Commercial Farm Workers and the Politics of (Dis)placement in Zimbabwe: Colonialism, Liberation and Democracy

The widespread land occupations of 2000 demonstrate the uneasy fit of commercial farm workers within the politics and development of Zimbabwe. Not only have farm workers borne the most violence at the hands of land occupiers, but their current socio-political situation on predominantly white-owned commercial farms has either been reduced by a nationalist liberation war binary of exploitation/abuse by racist white settlers or totally elided through human rights and democracy discourses anchored in the liberal subject. Based on periodic fieldwork research with commercial farm workers from 1992 to 2000, this paper analyses how farm workers have been represented by the various public actors during the current land occupations and the complex ways some farm workers have responded to these events. The emphasis is on how political actors need to rethink the situation of commercial farm workers if they are to take an active role in the improvement of their living and working lives.     

Motives for and the management of countertrade in domestic markets

The emergence and persistence of modern countertrade (CT) is attributed to many factors including circumventing credit and foreign exchange problems, surmounting barriers to otherwise closed markets, hiding price cuts or simply exporters’ need to remain competitive. Because CT arrangements comprise bundles of buying, selling and financing contracts, explaining why firms conduct CT requires explanation of why a package deal is preferred to a set of component contracts. Examination of domestic CT stripped of “international ramifications” reveals the inherent rationale for CT as a desire to hide price discounts and to overcome cash shortages. Questionnaire data obtained from UK and Canadian firms broadly support this. If CT is worth undertaking, it requires effective management. The paper concludes by discussing the implications of CT for marketing strategy and planning.     

Countertrade in international and domestic markets

The motivation to countertrade (CT) can be attributed to many factors including circumventing credit and foreign exchange problems, surmounting barriers to otherwise closed markets, hiding price cuts, or simply the need by exporters to remain competitive. However, CT arrangements essentially constitute packages of buying, selling, and financing contracts. Hence, to explain CT requires explanation of why package deals are preferred to a set of component contracts. Examination of domestic CT with “international ramifications” stripped out suggests the inherent rationales are wishes to hide price cuts and to overcome cash shortages, motivations that are consistent with data collected from U.K. and Canadian firms, which also stress problems of contracting complexity and of finding uses for the countertraded goods.     

Competitive forces and the importance of management control systems in emerging-economy firms: The moderating effect of international market orientation

Using survey and archival data from exchange-listed Chinese firms, we investigate the relationship between competitive forces (i.e., the threat of foreign entrants and buyers’ bargaining power) and the importance that the firms place on their management control systems (MCS), and whether the firms’ international market orientation moderates this relationship. We examine five MCS practices—formal procedures, strategic planning, budget targets, approval procedures, and participative budgeting—both as a package and separately. We predict and find a positive association between the threat of foreign entrants and the importance that the firms place on their MCS, but this association is larger for firms competing predominantly in the domestic market than for those competing predominantly in international markets. Further, we predict and find that the association between buyers’ bargaining power and the importance that the firms place on their MCS is larger for firms competing predominantly in international markets than for those competing in domestic markets. We probe deeper into our empirical findings using qualitative data collected from post hoc interviews with managers of Chinese firms and those of international firms operating in China. We discuss the implications of our findings and provide some directions for future research.     

“私人定制”高管薪酬

正最好的公司绝不会让薪酬成为被诟病的话题。要给崭露头角的人传达这样一个信号:"你与众不同,所以我们给你尽可能高的奖励。"在比较好的公司,董事会和CEO都会着力组建现有或潜在的领导班子,他们也总会在推进人才发展计划时配套以相应的薪酬战略。但也有不少公司对薪酬体系存有错误的看法:他们认为,先把智囊团组建起来再想"钱"的事。如果董事会纵容甚至自己也持有这种想法,那么公司组建起来的人才系统必然是二流的。     

The effects of relationships and justification in an interdependent allocation task

Two factors, the type of relationship between the involved parties and the justification of the decision maker for being in his or her position, are predicted to influence resource allocation decisions. These predictions are based on a synthesis of several forces, including self-interest, a politeness norm, and a norm of reciprocity, that we argue underlie the selection of allocation norms that guide interdependent resource allocation decisions. An ultimatum bargaining game, in which player 1 divides a resource ($10) and player 2 decides to either reject or accept this division, is employed in a laboratory study to test the hypotheses. For subjects in the player 1 position, subjects with friends as player 2 or those assigned to their position randomly allocated lower amounts of money to themselves than did subjects with strangers as player 2 or those who earned their position. Friends in the player 2 position demanded significantly less to reach an agreement than strangers. These and other results are discussed in terms of the various allocation norms, particularly equity and equality, that appeared to influence subjects' decisions.