The Status Of Women Academic Accountants in Australia

This paper reports the findings of a survey of the attributes, career satisfactions and aspirations of Australian Academic Women Accountants (AAWA). The survey sought information about personal characteristics, institutional role expectations and perceptions of gender-related issues involving recruitment, promotion and retention of AAWAs. The data provide not only an interesting insight into respondents' perceptions of a career in academic accounting, but also a comparative measure against which future progress of AAWAs can be evaluated. The paper makes suggestions for facilitating the career paths of AAWAs at both institutional and individual levels.     

Caste discrimination in the Indian urban labour market: An econometric analysis

This paper uses Degree Holders and Technical Personnel Survey of India to examine the wage gap between Non-Scheduled Castes/Tribes(NSC) and Scheduled Castes/Tribes(SC/ST). Separate wage equations, corrected for selection bias, are estimated for NSC and SC/ST. The parameter estimates of the wage equations were decomposed into ‘endowment’ and ‘treatment’ components using the familiar Oaxaca Decomposition Method. A separate account was also made to analyze the interaction between occupational attainment and the wage differential using the extended decomposition method. The main conclusion from the econometric results are: (a) the endowment difference is higher and discrimination causes 15 per cent lower wages for SC/ST as compared to NSC; (b) the discrimination coefficient is negative in the public sector whereas it is positive in the private sector; (c) intraoccupational wage effects dominate. The higher endowment difference in developing countries like India implies that the pre-market discriminatory practice with respect to education, health and nutrition are more crucial than labour market discrimination. (JEL: J3)     

Integrating Cross-Border Knowledge for Transnational New Product Development

Multi‐source knowledge integration, though widely regarded as fundamental for developing new products, remains obscurely understood and a significant challenge for organizations to accomplish. Prior research provides many insights on the approaches by which organizations transfer knowledge; however, how such transferred knowledge gets effectively embodied in products remains uncertain. Also unclear is whether different approaches for knowledge transfer differ in their effectiveness at realizing integration. This study analytically separates the transfer of cross‐border knowledge from its embodiment into products. It examines cross‐border knowledge transfer based on three different approaches: namely, the use of cross‐national teams, cross‐national communication, and cross‐national collaboration in the development of new transnational products. It examines cross‐border knowledge embodiment based on the extent to which new transnational products developed balance standardization with adaptation. The study uses a cross‐sectional survey administered to key members of transnational new product development teams in leading multinational companies across the world. The survey focuses on manufactured products that were developed across several industries: consumer products, consumer durables, and industrial products. Results from 90 new transnational product introductions surveyed reveal that knowledge integration is effective only when knowledge is transferred through cross‐national collaboration, and not when transferred through cross‐national teams and cross‐national communication. As integrating cross‐border knowledge in the development of transnational products involves making difficult trade‐offs for balancing standardization with adaptation, transferring knowledge through cross‐national collaboration stands out as being critical for successful outcomes. Although cross‐national teams and cross‐national communication enhance knowledge flows, they do not result in effective knowledge integration when developing new transnational products. These findings highlight an important point: All knowledge transfer approaches may not necessarily achieve knowledge integration. Hence, it is essential to systematically probe into the interrelationships between knowledge transfer and its effective integration and to identify an underlying set of contingencies that provide insights into when and why some knowledge transfer approaches are better than others at integrating knowledge.     

Appropriating innovation's technical value: Examining the influence of exploration

In this study we examine how different approaches to exploratory search are used to generate an innovation influence appropriation of its technical value. Technical value is the benefit a firm derives from utilizing the underlying knowledge embedded in an innovation to stimulate and generate further innovations. Based on a sample of 772 patents from the ink jet printing field, we find that exploratory search that spans technical domains enhances appropriation of innovations’ technical value; conversely, exploratory search spanning industry domains diminishes appropriation of innovations’ technical value. These effects are further influenced by the age of the knowledge explored. In addition, we find that appropriation of innovations’ technical value enhances the market share of the innovators. We discuss the implications of these findings for both future research and for improving business practice.     

A note on work-related values, budget emphasis and managers’ organisational commitment

Managers’ work-related values (WRVs) have important implications for designing appropriate management accounting systems (MAS) in organisations. This paper examines the effect of the interaction between managers’ WRV for innovation and budget emphasis (an integral part of MAS) on their organisational commitment. The sample consisted of 109 managers from production, marketing and support departments within Australian manufacturing firms. Hypotheses were tested using both quantitative and qualitative data collected by a questionnaire survey and post-survey interviews. The results indicate that the adoption of low budget emphasis led to high organisational commitment when managers’ WRV for innovation was high, but not when managers’ WRV for innovation was low. The results also indicate that marketing managers held higher WRV for innovation than production managers. The post-survey interviews provide further insight into how a more customer- and competitor-focused subculture of marketing managers and a more technical- and efficiency-focused subculture of production managers may promote the difference in their WRV for innovation, and affect their attitudes towards budget emphasis. The findings of the study have implications for design of performance evaluation systems for managers in functionally differentiated organisations.     

Intellectual Capital Profiles: An Examination of Investments and Returns*

ABSTRACT Using data collected from executives in 208 organizations, this study takes a configurational approach to examine how human, social, and organizational capital coexist to form distinct intellectual capital profiles across organizations. We then examine how investments in human resource management (HRM), information technology (IT), and research and development (R&D) differ across these intellectual capital profiles and investigate differences in financial returns and Tobin's q between the profiles. Results indicate that a relatively small group of superior performing organizations exhibit high levels of human, social, and organizational capital. Most firms, however, tend to focus primarily on only one form of intellectual capital, and a small group of underperforming organizations have very low levels of all three types of intellectual capital. At a general level, HRM and IT investments appear to influence intellectual capital development more than R&D investments. More specifically, HRM investments tend to be higher in firms with profiles high in human and social capital, while IT investments are stronger in firms with profiles high in social capital. Further, HRM, IT, and R&D investments are all very high in the group of superior performing organizations that have high levels of human, social, and organizational capital.     

Outcomes and Benefits of a Managerial Global Mind‐set: An Exploratory Study with Senior Executives in North America and India

Globalization and its associated challenges are compelling managers in multinational corporations to develop appropriate skill sets. An emerging body of research in international management has suggested that meeting this challenge requires the cultivation and development of a managerial global mind‐set. There has been limited empirical work on the outcomes and benefits of a managerial global mind‐set and consequently this article attempts to fill that gap. Based on semistructured interviews with a total of 56 senior executives of multinational corporations in North America (United States and Canada) and India, this study identifies five outcomes of a global mind‐set with benefits for managers and their organizations. The findings have theoretical implications, which are discussed along with their practical applications for multinational corporations, their senior executives, and human resource professionals, with respect to identifying management development programs that assist in the cultivation and nurturing of a global mind‐set. © 2014 Wiley Periodicals, Inc.     

Audit Committee and CEO Ethnicity and Audit fees: Some Malaysian evidence

This study extends the literature on audit pricing by examining the relationship between ethnicity (bumiputra vs non-bumiputra), corporate governance attributes, and audit fees using data from 559 publicly-listed companies in Malaysia in 2005. Drawing from theories of ethnicity and political economy, we discuss our two hypotheses that predict positive associations between audit fees and (1) the proportion of bumiputra members on audit committees, and (2) the presence of a bumiputra CEO. The results support the hypothesis that firms with bumiputra CEOs incur higher audit fees, but we do not find an association for firms with bumiputra-dominant audit committees. In additional analysis, we find that the audit premium paid by firms with a bumiputra CEO is higher for the smaller client firms. Further, we find that firms managed by a bumiputra CEO with a fully bumiputra-composed audit committee tend to pay higher audit fees than the other firms, indicating that there is a combined ethnicity effect on audit fees.     

Competing in digital ecosystems

Digital technologies are revolutionizing traditional interdependencies among businesses. As a result, managers have begun to recognize their business environments as digital ecosystems. For firms accustomed to framing their business environments as industries, this represents a significant shift in perspective—one that requires an understanding of fresh strategic initiatives necessary to compete in the digital era. In this article, we highlight what is new and different about digital ecosystems for firm strategy. We offer frameworks that explain how digital ecosystems provide firms with new sources of value and new avenues for growth. Two sets of underlying concepts govern these frameworks: (1) production and consumption ecosystems and (2) digital envelopes and product-in-use information. We introduce and elaborate upon these foundational concepts and highlight new strategic options for firms to compete in digital ecosystems.     

The Timing of Option Repricing

We investigate whether executive stock option repricings are systematically timed to coincide with favorable movements in the company's stock price. For a sample of 236 repricing events, we observe sharp increases in stock price in the 20‐day period following the repricing date. In addition, repricing dates tend to either precede the release of good news or follow the release of bad news in the quarterly earnings announcements. Since information about stock option repricing is not generally released to the public around the repricing date, these findings suggest that CEOs opportunistically manage the timing of the option repricing date.