Leadership in the 21st Century: Understanding Global Terrorism

What should organization leaders (in both business and government, in all countries of the world) know about terrorism? They should know that terrorism has a deep history with instances of terrorist-type activities being recorded in the Bible, presently involving many of the world's countries with all continents but Antarctica recording one or more terrorist attacks in the last year, and has many facets to examine. Those parts include knowing about the perpetrators and their goals, the targets, the weapons, the events, and the effects of those events. Leaders should understandthe background of global terrorism and also how to respond to the negative effects of terrorist events. Presently, the United States is considered the top target in the World and is likely to be for the foreseeable future. Al Qaeda is probably the top Foreign Terrorist Organization aiming at the U.S. with intentions of using more lethal weapons and producing severe damage. The future will probably see a significant reduction in ideological terrorism and increases in single-issue terrorist groups attacking major cities with weapons of mass destruction. Further progress in understanding terrorism and its effects on business should come more from quality academic research in business (rather than from conjecture and opinions as at present) and from further quality academic research in other fields such as history, political science, and psychology.     

The integrative domain of foresight and competitive intelligence and its impact on R&D management

R&D takes years to come to fruition, thus choosing R&D programs should be set in the context of the environment that will exist at the time that research is completed. Foresight and competitive intelligence are two fields that seek to address future oriented environmental scanning. The paper looks at what the domains of foresight and competitive intelligence entail and in particular how competitive technical intelligence can work to integrate and enable competitive agility in foresight positioning. Focus is put on reviewing literature that addresses how foresight impacts R&D project selection. A review is made on foresight programs from around the world based on a recently completed study on Canada's foresight capacity. The authors conclude that agile organizations need to be adaptive and well prepared for tomorrow's challenges and so by integrating competitive technical intelligence, (typically oriented to business needs) with strategic technology foresight, (typically designed to address government priorities for technology investments and innovation policy issues), enterprises will be best positioned to address uncertainties in the technology cycle.     

Strategic HR configurations and organizational performance

Over time organizations form stable operating configurations that influence their actions in the marketplace. These configurations are shaped by interactions among variables in four areas: operating environment, business strategy, HRM practices, and senior managers' values and behaviors regarding employees. More often than not they emerge in a piecemeal rather than planned fashion. However, once established, the configurations or patterns guide employee behavior, are resistant to change, and are associated with different levels of organization effectiveness. HR managers may use these configurations to diagnose their organizations' present state and orchestrate changes to increase competitive advantage. © 2000 John Wiley & Sons, Inc.     

Explaining the Younger– Older Worker Union Density Gap: Evidence from New Zealand

This paper uses two recent large‐scale surveys in New Zealand to test the various reasons given for lower rates of union membership among younger workers. Younger workers’ disproportionate location in smaller workplaces and those industries where union reach is lowest accounts for a substantial part of their lower union density. Along with the tendency of younger workers to explore their options through labour turnover, this factor offers a much better explanation for the younger‐older worker union density gap than do assertions about a growth in individualism in Generations X and Y.     

Domestic-Foreign Interest Rate Differentials: Near Unit Roots and Symmetric Threshold Models

This paper investigates the near unit root behavior of interest rate differentials across countries using a symmetric Band-TAR model that allows for a heteroscedastic error process. We find that the time series properties of monthly short-term interest differentials over the period 1974–2005 between the United States and Canada, France, Germany, Japan, and the United Kingdom can be characterized by a symmetric Band-TAR process, which can explain its (near) unit root behavior reported in the extant literature. Results significantly reject a linear model in favor of the alternative hypothesis of a two-regime symmetric threshold model that exhibits significantly greater persistence within the threshold bands than when outside the threshold bands.     

Adapting human resource planning in a changing business environment

Contemporary human resource planning (HRP) practice is described on the basis of a survey of 137 companies. Results indicate widespread use of simple forecasting techniques and increased acceptance of HRP during the turbulent 1980s, supporting the notion that HRP adapts to the business environment and has increasingly become a line management process. The forecasting component of HRP was found to serve several functions, the most frequent being developmental. HRP problems have evolved into concerns about the strategic planning role of HRP in the 1990s as opposed to the more technical issues of the past.