What leads to cultural intelligence?

The ability to interact effectively in multiple cultures is not a skill possessed by all; yet, it is becoming more important in today's global business world. Recently, this skill has been labeled cultural intelligence (CQ), and has caught the attention of business leaders and researchers alike. While previous studies have examined potential outcomes of cultural intelligence, possible antecedents are examined herein. This investigation generates some insight regarding the impact of cultural exposure on CQ, as well as developing an understanding of how the depth of cultural exposure influences a person's cultural intelligence. Findings indicate that certain types of exposures to other cultures (such as education abroad and employment abroad) and the level of exposure from these experiences increases cultural intelligence. These findings are critical for multinational firms as managers hire, promote, train, and prepare employees for international assignments. Additionally, some have discussed how cultural intelligence is a critical skill for global business leaders, and it seems likely that CQ will become increasingly important due to the rise of diversity in the workforce.     

Motivation and ability as predictors of play behavior in state‐sponsored lotteries: An empirical assessment of psychological control

This research explores the interaction of motivation and ability to explain individuals' level of participation in state‐sponsored lotteries. The motivation–ability framework is considered from the perspective of perceived control wherein Rotter's (1966) locus of control serves as a perceived ability to influence lottery outcomes, and the Burger and Cooper (1979) desire for control serves as a motivation to play. With the use of a sample of adult consumers residing in a state with a government‐sponsored lottery, predicted results were found. Specifically, the consumers who played the lottery to the greatest extent were those with internal locus of control (high perceived ability) and high desire for control (high motivation). © 2001 John Wiley & Sons, Inc.     

Measuring corporate environmental performance

As shareholders, government regulators, consumers, employees, and the general public pay more attention to companies' environmental performance, measurement issues are becoming increasingly important and demand is growing for relevant information to assist stakeholders in making key decisions. Despite the enhanced interest in and attention to companies' environmental activities, the accounting profession has been slow to take on the role of defining, measuring, and controlling this broad corporate domain. Thus, measures of environmental performance have proliferated in the absence of clear, generally accepted guidelines as to what constitutes good and bad environmental performance. As a result, the public is becoming increasingly confused and cynical about interpretation of such data. In this paper, we use theoretical and empirical approaches to define corporate environmental performance and consider how well existing measures operationalize the construct. Interestingly, some popular environmental rating schemes seem to rely more heavily on public reaction to environmental events than on more precise and measurable outcome or process dimensions. Our findings suggest a need for explicit environmental performance metrics in order to provide stakeholders with more reliable, consistent, and accurate information for comparing companies and making key strategic decisions. We argue that the accounting profession is an obvious candidate for establishing such metrics since the domain of accounting typically includes measuring, communicating, and regulating information about company performance. Expanding accountants' domain to include environmental performance can greatly contribute to the usefulness of environmental performance metrics.     

Unions and the Employment Growth: Panel Data Evidence

This study adds to the small empirical literature on the impact unions have on employment growth using data from Australia. Unlike previous studies, the data used are from a panel of firms surveyed at two points in time rather than a single cross section. The results indicate a negative union effect on employment in private-sector firms of about 2.5 percent per annum that, despite the very different institutional framework that prevails in Australia, is consistent with results obtained with North American data.     

Roz, Inc.: a case for extending management accounting coverage to managers'' information acquisition process

Observers of the modern business environment have emphasized that if management accounting is to remain relevant to the realities of the 1990s and beyond, it has to evolve beyond the traditional “gathering, assimilating and reporting function” to encompass the processes whereby information reaches managers. The objective of this teaching case is to assist extending management accounting coverage towards this process.In both Australia and Taiwan, we have successfully used this case to supplement text and end-of-chapter materials at both the advanced undergraduate and graduate levels. The similarity of our teaching experiences between Australia and Taiwan, in conjunction with the generic nature of the case, suggest that it can be used in other national contexts with little or no modification.     

Using Information as a Basis for Segmentation and Relationship Marketing: A Longitudinal Case Study of a Leading Financial Services Firm

An important concern for service businesses is how to develop an appropriate segmentation and relationship marketing strategy that is tied to the value contribution of the customer base. This article presents a case study of the relationship marketing strategy for a division of a leading, worldwide financial services provider. The case firm segments customers into three tiers, using a framework similar to the one established by Berry and Parasuraman. Potential revenue from the customer is the primary segmentation variable used to assign customers to one of the three tiers, while the customer service response is tailored for each tier based upon customer information capabilities and needs. Although information is normally thought of as a supplemental service, rather than a core service, this case study shows how information is central to providing effective customer service and is a key to relationship marketing. The study also demonstrates how social and structural bonds can be used to refocus a customer's thinking from a cost perspective to a value perspective.     

A qualitative study of high-reputation plant managers: Political skill and successful outcomes

There has been little systematic study of what plant managers actually do on a day-to-day basis that accounts for their success in achieving organizational outcomes. In our field interviews and observations of high-reputation plant managers from 11 manufacturing plants, we found that effective political skill enabled them to influence subordinates in ways that contributed positively to organizational outcomes. Political skill is an interpersonal style that combines social astuteness with the ability to relate well, and otherwise demonstrate situationally appropriate behavior in an engaging way that inspires confidence, trust, and genuiness [Ferris, G.R., Perrewé, P.L., Anthony, W.P., Gilmore, D.C., 2000. Political skill at work. Organizational Dynamics 28 (4), 25–37]. We observed that effective plant managers possessed a configuration of dispositional traits (self-motivation, sense of humility, and affability), systematically employed interpersonal behaviors (creating accountability, leading by example, and developing trust), and focused on managerial processes (stretch goals, influencing and learning from below, and empowering direct reports). By juxtaposing the political skill and power literatures, we propose a theory of plant manager effectiveness as a combination of political skill and the use of unobtrusive and systemic power to achieve both affective and substantive outcomes.     

Long-Term Contracts and Asset Specificity Revisited: An Empirical Analysis of Producer–Importer Relations in the Natural Gas Industry

This paper discusses long-term contracts as a particular organizational form situated somewhere between full vertical integration and short-term, market-based trading in the natural gas industry. We focus on the determinants of the duration of contracts under changing technical, economic, and institutional conditions. Using 311 long-term contracts we find that duration decreases as international market structures grow more competitive, and that contracts linked to an asset-specific investment extend, on average, three years longer.     

Securitization: The Transformation of Illiquid Financial Assets into Liquid Capital Market Securities Examples from the European Market

Since the benefits a firm can derive from securitization are universal, the discussion of a market bounded by national borders is somewhat artificial unless the focus is on constraints particular to the country which promote or inhibit the use of securitization. With the exception of the United Kingdom, regulatory constraints have been an important factor in slowing the development of a European market for asset and mortgage backed securities. In addition to the regulatory hurdles, securitization in Europe has been inhibited by segmented corporate bond markets and the relatively slow development of money market savings vehicles for households. Liquidity across credit spectrums has been enhanced since the introduction of the Euro, as has been the competition for savings. European companies are developing the ability to securitize even if the technique is not yet being widely exploited. What is the European market for mortgage and asset backed securities? Does it include the U.S. credit card banks, Citicorp, Chase, MBNA, and First USA that have refinanced U.S. credit card receivables in European currencies and in Euro? Does it include GMAC which has structured Swiss Franc and Euro ABS backed by its U.S. dealer floor plan loans? Does it include Japanese banks that have refinanced Yen denominated leases with Euro and Swiss Franc ABS? Does it include Barclays' issue of $1 billion of ABS backed by sterling credit card receivables? Of course the answer is yes. Markets are defined by both the supply and demand sides. Our analysis focuses on the supply side of the domestic European market.