A ‘PARTNERSHIP’ ROUTE TO HUMAN RESOURCE MANAGEMENT?*

Collaborative relationships between firms have been growing in importance, including ‘partnerships’ between customers and suppliers. Institutional economists and sociologists have different views on the origins, character and consequences of partnership, and the nature of this debate is outlined, as well as the implications for the reality of ‘partnership’ and its role in the diffusion of business practice. Against this background we use case study and survey evidence to explore the transition within the supply chain relationship, from a customer ‘demands’ model and hence to ‘supplier development’. Supplier development can be seen as an aid to risk reduction, particularly where it involves management control system development in the supply organization. The partnership implications for the human resource management (HRM) function are explored. Supply-side partners are likely to be involved increasingly with activities that will underpin the alliance (for example, training, cultural change and removal of industrial relations obstacles to change). These indirect effects may be supplemented by direct involvement by the HRM specialists in the customer organization, especially where partnership development places strong reliance on the human resource dimensions of the two organizations. Examples of this form of development are discussed. This evidence is assessed in terms of the different disciplinary approaches discussed at the outset. What emerges most strongly is that although ‘partnership’ is used to describe many inter-firm relationships, many of these are very unequal and are recognized to be so, but in other cases evolutionary steps can be taken to reduce the risks involved and lead to apparently equitable alliances. Within this risk reduction process, the role of human resources appears to be of varying importance.     

AN INVESTIGATION OF INDUSTRY AND FIRM STRUCTURAL CHARACTERISTICS IN CORPORATE TURNAROUNDS*

This article uses the structure/conduct/performance framework as an underpinning to investigate the attributes of turnaround firms. Turnaround is defined as a substantial improvement of the firms's return on assets relative to the average return of its industry. Industry and firm structural characteristics including concentration, industry growth, R&D, advertising, market share, size, diversification, capital intensity and margins are identified. The results of a series of univariate and multivariate tests run on a sample of turnaround and non-turnaround firms indicate that size, R&D, and an interaction between operating margin and advertising can be helpful in explaining some turnaround situations.     

The work of leadership

More and more companies today are facing adaptive challenges: changes in societies, markets, and technology around the globe are forcing them to clarify their values, develop new strategies, and learn new ways of operating. And the most important task for leaders in the face of such challenges is mobilizing people throughout the organization to do adaptive work. Yet for many senior executives, providing such leadership is difficult. Why? One reason is that they are accustomed to solving problems themselves. Another is that adaptive change is distressing for the people going through it. They need to take on new roles, relationships, values, and approaches to work. Many employees are ambivalent about the sacrifices required of them and look to senior executives to take problems off their shoulders. But both sets of expectations have to be unlearned. Rather than providing answers, leaders have to ask tough questions. Rather than protecting people from outside threats, leaders should let the pinch of reality stimulate them to adapt. Instead of orienting people to their current roles, leaders must disorient them so that new relationships can develop. Instead of quelling conflict, leaders should draw the issues out. Instead of maintaining norms, leaders must challenge "the way we do business" and help others distinguish immutable values from the historical practices that have become obsolete. The authors offer six principles for leading adaptive work: "getting on the balcony," identifying the adaptive challenge, regulating distress, maintaining disciplined attention, giving the work back to people, and protecting voices of leadership from below.     

民营金融的供给与均衡

在我国，民营企业融资难的真正源在于它们具有太高的比较风险系数，这种风险系数源于政府对国有企业的援助承诺；由于银行的所有制结构与资产结构在市场经济中并不相对应，因此，增加民营金融供给不能解决民营企业融资问题。分支行制的组织结构和大银行的权分割方式使得其分支行相当于中小银行能够在民营企业融资中发挥作用，新技术在金融领域的运用更是缩小了大银行和银行对民营企业融资的成本差别，使大银行对小企业的融资和提供金融服务式成为可能。我国小金融机构处于供给过剩状态，因此我国金融发展的关键不在于新增民营金融机构；而在于：一是要减弱政府对国有大企业的偏好，为民营企业融资创造公平的风险环境；二是要规范现有中小金融机构行为，以稀放其对民营企业持续发展的支持效率。     

The Ethical Issues Confronting Managers in the Sport Industry

The sport industry is an extremely diverse industry, including segments such as professional sport, intercollegiate athletics, health and fitness, recreational sport and facility management. The industry is currently experiencing rapid growth and development, and as it grows, sport managers in the different segments encounter ethical issues which are often unique to each segment. This article examines the professional sport, intercollegiate athletics, health and fitness, recreational sport and facility management segments of the sport industry and discusses the various ethical issues facing managers in each of these segments.     

A Time Series Analysis of Private College Closures and Mergers

This study examines and explains private four-yearcollege closures and mergers in the United Statesusing time series data at the national level for theperiod 1960 to 1994. The data imply that, exceptduring the 1970s, private colleges were much lesslikely to close than businesses in general.Furthermore, the data indicate that private collegemergers occur more often than casual empiricismsuggests. Multiple regression analysis of the exit andmerger decision reveals that private college closuresand mergers are more likely when the real tuition ratedeclines and real faculty salaries rise at privatecolleges. Both the closure and merger rates are foundto be highly responsive with respect to changes inprivate tuition and faculty salaries. The empiricalresults further indicate that religiously-affiliatedcolleges are less likely to close and merge thansecular institutions and that a larger student poolleads to less closing and merging of private four-yearcolleges.