Environmental priorities in strategic product development

This paper reports some results from a major research project on the integration of environmental issues into design in the electrical and electronic industry. Product development practice and ecodesign methods were examined along with qualitative data from 19 manufacturers, using interviews and an action research methodology. A four‐stage framework for ecodesign practice resulted: first, to make an environmental assessment from a life cycle viewpoint; then to communicate the analysis and collect feedback; thirdly to prioritize the environmental issues and finally to complete the design using relevant tools and methods. This ‘ARPI’ framework (analyse, report, prioritize, improve) applies to both strategic and operational levels. Initial testing of the framework in collaborating companies highlighted difficulties with communication with design teams; the role of ‘ecodesign champions’ is explained. Other challenges are the development of customized tools and the training of designers. The study concludes that the prioritization step is critical, as it simplifies and clarifies the tasks in design that take place after formulation of the specification. Copyright © 2000 John Wiley & Sons, Ltd. and ERP Environment     

The Effect of Organizational form on Information Flow and Decision Quality: Informational Cascades in Group Decision Making

This paper identifies a disadvantage to decision making in a team. We show that in some cases available information is lost due to sequential communication that results in informational cascades. Although incentive contracts exist that prevent cascades, in some cases these contracts do not maximize shareholders' expected residual value and cascades are tolerated in equilibrium. Cascades never occur in hierarchies that exogenously prevent communication. However, when the firm is organized as a hierarchy (and the agents are given the optimal hierarchical contract), in some cases agents will collude and sequentially communicate, admitting the possibility of cascades. In these cases, the principals must monitor and enforce the hierarchical process. When monitoring costs exceed the cost of cascades, the team is the optimal organizational form.     

Capital accumulation and growth: a new look at the empirical evidence

Using annual data for 75 countries in the period 1960–2000, we present evidence of a positive relationship between investment as a share of gross domestic product (GDP) and the long‐run growth rate of GDP per worker. This result is robust for our full sample and for the subsample of non‐OECD countries, but not for the subsample of OECD countries. Our analysis controls for time‐invariant country‐specific heterogeneity in growth rates, and for a range of time‐varying control variables. We also address endogeneity issues, and allow for heterogeneity across countries in model parameters and for cross‐section dependence. Copyright © 2010 John Wiley & Sons, Ltd.     

Project management and high‐value superyacht projects: An improvisational and temporal perspective

This article considers specific elements of the project management of high‐value deliverables in an under‐researched sector. Specifically, it looks at ways in which change is accommodated in complex projects where scope, delivery, and cost are relatively inflexible. An emerging literature considers improvisational working within project‐based work, which dilutes the “plan, then execute” paradigm that has shaped project work for some time. This research contributes to the temporal and rhythmic aspects of work in this area, linking with extant theory on, among other areas, punctuated equilibrium and organizational “rhythm,” and identifies parallels between improvised project work and established academic theory.     

HRM-performance research: under-theorized and lacking explanatory power

The search for a measurable link between HR practices and organizational performance is currently preoccupying HR professionals, consultants, government and academics. Empirical research on this human resource management-performance (HRM-P) link is, however, marred by a serious problem: it is under-theorized. While some (but by no means all) researchers on the HRM-P link are aware of the problem, none are prepared to face up to the scale of the implications. Without theory, research on the HRM-P link lacks explanatory power. The only ‘solution’ on offer (the assertion that theory will develop via more and/or better empirical work) has been less than successful: empirical research has multiplied with little or no theoretical development. Nor can it. The under-theorization and lack of explanatory power is rooted in the ‘scientific’ perspective that underpins empirical research. The paper draws upon critical realist philosophy to reveal exactly why the ‘scientific’ approach encourages under-theorization and lack of explanatory power and, furthermore, why the ‘solution’ on offer cannot solve the problem. The conclusion notes why the HR community should not avoid philosophical issues.     

Employment relations,cost minimisation and inter‐organisational contracting

This article explores and theorises the employment relations consequences of cost minimisation in the management of inter‐organisational contracts for less‐skilled work. Case‐study data reveal that cost minimisation creates and exacerbates employment relations problems, with the ‘success’ of particular tactics dependent on the relative tractability of broader economic conditions and social relationships.     

Edith Penrose's Contributions to the Resource-based View: An Alternative Perspective

ABSTRACT Edith Penrose's work has been widely acknowledged to have played a central role in providing the intellectual foundations of the resource‐based view. This position, however, was recently challenged in a paper by Rugman and Verbeke (2002 ). In this paper we address the three main arguments of Rugman and Verbeke and, by drawing on her writings, demonstrate that their arguments are materially incorrect. While readily conceding that Penrose's primary goal was to explain the growth of firms, we show that her analysis of path‐dependent firm evolution anticipated many key propositions of the resource‐based view.     

Are All Private Benefits of Control Ineffective? Principal–Principal Benefits,External Governance Quality,and Firm Performance

Private benefits of control (PBC) are benefits that controlling shareholders consume, but that are not shared with minority shareholders. Research focusing on the value protection role of corporate governance typically frames PBC as principal–principal (PP) agency costs, and interprets them as a form of minority shareholder expropriation that decreases firm performance. Taking a value creation perspective of corporate governance, however, we propose a more nuanced role for PBC. Specifically, we see them also as PP agency benefits that compensate controlling shareholders for their monitoring and advisory services, which can increase firm performance. Since both PP costs and benefits affect firm performance, we theorize that PBC enhance firm performance at a diminishing rate. Furthermore, we show that the effect of PBC on firm performance is more positive when country‐level external governance mechanisms are strong.