Exploring perceptions of interdependencies: Strategic options in supplier-customer relationships

This paper investigates how three indicators, 1) convergence-divergence in actor characteristics, 2) relationship atmosphere, and 3) degree of overlap in the network pictures of collaborating partners, relate to the perceived interdependencies and strategic options seen in specific supplier-customer relationships. The paper presents the case of a Danish food company, which offers the same pallet of new products to different customers. Joint developments are coordinated equivalently across customer relationships, and the customers draw on the same company technology and knowledge resources. Still, the company perceives interdependencies and related strategic options as very divergent across the customer relationships.     

An ambient tax approach to invasive species

Invasive species have become an issue of increasing concern in recent years. Invasive species are species that are not native to an area but are imported either intentionally or unintentionally and become established. A primary pathway for introduction is the ballast water of ships. Although not all imported species become invasive, those that do cause extensive damage to ecosystems and have been blamed for the endangerment of numerous native species. In many cases, release of non-native species can be prevented, either through open-ocean ballast water exchange, retention of ballast water, or other biosecurity measures. However, policies designed to encourage such actions face several specific challenges. The difficulty of linking an invasion to a specific vessel and of monitoring individual vessels' care makes using standard environmental liability plans difficult if not impossible. In this paper, we present an alternative policy option, that of an ambient tax. Building on the work of Segerson [Segerson, Kathleen, 1988. Uncertainty and incentives for nonpoint pollution control. Journal of Environmental Economics and Management, 15: 87-98.], we show that an ambient tax can ensure socially optimal behavior in both the short-run and the long-run with minimal vessel specific information.     

ASDA: Organic Growth of a Retailer in the United Kingdom?

This article analyzes the role of glocalization in Wal-Mart's venture in the United Kingdom. In 1999, Wal-Mart acquired ASDA, a British food retailer. Glocalization refers to strategies adopted by multinational corporations to cater to local tastes and differences after entering a foreign market. The authors' main argument is the following: after Wal-Mart acquired ASDA, it did not manage to successfully impose its Wal-Martization strategies because they consisted mainly of “organic growth” strategies. Organic growth is a practice whereby a corporation overpoweringly imposes its home-based blueprint of product consumption and corporate culture on foreign cultures. As demonstrated in this analysis, Wal-Mart had to drop its Bentonville-based shopping and corporate formula and, instead, adopt the principles of glocalization.     

Managing multicultural teams

Multicultural teams offer a number of advantages to international firms, including deep knowledge of different product markets, culturally sensitive customer service, and 24-hour work rotations. But those advantages may be outweighed by problems stemming from cultural differences, which can seriously impair the effectiveness of a team or even bring itto a stalemate. How can managers best cope with culture-based challenges? The authors conducted in-depth interviews with managers and members of multicultural teams from all over the world. Drawing on their extensive research on dispute resolution and teamwork and those interviews, they identify four problem categories that can create barriers to a team's success: direct versus indirect communication, trouble with accents and fluency, differing attitudes toward hierarchy and authority, and conflicting norms for decision making. If a manager--or a team member--can pinpoint the root cause of the problem, he or she is likelier to select an appropriate strategy for solving it. The most successful teams and managers, the authors found, dealt with multicultural challenges in one of four ways: adaptation (acknowledging cultural gaps openly and working around them), structural intervention (changing the shape or makeup of the team), managerial intervention (setting norms early or bringing in a higher-level manager), and exit (removing a team member when other options have failed). Which strategy is best depends on the particular circumstances--and each has potential complications. In general, though, managers who intervene early and set norms; teams and managers who try to engage everyone on the team; and teams that can see challenges as stemming from culture, not personality, succeed in solving culture-based problems with good humor and creativity. They are the likeliest to harvest the benefits inherent in multicultural teams.     

Co‐Worker Exclusion and Employee Outcomes: An Investigation of the Moderating Roles of Perceived Organizational and Social Support

When does social support alleviate or exacerbate the effects of being excluded by colleagues in the workplace? This study integrates belongingness and social support theories to predict and demonstrate the differential effects of work‐related support (i.e., perceived organizational support; POS) and non‐work‐related support (i.e., family and social support; FSS) on employee reactions to co‐worker exclusion. Consistent with our predictions, we found that employees reporting high levels of co‐worker exclusion and high levels of perceived organizational support demonstrate higher levels of performance and increased levels of self‐worth than those reporting low levels of POS. Alternatively, support from family or friends intensified the negative relationship between co‐worker exclusion and self‐esteem and the positive relationship between co‐worker exclusion and job‐induced tension. Unexpectedly, FSS did not influence the supervisor‐rated task performance of excluded workers, nor did POS mitigate the relationship between co‐worker exclusion and job‐induced tension. Implications for theory, research, and practice are discussed.     

Attitudes, experience and knowledge among farmers to recycling of sludge

Today's wastewater systems have been built to improve the hygiene level within households and the quality of water for other users, but have on the other hand created another environmental problem in the production of sludge. In many Western societies more than 50% of sludge produced is being distributed on agricultural land, and resistance to this practice among farmers is growing. In a survey answered by 1050 farmers, attitudes, experiences and knowledge towards use of sludge were investigated. Reasons for use were soil conditioner properties and compensation schemes. Reasons for non-use were fear of toxic compounds and infectious remnants, restrictions on use of land and unfamiliarity with use. There was more knowledge among users than among non-users. Compensation for sludge among farmers implied a perception of sludge as a waste. If farmers must accept sludge, then reliable and complete information from trusted sources is required: economic arguments about agronomic benefits are not sufficient and confidence with other stakeholders and a feeling of justice in solving environmental problems are central aspects.