Anxiety of dependency in international joint ventures? An empirical study of drivers and consequences of relationship insecurity

This research introduces and delineates the concept of insecurity in IJV relationships. We define relationship insecurity as a parent firm's concerns about the continuance of the alliance arrangement and its partner's future provision of need satisfaction. According to interdependence theory, exchange partners that experience high dependence inevitably experience this ‘anxiety of dependency’, and the emergence of insecurity can destabilize the working relationship from within. We develop a conceptual model of the drivers and consequences of relationship insecurity in IJVs. Our survey results from 125 IJVs indicate that focal firm dependence and partner firm dependence both negatively affect insecurity, though the former is the dominant predictor. This surprising finding implies IJV partners experience ‘anxiety of low dependency’. The results suggest insecurity not only reduces directly IJV performance, but also lowers the quality of interpartner communication, which in turn dampens performance. Implications of these results are discussed.     

The Multiplicity of Performance Management Systems: Heterogeneity in Multinational Corporations and Management Sense‐Making

This field study examines the workings of multiple performance measurement systems (PMSs) used within and between a division and Headquarters (HQ) of a large European corporation. We explore how multiple PMSs arose within the multinational corporation. We first provide a first‐order analysis which explains how managers make sense of the multiplicity and show how an organization's PMSs may be subject to competing processes for control that result in varied systems, all seemingly functioning, but with different rationales and effects. We then provide a second‐order analysis based on a sense‐making perspective that highlights the importance of retrospective understandings of the organization's history and the importance of various legitimacy expectations to different parts of the multinational. Finally, we emphasize the role of social skill in sense‐making that enables the persistence of multiple systems and the absence of overt tensions and conflict within organizations.     

Australia's Carbon Tax: An Economic Evaluation

Australia's carbon tax has been in place since July 2012. Following the 2013 federal election and change of government, it is likely that the tax will be abolished. This paper evaluates Australia's carbon tax experience and draws lessons for policymakers in other jurisdictions who may be considering following the Australian example and implementing their own carbon taxes or cap and trade schemes. Overall, the policy was poorly thought through, badly implemented, and lacked majority public support before it began. Australia's carbon tax experience is an interesting case study in how not to go about implementing climate change policy.     

Corporate sustainability strategies in institutional adversity: Antecedent,outcome, and contingency effects

This study examines (i) how top-level managerial institutional ties drive corporate sustainability strategies of emerging market firms operating under conditions of institutional adversity; (ii) the impact of corporate sustainability strategies on market performance; and (iii) the moderating role of financial resource slack on the relationships between corporate sustainability strategies and market performance. The study builds from institutional development logic and the structure–conduct–performance paradigm. Primary data are collected from 300 firms operating in a major sub-Saharan African market. Findings show that top-level managerial institutional linkages with regulatory national governmental officials, local community leaders, and top managers at other firms drive corporate proactive and responsive sustainability strategies, which in turn influence market performance. In addition, the findings reveal that financial resource slack strengthens the path between corporate proactive sustainability strategies and market performance, but not the path between corporate responsive sustainability strategies and market performance. Theoretical and practical implications are discussed.     

Determinants of restaurant's owners/managers selection of wines to be offered on the wine list

The aim of the paper is to better understand wine list design in restaurants in four countries with very different wine cultures. An interview protocol was developed and administered to 286 restaurants across the four countries (France, Australia, USA and China). The interview questionnaire included a Best/Worst methodology to identify the most/least important factors influencing the restaurant's owner/manager's selection of wine for the wine list. One of the most important reasons for selecting wine across most countries is ‘to match wine with the food menu’. There were few major differences between countries, but a latent class analysis found four clusters that differed significantly with membership also differing between countries. The cluster analysis also indicated that while some restaurateurs are more brand-driven, others value local wine or its matching with the food menu.     

From voice to choice: lessons from a regional capacity development initiative to strengthen social and gender analysis in participatory natural resource management research

Doing practical biodiversity and natural resources management research that is socially and gender sensitive remains a challenge. Most of the relevant literature is primarily at the conceptual level. There are few learning programmes that focus on systematic capacity development for gender and social analysis in applied research in this field. Efforts that systematically document and analyse this kind of capacity development process are also hard to find. This paper summarizes the main research and capacity development achievements and challenges of a novel, Asian-regional initiative that aimed to address these gaps. It is suggested that the success of capacity-building strategies for the integration of social and gender analysis can be enhanced by combining a mix of elements, including a ‘learning by doing’ approach, participatory (action) research methodologies, a diverse group of participants, regular peer review, flexible networking and strong personal and organizational commitment. These kinds of strategies will require a long(er) time horizon and sufficient resources.