Integration of family-owned business succession with turnover and life cycle models: Development of a successor retention process model

Family-owned businesses face a unique obstacle: continuation of the business through intergenerational transfer. Most family-owned businesses cease when the next generation does not enter the business. This paper develops parallels between failed intergenerational transfer and voluntary turnover. Based on past research, we develop a taxonomy of characteristics hypothesized to influence intergenerational transfer in family-owned businesses. We, then, integrate these dimensions with prominent turnover and socialization theories to propose a successor retention process model. Implications for research are described.     

我国港口经济发展的战略选择

从港口相关概念和发展历程开始，阐述了我国商贸港口发展面临的国际产业转移的重大机遇，以及如何及时抓住机遇，继续扩大区位优势，争取更多政策支持，培育产业集聚形态，促进港口经济繁荣，增强港口城市经济活力。     

我国物业税开征的必要性及难点应对策略

"物业税"一词最早在我国被正式提出是在中国共产党十六届三中全会上通过的《中共中央关于完市场经济体制若干问题的决定》之中。该文件明确提出了:"实施城镇化建设税费改革,条件具备时对不动产开征统一规范的物业税,相应取消有关收费"。目前,世界上大多数成熟的市场经济国家都对房地产征收物业税,并以财产的持有作为课税前提、以财产的价值为计税依据,而在我国,物业税仍主要停留于理论层面,只在几个试点城市空转运行,关于物业税开征的利弊争论一直存在,是否开征物业税以及如何征收都是尚待解决的难题。     

集体建设用地流转制度改革对房地产业的可能影响及对策研究

对当前集体建设用地使用权流转的探索和实践进行了简要归纳,认为实行集体建设用地流转制度改革有利于解决"三农"问题,切实保护农民利益,同时分析了集体建设用地流转制度改革对房地产业的可能影响,并提出相关政策建议.     

Risk management by SPV partners in toll road public private partnerships

ABSTRACT

Research on risk management in Public Private Partnerships (PPPs) has largely overlooked that the Special Purpose Vehicle (SPV) is made up of several project partners with different interests and objectives to manage risk. This paper makes an important contribution to this literature as it articulates SPV partners’ perceptions of how they manage risk in toll road PPPs. Our case studies show that the different skillsets of both the international and domestic partners with their sub-contractors provide opportunities for mitigating and managing risk but also pose potential problems in terms of measuring and obtaining value for money for taxpayers.     

Technology Transfer to China: A Theoretical Approach

SUMMARY

Various economic theories can be used to shed some light on the complex phenomenon of technology transfer between two firms belonging to two distinct economies. Vernon's PLC model, Dunning's eclectic theory, and Coase's and Williamson's transaction cost theory highlight various aspects of the firm's transnational economic and business relations. Moreover, the new international trade theories and the more modern concept of National Innovation System emphasize technology as a crucial variable in the determination of commercial flows and of economic growth. Our theoretical approach goes beyond these various approaches in that it is designed to reflect the complexities of the economic, socio-cultural and political conditions prevailing in the recipient country. In particular, the ability of recipient countries to use their bargaining power is highlighted. The case of technology transfer in the Chinese telecommunications equipment industry will illustrate our general framework.     

Managing knowledge transfer between parent country nationals (Australia) and host country nationals (Asia)

Parent country nationals (PCNs) have traditionally played an important role in international business by transferring knowledge to overseas subsidiaries. Based on a case study of an Australian manufacturer in Asia, this study shows how the knowledge gap between PCNs and host country nationals (HCNs) represents a barrier to knowledge transfer. This paper uses Polanyi's (1962) tacit triangle construct to examine the nature of this knowledge gap, and discusses how it affects the relationship between PCNs and HCNs. It develops a framework explaining how PCNs can adapt their role in response to the knowledge gap.     

Changing HRM systems in two Russian oil companies: Western hegemony or Russian spetsifika?

We contrast attempts to introduce what were seen as sophisticated Western-style human resource management (HRM) systems into two Russian oil companies – a joint venture with a Western multinational corporation (TNK-BP) and a wholly Russian-owned company (Yukos). The drivers for Western hegemony within the joint venture, heavily influenced by expatriates and the established HRM processes introduced by the Western parent, were counteracted to a significant degree by the Russian spetsifika – the peculiarly Russian way of thinking and doing things. In contrast, developments were absorbed faster in the more authoritarian Russian-owned company. The research adds to the theoretical debate about international knowledge transfer and provides detailed empirical data to support our understanding of the effect of both organizational and cultural context on the knowledge-transfer mechanisms of local and multinational companies. As the analysis is based on the perspective of senior local nationals, we also address a relatively under-researched area in the international HRM literature which mostly relies on empirical data collected from expatriates and those based solely in multinational headquarters.     

A multiple group analysis of the training transfer model: exploring the differences between high and low performers in a Korean insurance company

This study suggests an integrative transfer of training model and examines the influence of pre-training performance on the relationship between work environment variables and transfer-related variables. Structural equation modeling was conducted with data collected from 365 Korean employees of a large general insurance firm. They were all participants in a leadership development program. The results of multi-group analyses revealed that the influence of work environment variables on transfer-related variables was moderated by employees' pre-training performance. The findings of the study imply that a more elaborate training transfer model that considers performance not just as an outcome variable, but also as an antecedent variable is required. Also, it is proposed that different strategies should be applied to promote transfer of training based on the employee's level of pre-training performance.     

Hybridization: striking a balance between adoption and adaptation of human resource management practices in French multinational corporations and their Tunisian subsidiaries

International management research has tended to approach the transfer of human resource management (HRM) practices by examining the one-way transfer from parent companies to their subsidiaries, their adaptation to the subsidiaries’ local context and, more recently, the reverse transfer of HRM practices from subsidiaries to their headquarters. This article aims to analyse the transfer of HRM practices from headquarters to their foreign subsidiaries through the process of hybridization. Although numerous studies focus on the transfer of HRM practices between economically developed countries or from these countries to transitional economies, few have considered French multinational corporations (MNCs) operating in ex-colonized countries. This paper addresses the ways in which the HRM hybridization process is implemented in two French subsidiaries operating in Tunisia. It focuses on the dual perspectives of managerial staff at headquarters and subsidiaries as well as shop floor employees in the subsidiaries. A range of HRM practices (recruitment and selection, compensation, performance appraisal and career management) is analysed from their transfer to their reinterpretation. The results show the importance of the concept of hybridization on HRM practice transfer through a multi-level analysis of the strategies used by various stakeholders during the hybridization process. The paper also provides useful insights into the factors of hybridization that may foster or inhibit the transfer and adoption of HRM practices by foreign subsidiaries. These include the relational context, the type of practices transferred, the interests of different professional categories and their social interactions. Based on these factors, several hybridizations are identified. The study points out the specificity of the Tunisian context and shows that institutional factors have less influence on the transfer of HRM practices in ex-colonized countries than cultural factors that have a transversal influence on different HRM practices. Key cultural factors constraining the transfer include emotional relationships and interpersonal trust. Moreover, the international transfer of HRM practices from MNCs to ex-colonized transitional countries requires taking into account the post-colonialism and fascination effects.