Merit versus maleness: How strategic positioning can mitigate external gender bias

Despite the proactive efforts of many firms to combat gender bias within their organizations, societal prejudices still disadvantage women leaders and the firms who employ them. This external gender bias shapes outside stakeholder evaluations of women leaders’ efforts in various ways, and firms need strategies to cope with this external gender bias. We examine the conditions that might alleviate this burden of external bias and what women leaders and top executives can do to leverage these conditions—from a strategic positioning perspective—that will effectively allow female leaders to differentiate their work. To do this, we synthesize and build upon evidence that the external gender bias against women leaders diminishes when they lead in areas that are unconventional rather than mainstream. We then propose a two-step process based on (1) identifying the likely threat of external gender bias, which is stronger in some industry contexts than others, and (2) leveraging unconventionality to circumvent male prototypical comparisons, thereby reducing the hazards of external gender bias.     

用科学发展观推进国有企业的深化改革

必须用科学发展观指导国有企业的深化改革，否则难以实现国企改革的目标。当前深化国企改革的要点有三：一是国有企业改制和产权转让的规范化问题；二是改革的配套协调问题：三是政府转型问题。     

论我国企业品牌延伸的实施策略

品牌延伸的具体实施策略是影响延伸效果的重要因素，而延伸实施中最常见和有效的措施就是一般营销策略和副品牌策略。对于国内品牌来说，由于自身状况和国内经济环境的影响，延伸实施中还需要更多关注品牌定位的维护、品牌知名度的提升以及延伸领域的选择等重要问题。     

On the Relationship between Japanese Manufacturing Firms and their Domestic Subsidiaries

Much past research on ownership policy has dealt with foreign subsidiaries. In this paper, we study the ownership relationship between Japanese firms and their publicly-traded domestic subsidiaries. Using a transaction cost framework, we find that benefiting from high subsidiary profitability is not the sole motivation behind parent firms' decisions regarding equity control of their subsidiaries. Our results indicate that different policies are adopted by Japanese firms with respect to domestic and foreign subsidiaries.     

MNE competence‐creating subsidiary mandates

The determinants of R&D intensity differ between subsidiaries in a multinational enterprise (MNE). Previous literature suggests that whether a subsidiary achieves a competence‐creating output mandate depends on the qualities of its location. R&D strategies in competence‐creating subsidiaries are supply‐driven while those in purely competence‐exploiting subsidiaries are demand‐driven. Using data on U.K. subsidiaries of non‐U.K. MNEs, we find that the level of subsidiary R&D depends on MNE group‐level and subsidiary‐level characteristics as well as locational factors. The R&D of mandated subsidiaries rises with acquisition, but for non‐mandated subsidiaries R&D falls upon acquisition. MNEs that grow through acquisition have more inter‐subsidiary R&D diversity. Copyright © 2005 John Wiley & Sons, Ltd.     

The influences of governance quality on equity-based entry mode choice: The strengthening role of family control

This study examines the possible heterogeneity of governance quality's influence on entry mode decisions made by firms with different degrees of family control. When entering a country with low governance quality, ceding control of the subsidiary in exchange for local partners’ help enables foreign firms to tackle institutional flaws. However, such a motivation diminishes as governance quality increases. This study thus hypothesizes that firms tend to choose WOSs over JVs when entering a host country with high governance quality.Firms controlled by family members, due to concerns regarding the preservation of socioemotional wealth, prefer to maintain high ownership levels of their affiliates. This study thus hypothesizes that firms with a higher degree of family control are even more likely to choose WOSs when entering a country with high governance quality. The results support the hypotheses.     

Board Gender Diversity: Challenges and Implications for Corporations in the East African Community

ABSTRACT

East African Community’s (EAC) corporations are required to follow a regional treaty of mainstreaming gender equality. This article discusses challenges encountered by corporate boards of the EAC’s corporations when adding women. Agency and resource dependence theories led the study, while a review of the literature was the methodology. We discuss the benefits of diverse boards and challenges faced when developing this diversity. We show how power distance, masculinity, and certainty avoidance prevent women from corporate boards. Furthermore, we discuss how social orientation and business environment impact women’s participation. The article discusses various strategies to be considered for increasing diversity.     

Environmental Multi‐dimensionality and Staff Localization in Multinational Enterprises: The Case of Korean Firms

The person–environment fit theory posits that the term “environment” can be defined at different levels. This study delineates two environmental dimensions (strategic and organizational) and empirically examines the potential moderating effects of two strategic factors (intra‐ and inter‐regional diversification) on the relationship between two organizational factors (subsidiary ownership and host‐country experience) and MNE subsidiary staffing composition. The results indicate that strategic and organizational dimensions have impacts on subsidiary staffing composition. This study also finds that the interaction effects between strategic and organizational factors are significant only when there is congruence between demands from different environmental dimensions.     

Subsidiary-specific advantages for inter-regional expansion: The role of intermediate units

This paper explores the distinctive deployment of resources and capabilities by subsidiaries in order to develop an intermediate role within the MNC. Based on the regional management perspective, we focus on a specific intermediate role—the springboard subsidiary—that helps overcome the liability of inter-regional foreignness. Our results, which are based on a dataset covering 188 subsidiaries, show that the probability of taking on this role is contingent upon experiential knowledge about the target region, as well as a rich knowledge base derived from a wide range of activities and a broad geographical scope. Our findings also show that possession of slack resources does not necessarily mean that a subsidiary will take on this role, as such slack must be combined with experiential knowledge. This paper serves as a first step in helping MNCs plan resource allocation to handle inter-regional expansion.     

Customer Roles in Self-Service Technology Encounters in a Tourism Context

This paper reports on a study which explored the customer perspective on their roles in SST encounters in a tourism context, through the theoretical lens of service-dominant logic. The study employed short qualitative interviews with airline passengers at an international airport. The findings suggest that customers can assume six roles in an SST encounter which can be viewed as either positive or negative in terms of value creation. Therefore, a key contribution of this paper is the development of a role–experience continuum which depicts the variations in customer experiences of value creation in a tourism context.