Redesigning the human resources function at Lafarge

This article describes the detailed process of redesigning and implementing the human resources (HR) function at Lafarge. The article argues that a well‐articulated and integrated approach of (1) recruitment, selection, and induction, (2) retraining and redeployment, (3) a performance appraisal system, (4) a compensation and reward mechanism, and (5) rightsizing and (6) integration is required to be aligned with the overall business strategy of the organization. It also reinforces that the foundation of a value‐added HR function is a business strategy that relies on people as a source of competitive advantage. Key challenges for Lafarge in the future include (1) maintaining the change momentum, (2) fast and effective integration of acquired companies and transfer of “best practices,” and (3) attracting and retaining a diverse workforce through their internationalization program. © 2004 Wiley Periodicals, Inc.     

Changes in risk characteristics of firms issuing hybrid securities: case of convertible bonds

The present paper examines changes in risk characteristics of a firm when it issues convertible bonds by studying the change in beta before and after the issuance of convertible bonds. Using a sample of 149 firms, strong evidence was found of change in beta, along with significant heterogeneity across firms. On average, the beta of a firm issuing convertible bonds declines, although 40 per cent of firms showed an increase in beta. A cross‐sectional regression shows that after controlling for the reversion‐to‐mean phenomenon, the change in beta is significantly related to potential dilution of equity as well as to increase in debt, but is not significantly related to either the change in bond rating of a firm or to the stated use of funds from issuance.     

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R & D and marketing dialogue in high-tech firms

Based on an empirical study of more than 200 R & D and marketing managers from high-technology companies, we conclude that (1) there is a great deal of consensus between R & D and marketing managers on the relative importance of the areas requiring integrated efforts; (2) companies successful in their new product program achieve a significantly greater degree of R & D marketing integration; (3) company size does not affect the level of integration achieved; and (4) the companies that achieve a high degree of R & D/ marketing integration do so by concentrating on all 19 areas proposed in the article and do not merely focus on a few key areas.     

Inventory of differential items selling from two shops under a single management with periodically increasing demand over a finite time-horizon

Inventories of differential items including the defective ones purchased/produced in a lot and sold from two shops (primary and secondary shops) under a single management are considered here over a finite time-horizon. A primary shop receives the differential units in a lot but sells only the non-defective ones whose demand periodically increases with time and decreases during the shortage period in such a way that it comes back to the initial value at the beginning of the next cycle. Hence in this shop, shortages are allowed and fully backlogged. Moreover, at the beginning of the next cycle, the retailer purchases purely non-defective units at a higher price to meet up the shortage amount along with the usual lot of differential units for regular sale. The defective units identified at the time of selling at the primary shop are continuously transferred to the adjacent secondary shop from which the defective ones are sold at a reduced price after some rework. Normally, the price of a defective item is fixed depending upon the quantum of its defect and people go for these items if they are cheap. Hence, demand for these units is dependent on the selling price, which is again inversely proportional to the rate of defectiveness. There may be five scenarios for dealing with defective units depending upon the coincidence of the time periods at two shops. For all scenarios, problems have been mathematically formulated and solved by the use of both parametric study and a gradient-based non-linear optimisation method. The models are illustrated with the help of numerical examples.     

The moderating effects of supplier portfolio characteristics on the competitive performance impacts of supplier-facing process capabilities

We draw on the interorganizational relationship management literature to examine how contextual characteristics of the supplier portfolio (portfolio concentration, relationship length, and supplier substitutability) moderate the impacts of process alignment and partnering flexibility – two of a firm's key supplier-facing process capabilities to manage supplier relationships – on a product line's competitive performance. Our analysis of survey data on a firm's supplier portfolio for a major product line indicates that the impacts of process alignment and partnering flexibility on competitive performance are moderated by the three supplier portfolio characteristics. Specifically, while concentrated relationship portfolios, long-term relationships, and supplier substitutability amplify the positive effect of process alignment on competitive performance, concentrated relationship portfolios and long-term relationships attenuate the competitive benefits that firms derive from partnering flexibility. While long-term relationships and concentrated supplier portfolios enhance the competitive benefits of process alignment, operations managers also need to recognize the detrimental effects of these supplier portfolio characteristics on the competitive benefits of partnering flexibility.     

Does purchasing power parity survive political shocks in South Africa?

Does Purchasing Power Parity Survive Political Shocks in South Africa? — The objectives of the paper are to examine the Purchasing Power Parity (PPP) hypothesis for the South African economy during the period 1975–1994 using high-frequency data. The analysis is conducted both for the entire period and also for different subperiods in order to take into account possible structural changes. For the rand/ dollar exchange rate, the authors find on the basis of a unique long-run cointegrating relationship that there is significant evidence supporting the PPP hypothesis for the entire period. The use of nonlinear least squares and Johansen-Juselius procedures is made to reach the above conclusion.     

Managing the process of market orientation by publicly funded laboratories: the case of CSIR, India

User-interaction is the most important ingredient in achieving market orientation. In this paper, perceptions of senior scientists and directors in publicly funded R&D labs in India with primary mission to conduct applied research, were analysed to learn about their interaction with industry. The areas examined included: importance and frequency of labs' interaction with industry; barriers faced by labs in their efforts to interact with industry; and initiatives taken by labs to improve their interaction with industry. Recommendations are presented to improve lab-industry interaction by analysing actions of labs that are more successful in transferring their technologies to industry as compared to their less successful counterparts.