image of New York as a city of settled and well‐regulated public space does not tell the complete story, and how New York, like many other ordinary cities across the globe, is a city of contested spaces and uncertain regulatory effectiveness.     

Employee retention--what can the benefits professional do?

Employee retention, a primary concern for many firms in the current business environment, is most effectively viewed as a strategic problem, one that demands a team approach. The benefits professional should be a vital member of that team, helping to design an employment proposition that will allow an employer to attract and retain the most competitive workforce.