R&D Investments and Tax Incentives: The Role of Intra-Firm Cross-Border Collaboration*

U.S. multinational corporations increasingly use intra-firm, cross-border research collaboration to disperse R&D across different countries. This paper investigates the implications of such collaboration on the abilities of firms to garner benefits from R&D tax incentives. We find that the association between R&D intensity and tax incentives is three to five times larger when firms have extensive cross-border collaboration connected to a country. We also find that the effect is stronger when local intellectual property protection is weaker and when local innovation resources are higher. Our results suggest that cross-border collaboration helps firms achieve more tax-efficient R&D investments both by reducing the nontax frictions posed by weak intellectual property protection and by increasing the nontax benefits of foreign R&D.     

Tracking urban sprawl: Using spatial data to inform farmland preservation policy

The development of state farmland preservation policies has primarily relied upon results of the Census of Agriculture that is updated every 5 years by the USDA National Agriculture Statistics Service. Questions about the suitability of the Census of Agriculture center on the measures of total farmland and total cropland as reported by agricultural producers. The reliance on these variables fails to distinguish between conversion to developed uses and other fluctuations in the total availability of farmland. This inability to directly measure farmland conversion to developed uses has been shown to influence state level farmland preservation policies. The policies of Illinois and Indiana highlight the disparate approaches, with Illinois pursuing an intensive policy to protect farmland and Indiana choosing to not address farmland preservation at a state level. In order to assess the suitability of the different approaches to farmland preservation policy it is critical to evaluate the Census of Agriculture data used to justify the policies of Illinois and Indiana.     

The co-evolution of business incubation and national innovation systems in Taiwan

Incubation has already proven to be of great value in promoting small and medium enterprise (SME) entrepreneurship activities and technological development in developed and developing countries. Incubation not only provides a diversified and integrated service for entrepreneurial ventures but also contributes upward to regional and national innovation and economic growth. Building upon the logic of co-evolution theory, this paper argues that incubation acts at the meso-level as a critical interface between macro-innovation systems and micro-business ventures. These multi-directional coupling elements in innovation ecology co-evolve to achieve collective interests and excellence, which in turn may stimulate technological development and social change. Important processes/mechanisms, including a policy kit and action, strategic networking, supportive associations, knowledge and intellectual capital management, among others, are discussed. Drawing on the national innovation system (NIS) and business incubation (BI) experience in Taiwan, we discuss the future prospects of incubation and innovation policies, including industrializing and globalizing incubation activities and virtual business incubation.     

Relating to marketing? Why relationship marketing works for not-for-profit organisations

Not-for-profit organisations often consider marketing to be inappropriate to their needs. This may well be true if marketing is thought of in its traditional and outdated ‘transactionally’ focused mode. Relationship marketing, with a focus on relationships rather than transactions, and multiple markets, has the ability to meet the unique needs of not-for-profit organisations. Copyright © 1999 Henry Stewart Publications     

Conceptualizing businesses as social actors: A framework for understanding sustainability actions in small‐ and medium‐sized enterprises

Small‐ and medium‐sized enterprises (SMEs) can play a crucial role in advancing environmental and social well‐being. Yet various—often conflicting—explanations have been offered to clarify why SMEs pursue sustainability. Some arguments foreground possibilities of profit maximization, whereas others emphasize individual values and convictions. Research supporting such contradicting explanations is often biased towards large enterprises or small, innovative frontrunners. In this article, we examine the underlying drivers of social and environmental interventions of SMEs by exploring empirical data from a survey of over 1,600 Canadian SMEs and complementary in‐depth interviews. We argue that sustainability actions of SMEs can be understood by viewing these firms as social actors—organizations that are shaped by individual values, internal and external interpersonal relationships, and are embedded in a social environment. This conceptualization directs attention to the full range of factors that shape sustainability engagement of SMEs and highlights frequently overlooked forms of sustainability‐oriented actions.     

When gamification backfires: the impact of perceived justice on online community contributions

ABSTRACT

While online communities may enhance firm performance, they commonly fail to retain members. To address this challenge, scholars and managers call for the use of gamification. However, despite gamification’s growing use in online communities, insight into its effect on member experience and behaviours remain limited. We hypothesise that gamification affects member-perceived distributive and procedural justice. In experimental studies, we assess the impact of in-gamification perceived justice on member contributions. We find that while high in-gamification perceived procedural justice acts as a necessary prerequisite for member contributions, high distributive justice can reduce game-related uncertainty, thereby rendering gamified practices less fun, particularly for low-engaged community members that tend to value rewards. We add to the literature by (a) pinpointing the core role of perceived justice in the persistence of online communities, and (b) unveiling that high distributive justice can lead gamification to backfire in online communities by affecting member experience and contributions.     

Optimal investment strategies in an international economy with stochastic interest rates

We investigate how investors should optimally choose to invest in a dynamically complete international market. We find closed-form solutions for the optimal investment strategy and for the wealth loss an investor suffers from not investing internationally. Theoretically, we show that the gain from international investment is due to the speculative investment only, and why it is important for an investor from a large economy to invest in a small economy. In a numerical example we compare the wealth losses investors from Denmark and the U.S. suffer due to home bias.     

Does Audit Committee Accounting Expertise Help to Promote Audit Quality? Evidence from Auditor Reporting of Internal Control Weaknesses

In this study, we examine whether audit committee accounting expertise helps to promote audit quality by motivating auditors to conduct diligent internal control audits and make appropriate internal control assessments because audit committee accounting expertise safeguards auditors from dismissal following adverse internal control opinions. Among clients with existing and likely internal control material weaknesses (as proxied by future restatements of audited financial statements), we find a greater likelihood of adverse internal control audit opinions when the audit committee has greater accounting expertise (measured by the proportion of accounting experts on the audit committee). Among all clients, we find a lower likelihood of subsequent auditor dismissal following an adverse internal control audit opinion when the audit committee has greater accounting expertise. In further analyses, we find that this lower likelihood of subsequent auditor dismissal occurs when at least two audit committee members possess accounting expertise. We also find some evidence that CFO influence (but not CEO influence) over the audit committee negates the increased likelihood of adverse internal control opinions when internal control material weaknesses likely exist, as well as the decreased likelihood of auditor dismissal following adverse internal control opinions. These findings have important implications for regulators and corporate nominating committees interested in promoting audit committee effectiveness.     

Becoming the boss

Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people-particularly star performers-making major career transitions to management. As firms have become leaner and more dynamic, new managers have described a transition that gets more difficult all the time. But the transition is often harder than it need be because of managers' misconceptions about their role. Those who can acknowledge their misconceptions have a far greater chance of success. For example, new managers typically assume that their position will give them the authority and freedom to do what they think is best. Instead, they find themselves enmeshed in a web of relationships with subordinates, bosses, peers, and others, all of whom make relentless and often conflicting demands. "You really are not in control of anything, says one new manager. Another misconception is that new managers are responsible only for making sure that their operations run smoothly. But new managers also need to realize they are responsible for recommending and initiating changes-some of them in areas outside their purview-that will enhance their groups' performance. Many new managers are reluctant to ask for help from their bosses. But when they do ask (often because of a looming crisis), they are relieved to find their superiors more tolerant of their questions and mistakes than they had expected.