Google in China: A Manager-Friendly Heuristic Model for Resolving Cross-Cultural Ethical Conflicts

Management practitioners and scholars have worked diligently to identify methods for ethical decision making in international contexts. Theoretical frameworks such as Integrative Social Contracts Theory (Donaldson and Dunfee, 1994, Academy of Management Review 19, 252–284) and more recently the Global Business Citizenship Approach [Wood et al., 2006, Global Business Citizenship: A Transformative Framework for Ethics and Sustainable Capitalism. (M. E. Sharpe, Armonk, NY)] have produced innovations in practice. Despite these advances, many managers have difficulty implementing these theoretical concepts in daily practice. Using the example of recent decisions by internet service providers Google, Yahoo, and MSN regarding censorship requirements in China, we offer six heuristic questions to help managers to resolve cross-cultural ethical conflicts in which the firm’s way of doing business differs from the practice in the host country. Recognizing that companies can take different approaches to law and ethics (Paine, 1994, Harvard Business Review 72(2), 107–117), our aim is to provide a management decision process to deal with demands or opportunities for engaging in questionable business practices in a host country.     

Stock market volatility and the business cycle

This paper investigates the joint time series behavior of monthly stock returns and growth in industrial production. We find that stock returns are well characterized by year-long episodes of high volatility, separated by longer quiet periods. Real output growth, on the other hand, is subject to abrupt changes in the mean associated with economic recessions. We study a bivariate model in which these two changes are driven by related unobserved variables, and conclude that economic recessions are the primary factor that drives fluctuations in the volatility of stock returns. This framework proves useful both for forecasting stock volatility and for identifying and forecasting economic turning points.     

Contract Price Confirmation Bias: Evidence from Repeat Appraisals

The Journal of Real Estate Finance and Economics - Prior research has argued that upwardly biased appraised values of residential properties were a contributing factor of the 2008 financial crisis....     

Consumer journeys: developing consumer-based strategy

Journal of the Academy of Marketing Science -     

Halifax Henna: The Art of Manageable Growth*

This case explores the dilemma many young women face when they begin a family: juggling a full‐time job as a young Chartered Professional Accountant (CPA) with a government job, continuing to grow a small business as a henna artist, and caring for a new baby. Even before the arrival of the first child, the combination of continuing to do both jobs was not sustainable. The case provides information to enable students to assess the financial health of a small business and provides a recommendation to the owner. In addition, information regarding paying childcare costs while continuing with a government job provides a realistic comparison for students. Often students jump to the money, which is currently in her accounting job, and forget that passion, dreams, and objectives for work–life balance, although earning less at the moment due to the part‐time nature, may be the best way forward.     

The search for skills: Knowledge stars and innovation in the hiring process

The effective utilization of knowledge has become an important part of how firms gain competitive advantage in the marketplace. However, the recruitment, search, and selection processes used to obtain workers who would develop and deploy that knowledge have not materially changed for many years, with human resources (HR) frequently automating legacy procedures. We believe that the hiring processes for exceptional knowledge workers, whom we call knowledge stars, must adapt to the current business environment. Using the framework of architectural innovation, we propose that HR’s recruitment of knowledge stars should begin before specific jobs are announced, should be done in partnership with line managers, and should be done in coordination with implementation of other workplace innovations such as the development of communities of practice and participative management. We conclude by discussing how changes in the search processes for knowledge stars fit in context with some other ongoing challenges for HR personnel.