Identifying export opportunities for Greece

A decision support model (DSM) is presented and implemented in order to identify probable and realistic export opportunities for Greece. The aim of the model is to select those combinations of products and countries of destination (markets) that are attractive based on widely recognized criteria (such as country risk indicators, macroeconomic data, market shares, accessibility of destination country, degree of market concentration, etc.). The DSM consists of a filtering process during which the less attractive export opportunities are successively eliminated in order to focus on those markets that have the desired characteristics. International trade data at the HS six-digit level up to 2011 where used. The results indicate that there exist significant export opportunities for Greece. Export opportunities are listed and categorized according to criteria such as the market characteristics of the destination country and Greece’s market share.     

Reinforcing organizational defensive routines: An unintended human resources activity

Although human resources professionals are against the proliferation of defensive routines, they often design programs that reinforce them. This paper examines one organization in depth in order to illustrate how its human resources professionals acted in ways that unintentionally reinforced the very defensive routines that they were trying to reduce. Organizational defensive routines organized into self-reinforcing loops can result in lack of effective line leadership and increasing difficulty for management development, organizational development, education, organizational diagnosis, and compensation to achieve their objectives.     

The dilemma of implementing controls: The case of managerial accounting

Managerial accounting contains a technical theory of control. Whenever this technical theory of control is correctly implemented to deal with issues that are embarrassing or threatening, the players activate their personal-human theory of control in order to remain “in control”. The correct implementation of the personal-human theory of control necessary inhibits the effective implementation of the technical theory and vice versa.     

Organizational learning and management information systems

The current debate around the implementation crisis of management information systems is re-examined in the light of a theory of organizational learning (the detection and correction of error). The analysis suggests that many of the recommendations to overcome the difficulties may be inadequate and, in some cases, counterproductive.     

Measurement of the intensity of the reforms in professions and economic activities in Greece via a composite regulation index

The institutional framework regulating professions/ economic activities of the service sector in Greece has been recently liberalised extensively, to promote competition, conform to European Community regulations and fulfil commitments under the Memoranda of Economic and Financial Policies. This paper aims to capture quantitatively this major structural reform, by measuring for the first time the degree of regulation in 90 professions/ activities affected by the relevant reform laws. The degree of regulation is measured both for the regime before and for that after the laws, and the methodology employed is that of composite regulation indices. The index values obtained are used for evaluating the extent of the reforms and estimating correlations and regressions. The results of the analysis point to the existence of significant barriers to competition before the reforms and extensive liberalisation of the regulatory framework after the adoption of the relevant laws. Moreover, the results suggest that professions/activities characterised by more stringent restrictions before the reforms tend to be characterised by a comparatively higher intensity of regulations after the reforms.     

Empowerment: the emperor's new clothes

Everyone talks about empowerment, but it's not working. CEOs subtly undermine empowerment. Employees are often unprepared or unwilling to assume the new responsibilities it entails. Even change professionals stifle it. When empowerment is used as the ultimate criteria of success in organizations, it covers up many of the deeper problems that they must overcome. To understand this apparent contradiction, the author explores two kinds of commitment: external and internal. External commitment--or contractual compliance--is what employees display when they have little control over their destinies and are accustomed to working under the command-and-control model. Internal commitment occurs when employees are committed to a particular project, person, or program for their own individual reasons or motivations. Internal commitment is very closely allied with empowerment. The problem with change programs designed to encourage empowerment is that they actually end up creating more external than internal commitment. One reason is that these programs are rife with inner contradictions and send out mixed messages like "do your own thing--the way we tell you." The result is that employees feel little responsibility for the change program, and people throughout the organization feel less empowered. What can be done? Companies would do well to recognize potential inconsistencies in their change programs; to understand that empowerment has its limits; to establish working conditions that encourage employees' internal commitment; and to realize that morale and even empowerment are penultimate criteria in organizations. The ultimate goal is performance.     

Assessing the Forecasting Performance of a Generic Bio‐Economic Farm Model Calibrated With Two Different PMP Variants

Using linear programming in bio‐economic farm modelling often results in overspecialised model solutions. The positive mathematical programming (PMP) approach guarantees exact calibration to base year data but the forecasting capacity of the model is affected by necessary but arbitrary assumptions imposed during calibration. In this article, a new PMP variant is presented which is based on less arbitrary assumptions that, from a theoretical point of view, are closer to the actual decision making of the farmer. The PMP variant is evaluated according to the predictions of the bio‐economic farm model, developed within the framework for integrated assessment of agricultural systems in Europe (SEAMLESS). The forecasting capacity of the model calibrated with the standard PMP approach and the alternative PMP variant, respectively, is tested in ex‐post experiments for the arable farm types of Flevoland (the Netherlands) and Midi‐Pyrenees (France). The results of the ex‐post experiments, in which we try to simulate farm responses in 2003 using a model calibrated to 1999 data, show that the alternative PMP variant improves the forecasting capacity of the model in all tested cases.