An empirical study of human resource management policies and practices in foreign-invested enterprises in China: the case of Shenzen Special Economic Zone

Information about human resource management (HRM) practices in foreign-invested enterprises (FIEs) in China has been limited to studies involving a small number of cases. This study provides an empirical assessment of HRM practices used in 158 FIEs operating in Shenzen Special Economic Zone (SEZ) of the Guangdong Province in southern China. Results suggest that FIEs have moved away from centrally planned job allocation, life-time employment and egalitarian pay towards open job markets at management and non-management levels, contractual employment where pay and longevity are based on individual worker and company performance and compensation plans that recognize differences in skills, training and job demands. These practices seem to reflect the influence of the economic reform in China. Other aspects of HRM practices used by FIEs, such as approximate equality of pay for men and women, limited differences between management and non-management salaries and widespread provision of housing and other benefits for employees, seem to reflect the influence of the Chinese socialist ideology.     

Impact of Transformational and Servant Leadership on Organizational Performance: A Comparative Analysis

The purpose of this study is to examine the impact of two comparative leadership styles on organizational performance outcomes. The leadership styles undertaken is transformational and servant leadership. A sample of 155 participants is taken from profit-oriented service sector of Pakistan. Data through survey gathered on a five point likert scale from organizations. AMOS and SPSS are used for statistical analysis. The result shows that, transformational leadership has more impact on organizational learning than servant leadership. Furthermore organizational learning enhances organizational performance. Managers and leaders of corporate sector can get benefited from this study. Their main objective is to maximize the profitability of organization thus, they can choose leadership style which polishes their abilities and helps them to achieve profit maximization.     

Asymmetric effect of exchange rate volatility on India's cross‐border trade: Evidence from global financial crisis and multiple threshold nonlinear autoregressive distributed lag model

This paper examines the asymmetric effect of exchange rate volatility on India's cross‐border trade with its major trading partners: Japan, Germany, the United States, and China. We extend previous studies in two ways. First, we examine whether global financial crisis changes the asymmetric effect of exchange rate volatility on India's cross‐border trade. Next, we divide exchange rate volatility into quintiles and examine the effect of each quintile on cross‐border trade by using the multiple threshold nonlinear autoregressive distributed lag (MTNARDL) model. Our findings from standard nonlinear ARDL (NARDL) indicate that the asymmetric relationship between exchange rate volatility and cross‐border trade changes as a result of global financial crisis. In addition, findings from MTNARDL indicate that in short‐run, exchange rate volatility symmetrically affects India's cross‐border trade with all sample countries whereas in long‐run it asymmetrically affects cross‐border trade. Overall, these findings are very important for policy implications and open a new dimension to exchange rate volatility and trade flows.     

Rethinking the role of private capital in infrastructure PPPs: the experience of Ontario,Canada

Private capital has become a significant feature of infrastructure public–private partnerships (PPPs) on the premise that it incentivizes diligent risk management among private partners. This paper evaluates this claim by examining the PPP programme in Ontario, Canada, where the amount of long-term private capital in PPPs has been reduced. The paper shows that decreasing the amount of private capital after construction does not undermine performance, while producing cost savings for governments. This was achieved by deploying sophisticated procurement and monitoring strategies. These findings suggest that private capital is one of several tools available to achieve positive value for money in PPPs.     

Kraft's acquisition of Cadbury: Was it an amicable transatlantic merger or a hostile takeover?

This case‐based research evaluates and discusses Kraft's 2009–2010 acquisition of the UK‐based Cadbury, which turned into a bitter fight and a hostile takeover. As both firms have a rich history and distinct brand identities, the merger came to the attention of the global media and public on both sides of the Atlantic. Drawing on the merger's lengthy negotiations and the two companies' distinctive corporate cultures, this article analyzes the merger and its chaotic negotiations and developments. The merger was opposed in the United Kingdom because of Kraft's harsh approach of targeting an iconic British brand that had been in business for over 150 years. Eventually, both companies did compromise in an amicable manner and concluded a friendly tie‐up. The postmerger period reveals that Kraft's acquisition was a part of its future reorganization and expansion in global markets. This case‐based research also provides academic and practical implications for international business managers as well as multinational corporations.     

The nexus between sectoral FDI and institutional quality: empirical evidence from Pakistan

This study investigates short- and long-run bidirectional causality between institutional quality and sectoral-level FDI in Pakistan by using the ARDL technique. The results confirm that long-run bidirectional causality exists between institutional quality and aggregate FDI. The in-depth sectoral-level FDI analysis substantiates the presence of long-run bidirectional causality between institutional quality and FDI in services and manufacturing sectors, while no long-run causality is observed between institutional quality and FDI inflows in primary sector. Furthermore, the results in the study reveal short-run bidirectional causality only between institutional quality and manufacturing FDI and report insignificant short-run causal link between institutional quality and FDI in primary and services sectors. The overall findings of the study suggest that in the long-run institutional quality attract FDI and FDI inflows, particularly to manufacturing and services sectors, significantly enhance the quality of institutions in Pakistan.     

Selling Time: Swatch Group and the Global Watch Industry

This illustrative case analyzes and evaluates Swatch Group and its core competencies and global strategies in the changing and highly segmented watch industry. Originating from Switzerland, the Group is a major watch manufacturer in the world with a unique brand portfolio that includes low priced as well as luxury watches such as Breguet, Blancpain, Longines, Rado, Omega, and the like. Swatch Group, formerly known as Socitéde Microélectronique et d'Horlogerie (SMH), sells its products through 500 Swatch watch shops, uses 15,000 retailers and 1,000 shop‐in‐shops, and over 140 kiosks in global markets. The Group is vertically integrated and supplies virtually all the components and parts for its line of watches. In 2009, Swatch Group's sales stood at $5.37 billion and the company continues to be an entrepreneurial entity with efficient research and development (R&D), creating many technological breakthroughs and marketing campaigns. Swatch Group is expected to grow in the coming years although the 2008 financial crisis, competition, and changing markets remain some of the major hurdles for the company. The article ends with selected developments and future changes that may impact the company in the coming years. © 2012 Wiley Periodicals, Inc.     

Interactive Mining of Strong Friends from Social Networks and Its Applications in E-Commerce

Social networks are generally made of individuals who are linked by some types of interdependencies such as friendship. Most individuals in social networks have many linkages in terms of friends, connections, and/or followers. Among these linkages, some of them are stronger than others. For instance, some friends may be acquaintances of an individual, whereas others may be friends who care about him or her (e.g., who frequently post on his or her wall). In this study, we integrate data mining with social computing to form a social network mining algorithm, which helps the individual distinguish these strong friends from a large number of friends in a specific portion of the social networks in which he or she is interested. Moreover, our mining algorithm allows the individual to interactively change his or her mining parameters. Furthermore, we discuss applications of our social mining algorithm to organizational computing and e-commerce     

Determinants of employee willingness to use feedback for performance improvement: cultural and organizational interpretations

This study was designed to identify determinants of employee willingness to use feedback for performance improvement. The proposed determinants included objectives of appraisal, supervisor's knowledge of subordinate's job, agreed plan for performance improvement, trust in supervisor and perceived fairness and accuracy of performance evaluation. Data were collected in two phases. The first phase consisted of a questionnaire survey among 100 Hong Kong Chinese employees working in public and private sector organizations. Regression analysis of questionnaire data indicated that agreed plan for performance improvement and perceived fairness and accuracy of performance evaluation had significant positive effects on employee willingness to use performance feedback. In the second phase, focus group interviews were held to triangulate survey findings. Interview data suggested that Chinese cultural characteristics of paternalism and personalism influenced the underlying dynamics of the evaluation process. Findings are interpreted in the context of employees cultural and organizational background.