Differences between Presidents' and Sales Managers' Perceptions of the Industry Environment and Firm Strategy in Small Industrial Firms: Relationship to Performance Satisfaction

The industrial sales force is the primary source of information about the competitive environment. Differences of perceptions of that environment between the national sales manager and the firm president in small industrial firms may reflect inadequate environmental information input into strategic decision-making. The sales force is a major element in implementation of strategy and differences between perceptions of firm strategy may reflect inadequate coordination and communication between the chief strategy decision-maker and the manager who is responsible for implementing that strategy in the market place. It would be expected that these differences in perceptions would impact negatively strategy formulation and execution resulting in unsatisfactory firm performance. This study surveyed the environmental and strategy perceptions of presidents and national sales managers in small to medium-sized industrial firms as well as presidents' satisfaction with firm profitability and marketing/sales effectiveness. The average absolute difference in environment perceptions has a negative relationship with satisfaction with profit. The average absolute difference in strategy perceptions has a negative relationship with marketing/sales effectiveness. This latter relationship is especially strong in an environment high in capital spending variation and for larger firms. The authors suggest implications for managers based on these results.     

Business and regulators partnerships: Government transformational leadership for constructive conflict management

Regulations are often thought to be impediments to collaboration between governments and businesses; however, governments and businesses are increasingly forming partnerships to help them negotiate regulation issues and more broadly work together. This study argues that governments, by exercising transformational leadership, lay the foundation for the cooperative approach, in contrast to the competitive and avoiding approaches, to conflict management that in turn results in effective partnerships. Findings from 146 pairs of government regulators and business support the hypothesis, though the evidence for the ineffectiveness of avoiding conflict was not statistically significant. Specifically, structural equation analysis results support the model that transformational leadership fosters cooperative approach to conflict and reduces competitive conflict management that in turn result in respectful, effective partnerships that develop industries.     

Observations on the Schumpeterian swarming of innovations

The hypothesis that depressions trigger innovations is examined first on theoretical grounds, and then with a random sample of 120 innovations. Radical product innovations, the alleged basis for new ‘Schumpeterian’ industries, indeed cluster around the 1930s crisis, but are closely associated with the less severely hit modern industries. Process innovations and less radical product changes are associated more with periods of prosperity. The final section considers whether new ‘Schumpeterian’ industries are a precondition for, or the result of, economic upswings.     

Regulated firms in pollution permit markets with banking

This paper examines a competitive intertemporal market for bankable emission permits, such as sulfur dioxide allowances. Without profit regulation, firms are willing to bank permits if permit prices rise over time with the rate of interest, but will not bank if prices rise more slowly.The market achieves aggregate emission targets at least total cost if there is no profit regulation, but may not do so if firms are subject to profit regulation. Firms must arbitrage differences both in abatement cost and in the regulatory treatment of permits to achieve least total cost.The impetus for this work came from research we initiated during the Summer of 1990 for the Energy Information Agency. We would like to thank Chuck Howe for his detailed comments and enthusiasm, and Jim Alm, Dave Bjornstad, Charles deBartolome, Mike Greenwood, Robert Hahn, Douglas Hale, Carolyn Lang, Jim Markusen, Edward Morey, Till Requate, and Tom Tietenberg. We are grateful to the editor and two anonymous referees for stressing the importance of regulation in these markets and for their helpful and clarifying advice.     

Erfolgreiche Sanierung in der Insolvenz aus Sicht des Schuldnerunternehmens

Zusammenfassung Der Beitrag stellt die M?glichkeiten eines geplanten und gesteuerten Einsatzes des Insolvenzverfahrens zur Sanierung Not leidender Unternehmen dar. Aufbauend auf den Erkenntnissen der Krisentheorie sowie einer ?konomischen Analyse des Insolvenzrechts eignen sich aus Sicht eines schuldnerischen Unternehmens vor allem das Insolvenzplanverfahren auf Basis eines Antrags wegen drohender Zahlungsunf?higkeit in Verbindung mit einem Antrag auf Eigenverwaltung zur Sanierung in der Insolvenz. Der Erfolg der gerichtlichen Sanierung h?ngt dabei ma?geblich von einem effizienten Vorgehen unter Beachtung des aus Sicht der Anteilseigner optimalen Insolvenzzeitpunkts, der Bewertung der Insolvenzeignung des zu sanierenden Unternehmens und der Entscheidung über die Verwertungsart ab.

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Summary This paper addresses the options of systematically managed insolvency proceedings to reorganise nonperforming firms. Crisis theory and an economic analysis of insolvency law suggest an “Insolvenzplanverfahren” based on a motion because of imminent insolvency in conjunction with requesting a debtor in possession solution is the best option for an indebted company. The success of a juristictional reorganisation depends on the optimal time to file for insolvency, a preselection of companies based on the appropriateness for a juristictional reorganisation, and the decision on asset utilisation.

     

Employee involvement and group incentives in manufacturing companies: a multi-level analysis

The effects of employee involvement and group incentives on organisational commitment and turnover intention were examined using data from a survey of over 4,000 employees in 29 manufacturing companies. Using the mediated moderation model, we investigated the moderating role of capital intensity on the relationships between employee involvement and group incentives and these outcomes, and the mediating role of organisational commitment on the effects of employee involvement and group incentives on turnover intention. The findings revealed that employee involvement is more effective in capital-intensive companies than in labour-intensive companies, but group incentives are more effective in labour-intensive companies. The moderated effects on turnover intention were mediated through organisational commitment. Implications for company policies and future research are discussed.     

Management training in small and medium-sized enterprises: methodological and conceptual issues

The paper examines the impact of management training and development on the organisation and performance of small and medium-sized enterprises (SMEs), via a variety of quantitative and qualitative research techniques and including both crosssectional and longitudinal approaches to analysis. The paper demonstrates the value of management training and development in SMEs and demonstrates a series of one-off and longer lasting effects on their organization and performance. The paper also highlights the conditions under which management development projects are likely to be more successful. Finally, the paper extends the schema developed by Arthur and Hendry (1990) and Hendry et al. (1991), indicating the factors influencing training within businesses, and shows the indirect and complex links between management training and firm performance.     

The same yet different: Worker reports on labour practices and outcomes in a single firm across countries

This paper examines cross-country differences in labour policies and practices and employee performance and attitudes toward work from a sample of nearly 30,000 employees in a large multinational manufacturing firm. The analysis shows: 1) large establishment and country differences in work practices, performance, and attitudes toward work across countries; 2) qualitatively similar responses of workers to work practices across countries; 3) a strong link between the establishment average of employee reports on the quality of labour-management relations and establishment average measures of employee performance 4) a positive relation between average employee performance and average employee-management relations at the country level, but no relation between country level performance in the firm and measures of the extent of national labour regulations or practices.     

Water in the desert? The influence of Wilhelm Röpke on Ludwig Erhard and the social market economy

It is commonly believed that Wilhelm Röpke heavily influenced Ludwig Erhard and, through him, West Germany’s social market economy. This article demonstrates that Röpke’s influence on Erhard was limited. Although the two men shared many common ideals, they also differed on many fundamental issues. Moreover, Erhard developed his ideas before he read Röpke’s wartime trilogy.