Rating versus ranking: What is the best way to reduce response and language bias in cross-national research?

We propose solutions to two recurring problems in cross-national research: response style differences and language bias. In order to do so, we conduct a methodological comparison of two different response formats—rating and ranking. For rating, we assess the effect of changing the commonly used 5-point Likert scales to 7-point Likert scales. For ranking, we evaluate the validity of presenting respondents with short scenarios for which they need to rank their top 3 solutions. Our results – based on two studies of 1965 undergraduate and 1714 MBA students in 16 different countries – confirm our hypotheses that both solutions reduce response and language bias, but show that ranking generally is a superior solution. These findings allow researchers to have greater confidence in the validity of cross-national differences if these response formats are used, instead of the more traditional 5-point Likert scales. In addition, our findings have several practical implications for multinational corporations, relating to issues such as selection interviews, performance appraisals, and cross-cultural training.     

Gender and regional employment differences: an industrial relations approach

This paper analyses gender differences in regional employment in Europe. An industrial relations approach is used, which requires that regulations and institutions in the labour market be analysed in regard to power relations in the workplace. Gender relations and working conditions are seldom included when welfare-state arrangements and the functioning of the labour market are discussed at a national level. The results of this study show that welfare-state policies, in a broad sense, support women's opportunities to take part in paid work in the labour market. Women in Europe are beginning to occupy an increasing share of the new jobs that are created as they improve their labour-force participation rates. Women are also moving into higher growth sectors of the economy to a larger extent than men. But in terms of occupations, hierarchies and power relations, the mechanisms of segregation in the workplace are changing very slowly. While considerable literature exists on the segregation processes within organizations, very little deals with how to change segregation patterns and how to balance the differences in power between women and men in the workplace.     

Unilateral Divorce for Women and Labor Supply in the Middle East and North Africa: The Effect of Khul Reform

ABSTRACT

This contribution investigates whether the introduction of Khul, Islamic unilateral divorce rights for women, helps to explain recent dramatic increases in women's labor supply in Middle Eastern and North African (MENA) countries over the 1980–2008 period. It shows, using data for eighteen countries, that Khul reform increased the labor force participation of women relative to men. Furthermore, we find evidence that the effect of Khul is larger for younger women (ages 24–34) compared to older women (ages 35–55). Younger women increased their labor force participation by 6 percent, which accounts for about 10 percent of the increase in their labor force participation from 1980 to 2008.     

Implementing sustainable sourcing—Does purchasing need to change?

The implementation of corporate sustainability relies strongly on the purchasing function implementing sustainable sourcing. To advance understanding of this implementation, this paper offers a threefold contribution. First, it operationalises sustainable sourcing and addresses different possibilities of ways it can be implemented according to the company-specific emphasis on each of the three sustainability dimensions; i.e., economic, environmental, and social aspects. Second, this paper identifies, based upon stakeholder theory, internal and external stakeholders and their specific salience to drive the implementation of sustainable sourcing. Furthermore, the content of those salient stakeholders' claims is analysed concerning its impact on individual, company-specific sustainable sourcing profiles. Third, this paper explores how the purchasing function may need to change its internal and external relationships due to and in the course of implementing sustainable sourcing. Covering these three aspects, this conceptual paper concludes with a framework of testable propositions and offers several avenues for further research.     

Three Common Misconceptions About Markets (or Why Earnings Smoothing,Guidance, and Concern About Meeting Consensus Estimates are Likely to be Counterproductive)

Although many executives strive for stable earnings growth, finance theory and research have long suggested that the most sophisticated investors aren't especially concerned about “normal” levels of variability in reported earnings. More recent research by the authors and their McKinsey colleagues also suggests that extraordinary efforts to achieve steady growth in earnings per share quarter after quarter aren't worthwhile and may actually hurt the companies that undertake them. While such efforts to smooth earnings involve real costs, the research finds no meaningful relationship between earnings variability and valuation multiples or shareholder returns. Based on these findings, as well as considerable experience in advising companies, the authors offer the following advice to senior executives:

• Managers shouldn't shape their earnings targets or budgets just to meet consensus estimates. Companies that reduce spending on product development, sales and marketing, or other contributors to long‐term growth are sacrificing long‐term performance for the appearance of short‐term strength.
• As the year progresses, managers should likewise avoid costly, shortsighted actions to meet the consensus. Resist the temptation to offer customers end‐of‐year discounts to boost current‐year sales, or to resort to creative accounting with accruals. Investors recognize these for what they are: borrowing from next year's earnings.

Finally, companies should reconsider the practice of quarterly earnings guidance. Instead of providing frequent earnings guidance, companies should design their investor communication policies to help the market to understand their strategy, the underlying value drivers of their business, and the most important risks associated with the business—in short, to understand the long‐term health and value of the enterprise.     

Enhancing Access to the Global Food Manufacturing Value Chain: The Role of a Food Safety Technical Regulation in Ghana

Demonstrating compliance with food safety requirements of the global food economy is a prerequisite for access. This article presents an overview of the governance within global value chains and their impact on the prospects of developing countries accessing and participating in the global food manufacturing value chain. Based on fieldwork undertaken in Ghana, the article investigates the issues that hinder compliance of the Ghanaian food manufacturing sector with the basic requirements of food safety and investigates the potential role of a technical regulation in enhancing compliance, and therefore participation, in the global food manufacturing economy.     

Divestiture: strategy's missing link

Although most companies dedicate considerable time and attention to acquiring and creating businesses, few devote much effort to divestitures. But regularly divesting businesses--even good, healthy ones--ensures that remaining units reach their potential and that the overall company grows stronger. Drawing on extensive research into corporate performance over the last decade, McKinsey consultants Lee Dranikoff, Tim Koller, and Antoon Schneider show that an active divestiture strategy is essential to a corporation's long-term health and profitability. In particular, they say that companies that actively manage their businesses through acquisitions and divestitures create substantially more shareholder value than those that passively hold on to their businesses. Therefore, companies should avoid making divestitures only in response to pressure and instead make them part of a well-thought-out strategy. This article presents a five-step process for doing just that: prepare the organization, identify the best candidates for divestiture, execute the best deal, communicate the decision, and create new businesses. As the fifth step suggests, divestiture is not an end in itself. Rather, it is a means to a larger end: building a company that can grow and prosper over the long haul. Wise executives divest so that they can create new businesses and expand existing ones. All of the funds, management time, and support-function capacity that a divestiture frees up should therefore be reinvested in creating shareholder value. In some cases, this will mean returning money to shareholders. But more likely than not, it will mean investing in attractive growth opportunities. In companies as in the marketplace, creation and destruction go hand in hand; neither flourishes without the other.     

Scenario types and techniques: Towards a user's guide

Various scenario typologies have been suggested in attempts to make the field of futures studies easier to overview. Our typology is based on the scenario user's need to know what will happen, what can happen, and/or how a predefined target can be achieved. We discuss the applicability of various generating, integrating and consistency techniques for developing scenarios that provide the required knowledge. The paper is intended as a step towards a guide as to how scenarios can be developed and used.