并购交易中的金降落伞计划

对于即将奔赴海外进行并购的中国企业而言,必须仔细审视这些“金降落伞”计划是否会加大收购成本或增加目标公司现金支出从而阻碍购并。     

BS in the boardroom: Benevolent sexism and board chair orientations

Research Summary: Though research has focused on the ascent and acceptance of female CEOs, the post‐promotion circumstances female CEOs face remain unclear. In this study, we focus on a critical post‐promotion circumstance: the board chair–CEO relationship. Drawing on the gender stereotype literature, agency theory, and stewardship theory, we posit that firms appointing a female CEO are more likely to adopt a collaboration board chair orientation and less likely to adopt a control orientation. We further predict this effect is attenuated by female board representation. Using a sample of new S&P 1500 CEOs, we find support for our predictions regarding the collaboration orientation but not the control orientation. This research provides some evidence of benevolent sexism in the boardroom, with female directors acting as a countervailing influence. Managerial Summary: Whereas the notion that females encounter a glass ceiling on their path toward CEO is well documented, the conditions female CEOs encounter after promotion are less understood. The relationship between the board chair and the CEO is one important post‐promotion condition. Board chairs can focus on monitoring and/or working together with the CEO. We suggest board chairs are more likely to work in close collaboration with female CEOs than with male CEOs. We attribute this to benevolent sexism, which explains that board chairs are more likely to collaborate with female CEOs because they view females as more conducive to, and in need of, this type of relationship. We also suggest this benevolent sexism is less prevalent when there are more females on the board.     

A rapid assessment of wildlife tourism risk posed to cetaceans in Asia

Dolphin-watching tourism is growing globally. In developing countries, the typically low environmental awareness of operators and poorly enforced or non-existent regulations exacerbate risks to wildlife. Ecological indicators like behavioural responses are useful to assess wildlife tourism, but obtaining such data is slow and expensive. We modified the Driver–Pressure–State–Impact–Response (DPSIR) framework to rapidly assess the risk of dolphin-watching tourism harming, displacing or causing local extinction to dolphin populations, using human dimension data to complement limited ecological data. We assessed industries at seven dolphin-watching sites in six countries in Asia: Cambodia, India, Indonesia, Malaysia, Thailand, and the Philippines. All sites have reached or almost reached financial saturation except Cambodia and Malaysia. We find high risk to dolphins at the sites in India and Indonesia and intermediate risk at the site in Cambodia. Pending more ecological data, the risk at Thailand, the Philippines, and Malaysian sites might be low. Our analysis also indicates site-specific conservation recommendations for Driver, Pressure and Response. We suggest that the DPSIR framework is useful to assess the risk of a wildlife watching industry, even when the impact is uncertain due to insufficient ecological data.     

旅游对传统村落的影响研究——以安徽齐云山为例

旅游影响一直是国内外旅游研究的重要课题,旅游地居民对旅游发展的感知是研究旅游影响的重要途径。此次调查以安徽省黄山市休宁县齐云山为例,采用问卷调查和现场访谈相结合的方式,运用SPSS、CATPACTM等软件对调查结果进行数理统计,从居民与游客角度分析了旅游开发给齐云山居民带来的经济、社会文化、环境的若干影响,以及居民对旅游业所持的态度。文章着重于探讨居民对于因旅游开发所带来的村落影响的感知,以及他们对于当前旅游影响的评测和对未来旅游发展的期待。     

Developing tomorrow's leaders—Evidence of global talent management in multinational enterprises

Organizations are becoming relentless in managing and developing their key talent. This is a view, however, largely based on anecdote rather than reliable empirical evidence. Utilizing data from 260 multinational enterprises (MNEs), this paper helps redress this deficit. Specifically, this paper explores the extent to which MNEs engage in global talent management (GTM) and deciphers some of the factors which may explain the use and non-use of GTM practices. In so doing, we find that although a significant number of MNEs have systems and mechanisms in place to strategically identify and develop their talent many more seemingly adopt an ad hoc or haphazard approach. For instance, less than half of all MNEs have both global succession planning and formal management development programs for their high-potentials. Consequently it seems that there is a considerable distance yet to be travelled to arrive at a universal appreciation of the need to strategically manage one's key employees. We find the size of the MNE has a significant effect on GTM system usage—larger MNEs are more likely to undertake GTM. Other significant, positive influences include whether products or services are standardized regionally or globally, and if the MNE has a global human resources policy formation body. Of considerable interest is the finding that MNEs operating in the low-tech/low-cost sectors are significantly more likely to have formal global systems to identify and develop high-potentials.     

Culture and evaluation of service quality — a study of the service quality gaps in a Taiwanese setting

This research is built upon the work of Parasuraman, Zeithaml and Berry (1985) by exploring the service quality gap within a Taiwanese hospitality setting and reports the findings from 164 interviews among hotel managers, service staff, and hotel guests. One motive for the research was whether concepts derived from an American‐Euro‐centric conceptualisation of service relationships was transferable to another cultural setting. It was found that the influence of national, ethnic culture on perception of service is limited, but the factor of kuan‐hsi (personal relationship) and mien‐tsu (face) had some role to play in guest‐staff relationships. However, it is concluded that the globalisation of hotel corporate modes of operation have more influence in shaping expectations and thus the ServQual model has validity in such settings.     

The Aotearoa Traditional Maori Performing Arts Festival 1972–2000. A Case Study of Cultural Event Maturation

This article describes the history of the Aotearoa Traditional Maori Performing Arts Festival between the years of 1972–2000. It reveals a series of tensions between a need to express a cultural identity and financial constraint, between a wish for expressing independence, and a subsequent dependency upon state grants, between the traditional and the contemporary in performance. The history also shows the significance of key personalities. Yet through these discourses has emerged a successful and important Festival that attracts increasing numbers of participants and which is a dynamic component of Maori culture in contemporary New Zealand. A significant tourism event, by reason of primarily appealing to Maori it still, to a large extent, lies outside of the conventional tourism structures of New Zealand, dominated as these are by overseas visitors and non-Maori New Zealand domestic demand. Yet its very success is bringing it to the attention of a wider market, with all that implies for possible future development. The article also proposes dimensions of festival evolution and maturation.