Fairness,legal compliance,and organizational commitment

Attribution theory is used to hypothesize a positive relationship between one's perception that a fairness motive underlies personnel/human resource management activities and one's organizational commitment. The hypothesis is tested via a survey of 48 operating managers in a Midwestern department store chain. Using hierarchical regression to control for job satisfaction and length of service, a significant positive relationship exists between commitment and the perception that a fairness motive underlies personnel/human resource management activities. Commitment is not significantly related to the perception that a legal compliance motive underlies the activities.     

European systemic credit risk transmission using Bayesian networks

The analysis of systemic credit risk is one of the most important concerns within the financial system. Its complexity lies in adequately measuring how the transmission of systemic default spreads through assets or financial markets. The transmission structure of systemic credit risk across several European sectoral CDS is studied by dynamic Bayesian networks. The new approach allows for a more advanced analysis of systemic risk transmission, including long-term and more complex relationships. The modelling reveals as relevant only relationships between the original series and one- and two-lagged series. Network structure learning displays a robust and stationary underlying risk transmission structure, pointing to a consolidated transmission mechanism of systemic credit risk between CDSs. Between 5 % and 40 % of sectoral CDS series variances are explained by the network relationships. The modelling allows us to ascertain which relationships between the CDS series show positive (amplifier) and negative (reducer) effects of systemic risk transmission.     

Forecasting and Arbitrage of the Nikkei Stock Index Futures: An Application of Backpropagation Networks

A neural network model was used in forecasting the basis in SIMEX Nikkei Stock Index futures. Results for out of sample show that the neural network forecast performance was better than that of the ARIMA model. Also, a two-way ANOVA confirms that the employed neural network was able to provide the trader with more arbitrage profits than the traditional cost-of-carry model even though it observed relative less profitable arbitrage timing. The results can be attributed to the network';s higher ability to capture nonlinear market patterns.     

创新型企业的组织结构设计研究

成功的创新需要合适的组织结构的支撑,而当前的企业组织结构存在阻碍创新的弊端。创新型企业要求的组织结构应具有分权化和开放系统性特征,二元组织(Ambidextrous Organization)思想和生存系统模型(Viable Systems Model,VSM)为创新型企业的组织设计提供了新的思路。创新型企业应进行组织结构的重设,分别设立日常事务部和创新业务部,并将创新业务部分为创新业务经理、信息部、协调部、控制部和操作部,为提高创新型企业的自主创新能力提供组织保障。     

Smart work and hard work: explicating a learning orientation in strategic management accounting

This paper examines the skills and aptitudes necessary to undertake a strategic management accounting project. It argues that individuals involved in such projects are required to work both smart and hard. This argument is developed theoretically by reference to the work of educational psychologists who have identified two different types of goal orientation which people pursue in achievement situations: the learning orientation and the performance orientation. Evidence that strategic management accounting requires a learning orientation is provided by means of a case study which describes its use in a competitive tendering situation. This is followed by a discussion of the potentially symbiotic relationship of strategic management accounting and organizational learning. The discussion leads to the specification of a research agenda that may have significant implications for the practice and learning of management accounting.     

The impact of socialist imprinting and search on resource change: a study of firms in lithuania

Firms in transition economies experienced a large exogenous shock in their external business environment in the late 1980s when these economies moved from a socialist‐oriented economic environment to a more market‐oriented economic environment. This paper examines the following research question in the context of this change: What are some factors that influence transition economy firms to successfully change their operating know‐how or knowledge sets to reflect the demands of their new environment? Building on some core ideas from literature on organizational imprinting, knowledge‐based view of the firm, and firm search, we suggest that two factors have a profound impact on a firm's ability to change. The imprinting effect of firms' prior socialist institutional and market environment adversely impacts their ability to change their operating knowledge. At the same time, firms that search for new knowledge from distant sources (located in mainly non‐socialist countries) are able to successfully change their knowledge to meet the demands of the new market‐oriented economy. Both of these aspects also have joint interdependent effects on the success of change; distant search mitigates some of the adverse impact of socialist market imprinting, but that is not the case for the impact of socialist institutional imprinting. These findings have interesting implications for both researchers and practitioners involved in transition economy settings. Copyright © 2006 John Wiley & Sons, Ltd.     

Delphi: A brief look backward and forward

In response to a request by the guest editors, we have set down our thoughts regarding the evolution of Delphi, beginning with our immersion in the subject in the late 1960s and concluding with some rumination about its future. Our focus is on the changing roles of Delphi. Most importantly, with the profound impact of the internet on organizational and community planning systems, it will foster a new age of participation through communication, coordination, and collaboration.     

Institutionalism and Econometrics: Toward a Meaningful Synthesis

For the last twenty years, the world economy has evolved at a great speed. Every good, capital asset, and knowledge is mobile and induces more competition. Innovation in commodities is a complex process that requires more cooperation. To innovate in the knowledge economy, firms nowadays must establish “win-win situations” for individuals in creating networks. These networks are useful for firms in order to come up with innovative strategies. The building of networks enables the interactions between agents, the environment, and institutions. The interdependence of agents and institutions is not new to evolutionary theory (Commons 1931 Commons, John R. “Institutional Economics.” American Economic Review 21, 4 (1931): 648–657. [Google Scholar]; Veblen 1898 Veblen, Thorstein. “Why Is Economics Not an Evolutionary Sciences?” Quarterly Journal of Economics 12, 2 (1898): 373–397.[Crossref] , [Google Scholar]). However, I argue that institutions must be more flexible than ever before in order to help agents adapt to the modern knowledge economy. On the basis of the role of meso-networks, I propose new long-run specialization and short-run competitiveness that will promote greater efficiency and equality around the world in relation to firms and countries exporting industrial goods into world markets. Within the innovative networks, I analyze the role of two different actors: (i) the “economic leader” who has a long-run strategy and (ii) the “go-between leader” who knows how to diffuse “useful information” to actors to help them innovate in new products, services, or processes.     

‘Business as usual?’ Retail employee perceptions of organizational life following cross-border acquisition

The question of whether strong organizational cultures can be exported across borders has been continually debated in the management and business literature. With increased retail internationalization, the question arises in how far global retailers will be able to transpose their cultural values – which are regarded as key levers to business success – into other national contexts. A case study of the acquisition of a UK retailer reveals workforce compliance to behavioural norms and consent to company values at Schein's () second tier of organizational culture. However, the cultural integration espoused in the retailer's literature is not achieved, but differentiation and fragmentation (Martin, , ) prevail at store level, despite the probable existence of a strong sectoral culture (Ogbonna and Harris, ).