When less family is more: Trademark acquisition,family ownership,and internationalization

This study examines the relationship between international performance and the orientation of the firm towards trademark acquisition, and discusses family ownership as a moderator of this association. We conceptualize our study along three interrelated lines of ‘openness’ i.e. openness towards external resources, openness of governance, and openness towards international markets. The empirical investigation relies on a panel data analysis over four years, and on a cross-industry sample of European listed companies consisting of 712 observations. Our outcomes reveal that the attitude of the company to enrich the brand portfolio with externally developed trademarks is positively associated with the firms’ international performance. We also find that this relationship is moderated by family ownership. “Less family is more”: we find a positive relationship of openness towards trademark acquisitions with the firms’ international performance, which decreases with the presence of a family in a dominant position.     

Born globals: Propositions to help advance the theory

Although born globals (BGs) have now been studied for over a decade, theory and practice are still evolving. This article was written to clarify the definition of a Born Global (BG) firm and to describe the three phases—introductory, growth and resource accumulation, and break-out to independent growth as a major player—through which BGs progress. Drawing from empirical evidence, it was found that the risks, resource development, channels/networks and organisational learning of BGs develop during the three phases through which successful BGs pass. However, this process deviates considerably from that followed by traditional internationalising small- and medium-sized enterprises (SMEs). Born Global entrepreneurs and academics can learn much by studying the causes of these differences.     

Unemployment fiscal multipliers

We estimate the effects of fiscal policy on the labor market in US data. An increase in government spending of 1 percent of GDP generates output and unemployment multipliers, respectively, of about 1.2 percent (at one year) and 0.6 percentage points (at the peak). Each percentage point increase in GDP produces an increase in employment of about 1.3 million jobs. Total hours, employment and the job finding probability all rise, whereas the separation rate falls. A standard neoclassical model augmented with search and matching frictions in the labor market largely fails in reproducing the size of the output multiplier whereas it can produce a realistic unemployment multiplier but only under a special parameterization. Extending the model to strengthen the complementarity in preferences, to include unemployment benefits, real wage rigidity and/or debt financing with distortionary taxation only worsens the picture. New Keynesian features only marginally magnify the size of the multipliers. When complementarity is coupled with price stickiness, however, the magnification effect can be large.     

Consumer’s Perception of Fruit Innovation

The objective of the present report is to explore consumers’ perception of fruit and fruit product innovations, in particular nutritionally enriched/fortified fruit and laser-tattoo labeled fruit. These innovations may modify consumers’ visual representation of fruit, influencing their perceptions of fruit integrity. The research included 537 face-to-face interviews with shoppers at the point of sale and was analyzed with the use of factor analysis and multivariate logistic regression. Results show that the consumers pursue “nature integrity–oriented” innovation, for both health and environment-oriented innovation. The consumer is cautious toward innovation and accepts it if the final product keeps its original familiarity. Consumers are more inclined toward innovation if they have a higher education level, are young or middle age, or have a higher income. To conclude, innovation is positively perceived if it respects consumers’ perception of fruit as being intrinsically natural. Innovation in fruit and fruit products should be tested against consumers’ acceptance.     

Managing multiple forms of strategic training fit through the Balanced Scorecard

Although the literature recognizes training as an essential driver of organizational effectiveness, little is still known about how to explicitly focus and align training to organizational strategic priorities. This note proposes a model that bridges the strategic human resource management (SHRM) literature and the Balanced Scorecard (BSC) literature – which is one of the most widely recognized strategic performance evaluation approaches intended to foster organizational alignment by translating the firm's strategy into a multidimensional set of financial and non‐financial measures. After having briefly discussed the main differences between the return on investment (ROI) model, which represents one of the major attempt to make training strategic within the existing evaluation research, and the BSC model applied to training management, this note highlights multiple forms of strategic training fit and suggests how to manage training through various scenarios of BSC development. Specifically, the note illustrates four forms of strategic fit – the vertical fit, the horizontal inter‐functional fit, the horizontal intra‐functional fit and the human capital readiness – and discusses their pursuit in terms of six scenarios of training management through the BSC. The note expands some exploratory empirical evidence on the feasibility and usefulness of training scorecards (i.e. the application of the BSC to training) in order to develop some theoretical insights and practical guidance on how they can be leveraged to foster the strategic alignment of training.     

Circular business models for sustainable development: A “waste is food” restorative ecosystem

Our aim is to provide a better understanding of a business model based on circular principles. In particular, we focus on two issues that support the development of a circular business model: (a) the focal actor as orchestrator of the circular network and (b) the circular ecosystem encompassing suppliers, customers, research centers, and public authorities, in which each actor/stakeholder plays a specific role, based on effective interorganizational relationships. The research method applied is an in‐depth nested single case study of a circular project. Our results highlight an exemplar case of an ecosystemic business model in agriculture, involving different types of innovation and strong collaboration among network members, orchestrated by a focal firm. The abductive approach used led to the formulation of some research propositions and to the identification of some adoption factors and barriers to growth in circular business models.     

On the causes of the changes in income shares: Some reflections in the light the United States experience

The last 30 years have witnessed a dramatic change in the distribution of income, with the wage share falling in all major industrialized countries. Main-stream analyses, including New Keynesian ones, which retain the notion of factor substitution leading to a “factor intensity” inversely related to its rate of return, have encountered some difficulties in the interpretation of this change. Nonmainstream approaches present an advantage in the explanation of the phenomenon, consisting in the fact that they entail no a priori connections between the changes in distribution and the changes factor proportions. Hence if a change in institutions or in the bargaining strength of the parties affects distribution, income shares may vary significantly (i.e., changes in wages need not be accompanied by changes in labor to output ratio in the opposite direction as in mainstream analyses). Yet empirical observation may question also some of the analyses that have been advanced outside the mainstream. The article will explore the ways in which nonmainstream approaches have interpreted the described changes in distribution, and assess them from an analytical viewpoint and with reference to U.S. data. The purpose is that of pointing at some open questions and problems.     

Delivering training strategies: the balanced scorecard at work

Aligning the value of training to organizational goals is an emerging need in human resource management. This study, aiming at expanding the research on training evaluation from a strategic management perspective, examines whether the use of the Balanced Scorecard approach can enable an effective delivery of training strategies, thus strengthening the link between training and organizational goals. The research was based on action research methodology. Researchers worked for about 12 months with three healthcare organizations. The research findings indicate that the balanced scorecard: (1) allows visualization of a clearly focused and internally consistent map of cause‐and‐effect relationships, turning the functional training efforts into strategic results; (2) effectively supports the training function both in managing training processes and in delivering targeted organizational outcomes; (3) offers a specific set of critical measures for evaluating the training function's performance; and (4) permits the fostering of a sound alignment between training programme objectives and functional goals. Various theoretical and practical implications are discussed.     

Public Employment and the Business Cycle*

We add a public employment sector to the basic search and matching model in order to study the business cycle impact of public wage and employment policies. The government is assumed to follow exogenous rules for public wages and employment calibrated to match some cyclical features of US policies. These features include a positive public wage premium and mildly procyclical public wages and employment. We find that the presence of the public sector increases the volatility of employment and output.