Motivating Employees to Work Beyond Retirement: A Multi‐Level Study of the Role of I‐Deals and Unit Climate

The present study investigates what role I‐deals (i.e. the idiosyncratic deals made between employees and their organization) play in the motivation of employees to continue working after retirement. We hypothesized two types of I‐deals (i.e. development and flexibility I‐deals) to be positively related to motivation to continue working. More specifically, we drew from continuity and personality theory to argue that the motivation to continue working is enhanced by I‐deals, because they fulfil people's needs for personalized work arrangements. Moreover, drawing from activity and disengagement theory it was hypothesized that two types of unit climate (i.e. accommodative and development climates) would moderate these relationships. Specifically, it was predicted that I‐deals would be positively related to motivation to continue working under conditions of low accommodative or high development climate. Results of a multi‐level study among 1083 employees in 24 units largely supported the above expectations; flexibility I‐deals related positively to motivation to continue working, and unit climate moderated the relation between development I‐deals and motivation to continue working.     

Reply

Conclusion There are strong theoretical arguments in favor of the private sector approach. If there also would have been theoretical arguments in favor of the banking approach, then Boeschoten would have been right in claiming that the degree to whether the private sector or the banking approach is valid has to be verified empirically. However, the theoretical arguments put forward by Boeschoten in support of the banking approach are either incorrect or empirically not very relevant. Thus, the degree to which either approach is valid does not seem to be a purely empirical question.The views expressed in this paper are those of the author and do not necessarily reflect the views of the International Monetary Fund. The author thanks David Coe and Frank Lakwijk for their valuable comments on an earlier version.     

Implementing new business models: What challenges lie ahead?

What strategic choices do business leaders make when implementing new business models? This study tries to answer this question by analyzing the development of several business model innovations that were new to the industry. We find that business model innovators face four strategic trade-offs and accompanying tensions during the implementation of their business model innovation process: (1) the level of independence granted to the developer (independence vs. dependence), (2) the degree to which the roadmap is planned in advance (discovery vs. planned execution), (3) the degree to which the value proposition challenges the status quo (challenging vs. maintaining status quo), and (4) the rigor to which business model innovators preserve the logic of the initial value proposition (solid vs. fluid logic). Our in-depth analysis reveals that business model innovators make pragmatic decisions that may deviate from the guidelines offered by existing literature, and we offer insights into the drivers behind these decisions.     

The guppy and the whale: Relational pluralism and start-ups' expropriation dilemma in partnership formation

Start-ups have a high need for resources yet face significant risks when forming partnerships with incumbents to access those resources. We propose that a partnership strategy based on relational pluralism, forming multiplex and multifaceted ties with partners, can mitigate these risks. Such ties offer the start-up increased legitimacy and a relational safeguard against resource misappropriation by more powerful partners. However, we propose that there is a limit to the effectiveness of relational pluralism. Its effect is weakened when the start-up becomes entirely dependent on a small set of partners, or when an additional tie yields resources that are redundant. We argue that the start-up only benefits when the gains from relational safeguarding and legitimacy outweigh the costs of dependence and redundancy. We empirically observe the co-evolution of start-ups’ interlocking directorate and strategic alliance networks in the Australian mining industry over a 10-year period. Our results show that start-ups that engage in relational pluralism perform better than both start-ups that form no alliances and start-ups that form stand-alone alliances. Having a very small portfolio of partners or one that skews heavily toward local partners, however, indeed limits the effectiveness of relational pluralism. Intriguingly, we also find that the temporal sequencing of relational pluralism matters. One of our central findings is that the best performing start-ups first form board interlocks with promising partners and add a strategic alliance later. This offers a rare glance at the temporal sequencing in which peripheral start-ups can gain exceptional performance through partnership formation.     

Engeland en de Europese Technische Samenwerking

Summary This article attempts to evaluate the possible British contribution to research and development in an enlarged European Economic Community, and formulates the conditions for progress of the British economy when joining the Common Market.In the past the stop-go policy of the consecutive British governments created an atmosphere not conducive to economic growth. In the sixties the so called brain drain and the capital export were extensive. Annual gross investment in relation to gross national product was about 5% lower than in the Common Market countries, and pure capital productivity - represented by the ICOR and corrected for the contribution of labour - was unsatisfactory when measured according to EEC standards. These circumstances led to a considerable underinvestment in the United Kingdom (the author's very crude estimate regarding the period 1958–1968 reaches the figure of about £ 11.300 million), a process that probably will go on in the seventies, as the British income policy meets with huge difficulties. Without skilful and efficient use of the more than sufficiently available British research and development resources -so that the capital productivity can be raised - and without a drastic increase of the investment-income ratio as well as an adequate income policy, the success of the British entry into the Common Market will remain doubtful. Otherwise the export of valuable production factors will continue and unemployment will keep on increasing, so that even participation in the scheduled economic and monetary union by 1978 will be questionable. Even if the above mentioned conditions are fulfilled, considerable capital import may still be necessary to modernise capital stock in Britain, especially in the field of infrastructure, factory building and housing.     

Internationale Combinatie in de Ijzer-Industrie

„Gold is for the mistress—silver for the maid! Copper for the craftsman cunning at his trade.” „Good!” said the Baron, sitting in his hall, „But Iron—Cold Iron—is master of them all!” (From „Cold Iron”, by Rudyard Kipling.) Vele gegevens en getallen, in dit stuk voorkomende, zijn onder meer ontleend aan: Ministry of Reconstruction, Report of Committee on Trusts, London 1919,—George R. Carter, The Tendency towards Industrial Combination, London 1913,—Dr. H. Levy, Monopoly and Competition, London 1911,—H. W. Macrosty, Trust Movement in British Industry, London 1907,—J. M. Keynes, The Economic Consequences of the Peace, London 1920,—Balansen U. S. Steel Corporation,—P. de Roussiers, Les Syndicats industriels de producteurs en France, Paris 1901,—de leener, Les syndicats industriels en Belgique, Bruxelles 1904,—Et. Martin Saint Léon, Cartells et Trusts, Paris 1909,—Dr. H. Mannstaedt, Konzentration in der Eisenindustrie, Jena 1906,—Prof. Dr. A. Binz, Kohle und Eisen, Leipzig 1919,—Dr. L. D. Pesl, Das Dumping, München 1921,—J. Singer, Das Land der Monopole, Berlin 1913,—Prof. Dr. R. Liefmann, Kartelle und Trusts, Stuttgart 1920,—Dr. J. Grünzel, Ueber Kartelle, Leipzig 1902,—Th. Vogelstein, Organisationsformen der Eisenindustrie, Leipzig 1910,—Dr. W. Morgenroth, Die Exportpolitik der Kartelle, Leipzig 1907,—Ir. Landsberg, Ijzer en staal, Amsterdam 1919.