Experienced and Novice Investors: Does Environmental Information Influence Investment Allocation Decisions?

Economic Value Added (EVA) is a performance measure that is being used by an increasing number of companies, but academic research on EVA is limited. In addition, all prior empirical academic studies on EVA have used the firm as the unit of analysis. In this study, we examine the effect of EVA on the performance of individual managers. Specifically, we examine whether managers on EVA-based bonus plans outperform managers on traditional accounting-based bonus plans. We are able to test this because we have access to an EVA-focused company that has managers on both EVA and traditional bonus plans. Our results suggest that managers on EVA bonus plans who understand the EVA concept perform better than managers on traditional bonus plans. However, we find some evidence that the increase in performance results from increased consistency or congruence in the manager's evaluation–reward process rather than from superiority of EVA as a performance measure. Also, we find that the effect of EVA bonuses and EVA understanding differs depending on the area of the firm in which the manager is employed. This suggests that EVA may not be a universally appropriate base for reward systems. *Mohan Lal passed away 24 July 2002. This paper is dedicated to him.     

Who invests more in advanced abatement technology? Theory and evidence

We study firm investment in abatement technology under a heterogeneous‐firm framework. We find that more‐productive firms make more (less) investment in abatement technology if investment and productivity are complements (substitutes). Under linear demand, firms’ abatement investments exhibit an inverted U‐shape with respect to productivity level. This finding is in contrast to results in existing studies. We also find that in response to tightened environmental regulations, more‐productive firms raise their respective investments in abatement technology, whereas less‐productive firms do the opposite. More‐productive firms have lower pollution emission intensity. The key theoretical predictions are confirmed by empirical tests using Chinese data.     

The NHS: Quasi-market, Quasi-hierarchy and Quasi-network?

It has been argued that the British National Health Service (NHS) has moved from a hierarchical and bureaucratic organization to a market and, more recently, towards a network. The authors believe that this view is too simplistic: the three organizational forms have co-existed and continue to do so. It is more accurate to view moves over time as a changing mix between quasi-hierarchies, quasi-markets and quasi-networks.     

Employee experience –the missing link for engaging employees: Insights from an MNE's AI-based HR ecosystem

Analyzing multiple data sources from a global information technology (IT) consulting multinational enterprise (MNE), this research unpacks the configuration of a digitalized HR ecosystem of artificial intelligence(AI)-assisted human resource management (HRM) applications and HR platforms. This study develops a novel theoretical framework mapping the nature and purpose of a digitalized AI-assisted HR ecosystem for delivering exceptional employee experience (EX), an antecedent to employee engagement (EE). Employing the theoretical lenses of EX, EE, AI-mediated social exchange, and engagement platforms, this study's overarching aim of this article is to establish how AI-assisted HRM fits into an organization's ecosystem and, second, how it impacts EX and EE. Our findings show that AI-assisted applications for HRM enhance EX and, thus, EE. We also see increases in employee productivity and HR function's effectiveness. Implications for research and practice are also discussed.     

THE INDUSTRIAL MARKET AS AN INTERFIRM ORGANIZATION

Recent theorizing in the marketing and organization theory literature attests to the notion that the market is a complex organizational form. We discuss the techno-economic and institutional forces that structure the industrial market as an interorganizational network. The manner in which these forces structure the market determines segmentation and integration and the changing nature of co-operation and competition in industrial markets.