7_Mgmt Res Abstracts - 2003 - Jan - Mar

8/4/2019 7_Mgmt Res Abstracts - 2003 - Jan - Mar

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inance, Accounting, and Bankinginance, Accounting, and Bankinginance, Accounting, and Bankinginance, Accounting, and Bankinginance, Accounting, and Banking

. Re fo r m in g Ve n tu r e C a p it a l i n

India

. W hy Go od A cco un ta nt s d o Ba d

Audits

. Market Microstructure: A Pract i-

tioners Guide

. C or p or at e Re p u ta tio n an d Su s -

ta ined Superior F inancia l Per-

formance

. Is Pe rfo rm a n ce Dr iv en b y In -

du stry-or Firm -specific Factors?

. C ar d ho ld e rs A tt it u d e an d Ba n k

Credit Card Usage in Malaysia

Marketing and AdvertisingMarketing and AdvertisingMarketing and AdvertisingMarketing and AdvertisingMarketing and Advertising

. Re th ink ing Market ing P rograms

for Emerging Markets

. Th e Do t.co m Re ta il Fa il u re s o f

2000: Were Ther e Any Win ner s?

. M od e lin g C on su m er Dem a nd fo rVariety

0. Can Dist r ibu t ion Channe ls Ex-

plain Differences in Marketing

and Sales Performance Measure-

ment Systems?

1. Customer-relat ionship Levels

From Spurious to True Relation-

ships

2. Delineat ing Consumer Aversion

to Foreign Goods

Organizational BehaviourOrganizational BehaviourOrganizational BehaviourOrganizational BehaviourOrganizational Behaviour

3. Does e-Business Require Different

Leadership Characteristics?

4. Excessive Change : Coping Me-

chanisms and Consequ ences

5. Bu i ld i n g t h e C o m p l em e n t a r y

Board

6. Work Context and the Definit ion

of Self

7. Confl ict Management and Team

Effectiveness in C hina

8. Corrupt ion and Organizat ion in

Asian Management Systems

) * 5 6 4 ) +

Ind ian Management Research

Mitali Sarkar

Human Resource ManagementHuman Resource ManagementHuman Resource ManagementHuman Resource ManagementHuman Resource Management

19. What Happens After Working Part

Time?

20. Using Profit Sharing to Enhance

Employee Attitud es

21. A Model of Organizational Justice

and Workp lace Aggression

22. Compliance , Collaboration, andCod es of Labor Practice

23. C au s e s an d C o n se qu e n ce s of

Declining Early Depa rtu res from

Foreign Assignments

24. More is Not Necessar ily Bet ter :

The Re la t ionsh ip be tween the

Quan tity and Quality of Training

Efforts

Operations ManagementOperations ManagementOperations ManagementOperations ManagementOperations Management

25. The Supp ly Chain Impact of Smart

C u s t o m e r s i n a P r o m o t i o n a l

Environment

26. A Study of the Value and Impact

of Electronic Commerce

27. Supp l ie r Se lect ion and Assess-

ment

28. I m p l em e n t i n g a D is t r ib u t i o n -

Network Decision-Support Sys-

tem at Pfizer/ Warner-Lambert

29. Global Competit ion, Insti tut ions,

and the Diffusion of Organiza-

tional Practices

30. Calculated Risk: A Framework forEvaluating Prod uct Developm ent

Information Systems ManagementInformation Systems ManagementInformation Systems ManagementInformation Systems ManagementInformation Systems Management

31. The Dynamic Synchronization of

Strategy an d Inform ation Techno-

logy

32. Managements Role in Informa-

tion Secur ity in a Cyber Econom y

33. O n l in e Su p p o r t fo r Co m m e r ce

Processes by Web Retailers

34. IT Tools to Improve the Perfor-

man ce of Metalwor king SMEs

35. Cross-Cultural Software P

tion and Use

36. I n t e r- O rg a n i z a t io n a l Tr u

Business- to -Bus iness E

merce

General ManagementGeneral ManagementGeneral ManagementGeneral ManagementGeneral Management

37. St ra t eg ic P lanning , Hype

petition, and Know ledge Mment

38. G lo b a l M a n a ge m e n t Co n

and Local Adaptations

39. The Choice Between Joint V

and Wh olly Owned Subsid

40. Perceived Fairness, Decisio

trol, and Comm itment in In

tional Joint Ventu re Manag

Teams

41. Configura t ions o f In te rna

Joint Ventures

42. The Emp ire Strikes Back

EconomicsEconomicsEconomicsEconomicsEconomics

43. Bus iness Cycles in Devel

Coun tries: Are th ey Differe

44. A M o d e l- ba sed A sse s sm

I n d i a s P r o g r e s s i n R e d

Poverty in th e 1990s

45. Effect ive Aid

46. Globa li za tion , Expor t -or

E m p l o y m e n t f o r W o m e

Social Policy

Agriculture, Natural ResourAgriculture, Natural ResourAgriculture, Natural ResourAgriculture, Natural ResourAgriculture, Natural Resour

and Rural Developmentand Rural Developmentand Rural Developmentand Rural Developmentand Rural Development

47. Broad-based Agricul tura l

lopment versus Food Self-

ciency

48. Rice Trade Libera l iza t io

Poverty

49. Why Loca l Resources Ma

ment Institutions Decline

50. Socio-economic Impact of

shed Development

features summary of articles pub

Indian and international journspecial emphasis on India an

emerging markets.

Abstracts is sponsored by the Indian Council of Social Science Research, New Delhid i d d f ili I di h


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nance, Accounting, and Bankingnance, Accounting, and Bankingnance, Accounting, and Bankingnance, Accounting, and Bankingnance, Accounting, and Banking

Dossani, Rafiq (2002), Reforming VReforming VReforming VReforming VReforming Venture Capital inenture Capital inenture Capital inenture Capital inenture Capital in

dia: Creating the Enablin g Environmen t for Info rmationdia: Creating the Enablin g Environmen t for Informationdia: Creating the Enablin g Environmen t for Info rmationdia: Creating the Enablin g Environmen t for Informationdia: Creating the Enablin g Environmen t for Information

chnologychnologychnologychnologychnology,,,,,Int ernational Journal of Technology M anagement,

1/ 2), 151-164.

hough Indias share in the world software market has

reased impressively, i t is now felt that to achieve a

t a ined growth in fu ture , i t would be necessa ry to

ntinu ously outcompete other countries in the su pp ly ofntract programming services and keep moving up the

ue chain. The object ive of this paper i s to see the

sibilities by which venture capital (VC) can help India

intain its comp etitive advantage in su pp lying software

v ices o r pu t more r igh t ly , j umpsta r t l ead ing edge

inesses. In this context, this paper reviews current VC

ulations, proposals for change m ade by the VC ind ustry

ulator, and the recent regulations put into law by the

nistry of Finance and SEBI. Ind ia has an act that allow s

sts to be created for p rofit-mak ing p ur pos es. Since 1996,

en SEBI annou nced th e first set of guid elines for VC fun ds,tru st structures has been a p ermissible form for VC firm s.

w ever, the problem with th e Indian tax structure is that

s available only for specified p ur poses. The criteria for an

al environment for the growth of VC includ e p olitical

eptability, intend ed u se, intend ed reward s, prud ent u se,

estor protection. Each criteria needs to be adequately

vered either by regu latory, tax, or currency environ men t.

e regulatory environment is found to be relevant to all

criteria. It is, how ever, believed tha t the tax environm ent

n be structured to sup port the regulatory environment to

hieve intended use and to directly influence intended

wards. As for currency environmen t, it is suggested that

e n s u r e s s a m e s e t o f r u l e s f o r i n v e s t m e n t a n d

investments (intended use) and intended rewards for

erseas venture capitalists, domestic venture capitalists

d emp loyees of investee firms. An ideal environment is

posed, benchmarked against the US environment and

d to d evelop a set of prop osals for reform. For instance,

s prop osed t hat (1) SEBI wou ld be th e sole regulator of

firms operating in or from India; (2) once registered

h SEBI, VC firms would automatically obtain the tax

ss- through; (3) a l l inst i tut ional investors should be

owed to invest in VC fun ds; (4) fun ds form ed w ithin a

istered VC fund , would not be restricted in legal structure;

comp anies receiving VC from registered VC fun ds shou ld

allowed to issue preferred stock; (6) the floor on ind ividual

estm ent in a VC fun d sh ou ld be raised from Rs.100, 000

Rs.500,000. The Ind ian v ent u re capita l regu lator, the SEBI,

ently accepted a report based on these proposals. An

alysis of the accepted prop osals shows th e least progress

currency reform an d in p rud ent expert rules.

Bazerm an, Max H ; Loewen stein, George and Moore, Don2002), Why G ood Accountants do Bad Aud its,Why Go od A ccountants do Bad Audi ts,Why G ood Accountants do Bad Aud its,Why Go od A ccountants do Bad Audi ts,Why Go od A ccountants do Bad Aud its,Harvard

siness Review No vem ber 97 102

In response to the vast scale of recent financial scan

President George Bush p ut the accoun ting indu stry u

tightened federal oversight. Attributing the problem

corruption an d criminality of the un ethical accountan ts

P res iden t c rea ted a regu la tory board to moni tor

account ing f i rms and establ ish cr iminal penal t ies

a c c o u n t i n g f r a u d . T h e a u t h o r s c o n s i d e r d e l i b e

corruption as just one of the many serious problem

accoun ting. The real problem with corporate au diting

vulnerability to unconscious bias. Because of the osubjective n ature of accoun ting and the tight relations

between accoun ting firms and their clients, even the m

honest and meticulous of auditors can unintention

distort the numbers in ways that mask a companys

financial status, thereby m isleading the investors, regula

and sometimes management. Three structural aspec

accounting are specifically believed to create substa

opportunities for bias to influence judgment: ambig

attachment, and approval. Besides this, three aspec

human na ture , namely , fami l i a r i ty , d i scount ing ,

escalation, are also stated to amplify unconditional The authors argue that the p roposed reforms in the U

not address the fundamental problem of bias, and h

they will not succeed in solving the crisis in accoun

Another p roposal to imp ose stricter accoun ting stand

is also un likely to imp rove the situa tion. Stricter accoun

rules cannot eliminate am biguity and are thus u nlike

redu ce self-serving bias. The key to imp roving au d its li

eliminating incentives that create self-serving bias.

means that th e new p olicies would be required to redu c

aud itor s interest in wh ether a client is pleased by th e re

o f a n a u d i t . T r u e a u d i t o r i n d e p e n d e n c e w i l l e nfundamental changes to the way the accounting indu

operates, including full d ivestiture of consulting and

services, rotation of aud iting firm s, and fixed-term cont

that p rohibit client comp anies from firing their au di

Although it is true that eliminating all bias may no

possible, but it can be ameliorated if we have a syste

which clients regard auditors as more like tax collec

than p artners or adv isers, the auth ors conclude.

3. Madhavan, Ananth (2002), Market MicrostructurMarket MicrostructurMarket MicrostructurMarket MicrostructurMarket Microstructur

PractitionerPractitionerPractitionerPractitionerPractitioner s Guide,s Guide,s Guide,s Guide,s Guide, Financial A nalyst s Journal, 58(542.

Market microst ructure concerns the process by w

investors latent or hidden demands are translated

executed trades. Interest in market microstructure

increased en ormou sly in the recent years because of the r

stru ctural, techn ological, and regu latory chang es affec

the securities indu stry. This article prov ides a p ractitio

oriented review of the academic literature with a focu

information and offers a conceptual framew ork that w

be useful in tackling the current and future p roblems

a r t i c l e i s o r g a n i z e d a r o u n d f o u r t o p i c s r o u g

correspond ing to the h istorical evolution of microstruc


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tatic and dyn amic issues, (2) market stru cture and design

sues, including the relationship between price formation

nd trading protocols, (3) information, especially market

ansparency and (4) the interface of microstructure with

orpor ate finan ce, asset pricing, and intern ational finan ce.

hese ca tegories roughly correspond to the histor ica l

evelopm ent of research into the informational aspects of

microstructure. The literature surv ey reveals that m arkets

re a great deal more complex than commonly believed.

ne of the major achievements of the microst ructureterature is the illum ination of the back box by which pr ices

nd quantities are determined in financial markets. The

ecognition that order flows can have long-lasting effects

n p rices has ma ny p ractical imp lications. It is clear from

he survey that microst ructure mat ters . Under cer ta in

rotocols, markets m ay fail and large d eviations between

und amental value an d price may occur. These issues are

ar ticularly relevant for exchan ge officials, operators of

ading systems, regulators, and tr aders. On the basis of the

ur vey resu lts, it is felt that one-size-fits-all app roaches

o regulation and policy making should be avoided. Fornstance, greater transparency does not always enhance

quidity. Finally, the in terface of microstructu re w ith oth er

reas of finance emerges as an exciting n ew ar ea. It is believed

hat di f ferences in l iquidi ty over t ime would expla in

ariations in the risk premium and thus influence stock-

r ice levels.

. Roberts, Peter W and Dowling, Grahame R (2002),

Corporate Repu tation and Su staine d Su perior FinancialCorporate Repu tation and Su stained Sup erior FinancialCorporate Repu tation and Su staine d Su perior FinancialCorporate Repu tation and Su stained Sup erior FinancialCorporate Repu tation and Su stained Sup erior Financial

erformance,erformance,erformance,erformance,erformance, Strategic Management Journal, 23(12), 1077-

093.A good corporate repu tation is believed to have strategic

alue for firms, not only because of its potential for value

reation but also because its intangible character makes

eplication by comp eting firms considerab ly more difficult.

Although som e stud ies have shown th e expected benefits of

ood rep utations, they have not ad dressed th e issue fully.

his paper fi l ls this gap by examining the relat ionship

etween repu tation and the persistence of superior profit

utcomes over time. Reputation literature su ggests that a

e p u t a t i o n - p e r f o r m a n c e e f f e c t m a y o p e r a t e i n b o t h

i rec t ions: a f i rms f inancia l performance affects i t s

eputation and its reputation affects its performance. To

ccomm od ate this issue, this analysis accounts for the fact

hat a firm s financial performa nce history affects its current

epu tation. More specifically, the auth ors d ecompo se each

rms overall repu tation into a comp onent th at is pred icted

y its previou s finan cial perform ance (financial reputa tion),

nd that which is left over (residual reputation). Results

rom both autoregressive profit models and proportional

aza rds regress ion mode l s cons i s t en t ly sugges t tha t

u p e r i o r- p e r f or m i n g f ir m s h a v e a g r e a t e r ch a n c e o f

ustaining superior performance over t ime if they also

o sse s s r e l a t i v e l y g o o d r e p u t a t i o n . T h e se f i n d i n g s

r e p u t a t i o n a n d f i n a n c i a l p e r f o r m a n c e b y e x p l

articulating the d ynam ic imp lications of good reputa

At the same time, they are consistent with the growing

of strategy research tha t links high -quality intang ible

with su stained sup erior performance. The futu re ver

the research is suggested to examine the impact

r e p u t a t i o n o f t h e o t h e r g r o u p o f s t a k e h o l d e r s ,

customers, employees, and sup pliers on th e firms fin

performance.

5. Ha wa win i, Gabreil; Sub ram anian , Venka t and Verd i

(2003), Is Performance Driven by Industry-or Is Performance Driven by Industry-or Is Performance Driven by Industry-or Is Performance Driven by Industry-or Is Performance Driven by Industry-or

specific Factors? A New Look at the Evidence,specific Factors? A New Look at the Evidence,specific Factors? A New Look at the Evidence,specific Factors? A New Look at the Evidence,specific Factors? A New Look at the Evidence, St

Management Journal, 24(1), 1-16.

Research on the relative imp ortance of firm and in

effects has trad itionally relied on raw accou nting v al

returns on assets (ROA) as the p erforman ce measure

accounting-based measures, however, are not con

with v alue m aximization. This stud y therefore uses

based m easures of performance such as econom ic pr

residual income and market-to-book value. The f

reflects the operating performance in a given year,

the latter reflects the markets expectations of the

future op erating performances. It also uses a new d

a n d a d i f f e r e n t s t a t i s t i c a l a p p r o a c h f o r t e s t i n

significance of the indep end ent effects. The stud y exa

the influen ce of ou tliers on firm a nd ind ust ry effe

the nu mber of firms that outp erform the indu stry incr

the greater is expected to be the intra-indu stry d ispe

and lower will be the importance of industry effects

stud y explores to extent the p resence of these few excep

firms w ithin an indu stry may be respon sible for th

level of firm effects found in the past studies, an

wh ether the stru ctural effects of the ind ustry have a d i

level of imp act for the rest of the ind ustr ys firm s. The r

confirm p revious find ings that ind ustry factors, on av

matter little to firm p erforman ce, whether performa

measured by operating values su ch as EP or ROA or m

valu es such as MV. Fur ther, ind ust ry-specific factor

have different meaning for different types of firms

an ind ustry. Ind ustry factors may have a large imp act

per forman ce of the also-ran firms, wh ile for the ind

leaders an d losers, it is firm factors that d omin ate. M

the intra-industry variance is believed to be due

performance of a few firms. Thu s only for a few dom

value creators (leaders) and destroyers (losers) do

specific assets seem to matter significantly more th

indu stry factors. For m ost other firms that are n ot n

leaders or losers in their indu stry, however, the ind

effect turns ou t to be more imp ortant for performan c

firm-specific factors, the auth ors confirm.

6. Ramayah, T; Noor, Nasser and Choo, Lim Hee (

Cardholders Attitude and Bank Credit Card UsCardholders Attitude and Bank Credit Card UsCardholders Attitude and Bank Credit Card UsCardholders Attitude and Bank Credit Card UsCardholders Attitude and Bank Credit Card Us

Malaysia: An Exploratory StudyMalaysia: An Exploratory StudyMalaysia: An Exploratory StudyMalaysia: An Exploratory StudyMalaysia: An Exploratory Study,,,,, Asian Acade


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hile cred it cards have been pop ular in developed countries

ce ages, their introduction in developing countries like

laysia is relat ively recent. The credit card business

abled the bank to a t t rac t new customers as wel l as

aining existing customers in order to build a stronger

tomer base. It has, how ever, been foun d that m any credit

d ho lde rs in Malays ia a re non-ac t ive ca rdholde rs

hough a significant propor tion of them m ight be having

re than one banks credit card. This study aimed at

idat ing a t t r ibutes that inf luence the di f ferences initudes among active and inactive cardholders. It also

n t i fi es the re la t ionsh ip be tween dem ograph ic and

ividual socioeconomic factors, with credit card usage.

ome , educa t ion , wea l th , and age a re some of the

mograp hic variables which are believed to have a positive

d significant correlations with credit card usage level.

r assessing cardholders attitudes, this study uses the

ltiattribute attitude mod el comp rising of attribute, belief

a sure and impor tance we igh t . Th i r t een impor tan t

ributes were considered as interp retive m easures for the

criminant analysis. These attributes include acceptanceel, credit limit, interest-free repayment period, annual

, appl ica t ion approval per iod, anci l lary funct ions,

nd ling of cardh olders complaints, issuing ban k image,

t/ bonu s to new app licants, card d esign, leaflet to describe

card, and advertising by the issuing bank. The major

iables that contributed to the credit card usage level

nsisted of long interest free period, high credit limit, wid e

ceptance, ancil lary functions, bank image, effective

nd ling of complaints, and heavy ad vertising of the card.

e active cardh older emp hasized m ore on the long interest

e period as compared to the inactive cardholder. Thisplies that mon etary ind ucement played an important role

distingu ishing active and ina ctive cardh older. Based on

results, several suggestions are offered to credit card

uing bank s as a step to stimu late credit cardhold ers usage

el. These includ e work ing closer with v ariou s retailers to

m ote the credit card p ayment m ode, providing adequate

dit limit to cardh olders, extend ing interest free repaym ent

iod from 20 days to 30 days, implementing strategic

ances with firms involved in travelling, entertainment,

urance, and telecommu nications and adv ertising more

as to create a brand n ame for the issuing ban k.

arketing and Advertisingarketing and Advertisingarketing and Advertisingarketing and Advertisingarketing and Advertising

Dawar, Nira j and Chat topadhyay, Amitava (2002) ,

ethinki ng M arketin g Programs for Emerging Markets,ethinki ng M arketin g Programs for Emerging Markets,ethinki ng M arketin g Programs for Emerging Markets,ethinki ng M arketin g Programs for Emerging Markets,ethinki ng M arketin g Programs for Emerging Markets,

ng Range Planning, 35(5), 457-474.

er the past decade, many mu ltinationals have rushed in

the emerg ing marke t s v i sua l i z ing the po ten t i a l o f

um erous customers liberated from planned econom ies

d protectionist barriers. It is, however, realized that in

st cases, their marketing programmes are not adapted

these markets thu s leading to low market p enetration,

study conducted in-depth interviews with manager

companies such as Cadburys, Coca-Cola, Nestle,

Unilever to und erstand th e nature of emerging markets

examine comp any resp onses to the challenges faced in t

markets. The objective was to dem onstrate how the emer

market en vironment ca l ls into qu est ion the p reva

marketing wisdom an d d emand s a shift in emphasis

the globally standardized to locally adapted marke

programmes. The findings were synthesized by grou

the common features of emerging m arket environmentsthree fund am ental categories: (1) low p er capita income

its imp act on consum er behav iour, (2) imm ense variab

in consum ers and infrastructure, and (3) relative cheap

of labour, which is often substituted for capital by

companies and consumers. The effects of each of t

emerging market characteristics are d iscussed around

central pil lars of marketing: segmentation and the

program me ingredients of produ ct, price, distribution

communication.

8. Mahajan , Vijay; Srinivasa n, Raji and Wind , Jerr y (2

The Dot.com Retail Failures of 2000: WThe Dot.com Retail Failures of 2000: WThe Dot.com Retail Failures of 2000: WThe Dot.com Retail Failures of 2000: WThe Dot.com Retail Failures of 2000: Were There ere There ere There ere There ere There

WWWWWinners?inners?inners?inners?inners? Journal of the Academy of Marketing Science, 3

474-486.

The mu ch hyped d ot.com revolution turn ed a deathbe

most of the d ot.com r etailers in the year 2000. The failu

these dot.coms were attributed to the lack of a viable busi

mode l , ques t ionable p rof i t po ten t i a l , h igh cus to

acquisition costs and a lack of expertise in managing

dot.com teams. In this scenario, what seemed impo

was to know if there were any firms w ho could m anag

emerge winners and, if so, then who were they and wlessons could be learned from them. This study focuse

d e f i n i n g t h e se w i n n e r s a n d p r o p o s i n g a c o n c e p

framework to h ypothesize their possible prod uct and

profile, finally seeing if this hyp othesized pr ofile mat

the r eality. Based on the stud y of 48 d ot.com retailers, 1

contacts.com was identified as the sole winner u sing

performance indicators: percentage change in stock p

since the initial pu blic offering and stock op tions un derw

It is argued that w ell-perform ing d ot.com retailers are l

to be firms th at offer (1) digital good s as opp osed to p hy

prod ucts, (2) search good s as op posed to experiential go(3) exist ing products as opposed to new-to- the-w

prod ucts, and (4) customization of prod ucts. Besides

winners are also l ikely to have offl ine expert ise a

relatively large nu mb er of alliances. The identified wi

in the study was found to offer a search good, hav

existing prod uct and offline experience but it did not sup

the other th ree characteristics. Comparing the w inner

Amazon.com, i t was found that Amazon also prov

ph ysical prod ucts, search good s, existing p rodu cts, an

prod uct customization. However, un like the w inner, i

a very d iverse produ ct offering and therefore a large numof marketin g alliances but no offline exper ience. Thu

overwhe lming conc lus ion f rom the s tudy i s tha t


5/21

evolution. While it appreciated the alternative channel

pp ortun ity offered by the Internet to trad itional retailers,

h e o p p o r t u n i t i e s i n d i g i t a l p r o d u c t s a n d p r o d u c t

ustomization were not rewarded by the stock market .

How ever, the authors feel that consumers an d firms w ith an

n derstan ding of the retail business wou ld guid e the Internet

evolution in future.

. Kim, Jaehw an ; Allenby, Greg M an d Rossi, Peter E (2002),

Modeling Consumer Demand for VModeling Consumer Demand for VModeling Consumer Demand for VModeling Consumer Demand for VModeling Consumer Demand for Varietyarietyarietyarietyariety,,,,, Marketing

cience, 21(3), 229-250.

onsum ers are often observed to pu rchase more than on e

ariety of a product on a given shopping trip. Standard

hoice mod els are based on a linear u tility stru cture in wh ich

nly on e variety is selected a t each pu rchase occasion. This

aper develops a new uti l i ty-based demand model and

stimation p rocedu re that can accomm odate both interior

nd corner solutions as w ell as diminishing m arginal utility,

h ile nesting th e stand ard linear u tility structure. A Bayesian

ierarchical model of household heterogeneity is u sed to

llow for the computation of household-level parameterstimates that facilitate utility calculations. This model is

pp lied to d ata on pu rchases of varieties of yogur t. Since

he u ltimate goal is to make p olicy recomm endations abou t

ssortment and pricing, the model is enlarged to include

he composite of all other purchases. Estimates from the

ierarchical mod el reveal differences between va rieties in

ase preference as well as different rates of diminishing

marg inal utility. Moreover, hou seholds d iffer greatly in th eir

references for varieties with some households showing

xtreme preference for par t icular f lavours. To bet ter

nderstand the value households placed on par t iculararieties, a comp ensating value was compu ted by hou sehold

or the removal of each flavour. It show ed th at hou seholds

ighly value pop ular flavours and wou ld incur substan tial

tility losses from rem oval of these flavours from the yogu rt

ssortment. Given limited shelf space thus only a su bset of

he p ossible varieties can be d isplayed for pu rchase at any

ne time. If consumers value variety, then a retailer with

ower variety must comp ensate the consumers in some w ay,

uch as low er p rice level. This trad e-off between p rice and

ariety is seen across d ifferent retailing form ats.

0. Loning, Helene and Besson, Madeleine (2002), CanCanCanCanCan

istribution Channels Explain Difistribution Channels Explain Di fistribution Channels Explain Difistribution Channels Explain Di fistribution Channels Explain Differences in Marketingferences in Marketingferences in Marketingferences in Marketingferences in Marketing

nd Sales Performance M easurement Systems?nd S ales Performance M easurement Systems?nd Sales Performance M easurement Systems?nd S ales Performance M easurement Systems?nd Sales Performance Measurement Systems?European


his paper compares and contrasts the use of control and

e r f o r m a n c e m e a su r e m e n t a n d m a n a g e m e n t ( P M M )

ystems in marketing and sales to see what m akes marketing

nd sales PMM systems var y. On the basis of semi-ind uctive

nterviews with Sales and Marketing man agers in 21 French

ompanies, the authors identify four m arketing and sales

ontrolling systems categor ies. These includ e (1) comp anies

n the food channe l (marke t -or i en ted (2) companies

(3) selective retailing companies (social or clan), a

direct marketing an d sales comp anies (a mix of bureau

m a r k e t a n d so c i a l c o n t r o l m e c h a n i sm s) . C o m p

belonging to the same m arketing and sales control cate

are believed to sh are some common distribution fea

Case stud ies in each category illustrate th e mark etin

sales PMM systems associated with different distri

channels. Two dimensions, the channel power an

manufacturer-retailer transactional or relational bu

relationship, offer an explanation for the m echanismshape the m arke t ing and sa les con t ro l sys tems

situations are dr awn from these two dimensions. Wh

relatrionship is tran sactional and the retai ler p ow

market mechanisms primarily ensure control. Wh

relationship is transactional but th e man ufacturer p ow

the latter seems to be largely governed by bu reaucratic

of control. When a manufacturer engages in a rela

relationship with selective retailers, social mechani

control prevail. The manu facturer m ight be more pow

than the retailer, looking for better ways to satisfy

customers. However, wh en the retailers are very p owman ufacturers might wan t to enhance a relational bu

relationship with them, in order to prevent pure m

mechanisms. Manufacturers may even seek to avoid th

powerful retailers and build partnerships with a li

nu mber of retailers, the auth ors add .

11. Liljan d er, Veron ica an d Roos, Ing er (2002), CustCustCustCustCust

re la t ionship Leve l sFrom Spur ious to re la t ionship Leve l sFrom Spur ious to re la t ionship Leve l sFrom Spur ious to re la t ionship Leve l sFrom Spur ious to re la t ionship Leve l sFrom Spur ious to

Relationships,Relationships,Relationships,Relationships,Relationships, Journal of Services Marketing, 16(7), 59

Relationship marketing (RM) has been widely accep

an imp ortant d eterminant of long-term bu siness succeis believed to b e par ticularly well suited for serv ices.

past research h as focused mainly on th e advan tages

less a t tent ion has been paid to re la t ionships f ro

customer s point of view. This pap er suggests that cus

relationships can be described along a continuu m, ra

from spu rious to tru e relationships, based on relatio

benefits, trust and commitment. A qualitative stud

conducted among af ter-sa les service customers

authorized car dealer with the objective of ident

custom er service relationsh ip levels. The compa ny o

customers two different types of interaction with s

employees: a personal re la t ionship wi th an appo

service representative and a pseudo-relat ionship

different em ployees p erform th e service from one oc

to the next. In the case of this company, it was foun

more than trust, it was the product-specific aspect

increased customer tolerance of fai lure. Custome

effectively tied to authorized repair shops even w

experiencing relationship benefits. They were found

high ly behaviou rally comm itted to after-sales servic

their affective comm itment w as in m ost cases interpre

low or mod erate. Although th ey had a h igh positive at

toward s the d ealer, they could not be stated to h ave


6/21

ceived n o d ifferences between the d ealer s repair shop s

d the competitors services. Customers w ere also foun d

have a generalized bu t latent tru st in authorized car repair

long as they experienced no major problems. Since

tomers trust in g eneral extended to all authorized repair

vices, it h ad no effect on after-sales or car-brand loyalty.

the other h and , it has been observed that few comp anies

able to deliver the delight-provoking service that is

eded to instil high trust and commitment. It is argued

t the compan ies that are able to delight customers an dvelop kn owled ge- and id entification-based tru st may find

tronger relat ionship developing between after-sales

vices and car-bran d loyalty.

Klein, Jill Gabreille (2002),Us VUs VUs VUs VUs Versus Them, or Us Versus Them, or Us Versus Them, or Us Versus Them, or Us Versus Them, or Us Versusersusersusersusersus

eryone? Delineating Consumer Aeryone? Delineating Consumer Aeryone? Delineating Consumer Aeryone? Delineating Consumer Aeryone? Delineating Consumer Aversion to Foreignversion to Foreignversion to Foreignversion to Foreignversion to Foreign

ods,ods,ods,ods,ods, Journal of International Busin ess Studies, 33(2), 345-

3.

framing strategies for global brand s, managers n ormally

nsider consu mer familiarity, lingu istic imp lications of the

nd nam e, consum er culture, and the coun try-of-origin

positioning th e brand . Two add itional constructs that

ve come up recently as affecting purchase behaviour

lude consum er animosity toward a prod ucing nation and

nsumer ethnocentrism. While animosity refers to the an ger

ated to the pol i t ica l , mi l i tary, or economic events ,

nsumer ethnocentrism is the belief that bu ying foreign

ods m eans dam aging the dom estic economy and is hence

ppropriate and immoral. This study proposes that the

e of each construct wil l depend upon the choice set

ailable to consum ers. Consum er ethnocentrism w ould be

st relevant when a dom estic produ ct is available in the

oice set, wh ile anim osity shou ld be most significant w hen

oosing am ong good s from foreign countries, whenever

consumer h olds animosity toward one of these countries.

ests the an imosity mod el of foreign p rodu ct purchase in

context of US consumers and Japanese products to

e rmine i f some Amer icans avo id buying Japanese

d ucts, not because of their beliefs concerning prod uct

ality, but because of th eir attitudes tow ard Japan . The

d y also investigated wh ether the animosity model can

supported in a context where anger toward a foreignuntry is not very strong. Results show that animosity

wa rd a foreign na tion is related to choices between foreign

ods, w ile consum er ethn ocentrism is related to choices

ween do mestic and foreign good s. Thu s if the choice is

t w e e n a d o m e s t ic a n d f o re ig n g o o d , t h e n h i g h l y

nocentric consumers are likely to choose the domestic

du ct. If the choice is between tw o foreign goo d s, one of

ich comes from a country that is the target of hostility,

n animosity w ill pred ict th e choice. Furth er, the constructs

re found to have d ifferent consequences both for prod uct

gments and choices between p rodu cts. Implications ofse find ings are discussed for d ecisions concerning global

sus local branding strategies

Organizational BehaviourOrganizational BehaviourOrganizational BehaviourOrganizational BehaviourOrganizational Behaviour

13. Horner-Long, Penny and Schoenberg, Richard (20

D o e s e - B u s i n e s s R e q u i r e D i f D o e s e - B u s i n e s s R e q u i r e D i f D o e s e - B u s i n e s s R e q u i r e D i f D o e s e - B u s i n e s s R e q u i r e D i f D o e s e - B u s i n e s s R e q u i r e D i f f erent Leaderferent Leaderferent Leaderferent Leaderferent Leader

Characteristics? An Empi rical Inves tigation,Characteristics? A n Empi rical In ves tigation,Characteristics? An Empi rical Inves tigation,Characteristics? A n Empi rical In ves tigation,Characteristics? An Empirical Investigation, Euro


Universal theories of leadership contend that all effec

leaders share an identifiable set of common attribu

Contingency theories contest this view arguing th at the

appropriate leadership characteristics will be depenupon the unique requirements of each organizat i

personnel , l i fe s tage and environmental se t t ing.

viewpoint assumes relevance in the different situati

context of e-comm erce with its new business m odels

organ izational form s. This pap er emp irically explores t

opp osing argum ents to see if e-business really requ i

different leadership profile compared to traditional br

and mortar organizations. It analyses the d ata collecte

the traits, behaviour and skills possessed by leaders of

e-business and tradit ional bricks and mortar busine

Overall, the results suggest tha t the majority of leadercharacteristics are equally valu ed rega rdless of the con

in wh ich th ey operate. These include p ersonal traits su

being adaptable, energetic, decisive and inspiring

respond ents acknow ledged the imp ortance of motivati

behaviours and the ability to inspire a shared vision, as

as the capacity to an ticipate new opp ortun ities. In ad di

the need for strong communication and strategy ana

skills was u niversally agreed up on. There were, how

certain char acteristics that distingu ish e-world lead ers

their bricks ad mortar counterparts. Leaders of e-busine

were noted as being significantly mor e entrepreneu rial,taking and less conservative than traditional leaders,

were rated as more collaborative and as having gre

integrity. The ability to networ k extensively and pr ior

ac t iv i t ie s were h igh l igh ted as p a r t i cu la r ly imp or

comp etencies for e-business leaders. Similarly, informa

technology and project management skills were viewe

defining features for e-leaders. The stud y thu s suggests

the comp etencies that will be increasingly deman ded o

future leaders are actually the skills and behaviours

differentiate the e-bu siness leaders of tod ay.

14 . S tensaker , Inge r ; Meyer , Chr i s t ine Benedic

Falkenberg, Joyce and Haueng, Anne Cathr in (20

Excess ive Change: Coping Mechani sms E x c e s s i v e C h a n g e : C o p i n g Me c h a n i s m s Excess ive Change: Coping Mechani sms E x c e s s i v e C h a n g e : C o p i n g Me c h a n i s m s Excess ive Change: Coping Mechani sms

Consequences,Consequences,Consequences,Consequences,Consequences, Organizational Dynamics, 31(3), 296-3

While strategic change is an accepted norm in tod

organ izations, it is increasingly felt that excessive ch

may n ot be desirable. This article focuses on consequ e

that arise when change becomes excessive. It begin

dev eloping a d efinition of excessive chan ge on the bas

the perceptions of the change recipients in three ca

Excessive chang e is stated to occur w hen th e organizapursues seve ra l , seemingly unre la t ed and somet i

c o n f l i c t i n g c h a n g e s s i m u l t a n e o u s l y o r w h e n


7/21

rganization introd uces new changes before the previous

hange is completed an d evaluated. It was, how ever, realized

hat not everyone in th e same organization experienced the

ame set of changes as excessive. The data revealed that

n d i v i d u a l s i n m i d d l e m a n a g e m e n t a n d l o w e r

rganizational positions often experienced stra tegic changes

s excessive whi le top level managers considered the

ifferent components of change as clearly connected and

eading to the same overall goals. The consequences of

xcessive change were examined at both individual andrgan izational levels. While a diverse arr ay of reactions an d

oping mechanisms were un covered at th e individu al level,

he consequ ences at the organizational level were related to

tructural and performance issues. The coping m echanisms

or dealing w ith excessive chan ge in the three case stud ies

nclud ed BOHICA (bend o ver, here it com es again), pa ralysis,

xi t sabotage, se l f -contro l , and loyal ty. These cop ing

mechanisms encompass responses that are both p assive and

ctive, and they either promote change or p romote the status

u o. The structur al consequ ences at the organ izational level

e r e f o u n d i n s i t u a t i o n s su c h a s i n m u s i c a l c h a i r s ,rchestrating without a cond uctor, and shaky foun dations.

erforman ce consequences, on th e other han d, w ere a result

f imp lementa tion failure and loss of effectiveness. Finally,

he authors su ggest three ways by w hich m anagers can avoid

erceptions of excessive change at the midd le and lower

rganizational levels. This includes introducing fewer

hanges in the organization, comm un icating how each stage

f chan ge fits with th e other chan ge projects, and increasing

he em ployees capa city for chang e.

5. Roberts, John (2002), Building the ComplementaryBuilding the ComplementaryBuilding the ComplementaryBuilding the ComplementaryBuilding the Complementaryoard: The Woard: The Woard: The Woard: The Woard: The Work of the Plc Chairman,ork of the Plc Chairman,ork of the Plc Chairman,ork of the Plc Chairman,ork of the Plc Chairman,Long Range Planning,

5(5), 493-520.

his article ad dr esses the critical issue of board effectiveness,

nd in particular the cond itions un der w hich the chairmen

s well as other n on-execut ives can mak e an effective and

ositive contribution to the strategic direction and control

f the companies. Drawing upon qual i ta t ive research

nte rv iews wi th cha i rmen, ch ie f execu t ives and non-

xecutive d irectors in the UK, the auth or explores how actual

oard processes and practices have changed under thenfluence of various codes and how different individu als

ave d eveloped the now separate role of comp any chairman.

rom an agen cy theory p erspective, the separation of roles

s desirable as a w ay to resist managerial entrenchment and

o ensu re n on-executive ind epend ence. Close relationships

etw een execut ives and n on-execut ives are feared for their

ollusive poten tial. How ever, organizational theorists argu e

ha t on ly th rou gh su ch c loseness can non-execut ives

ontribute to the development of executive strategy. This

rticle describes how non-executives can reconcile these

pparent ly contradic tory injunct ions about thei r rolehrough a discussion of the cond itions for and d ynam ic of

omplementary board relationships. The qu alitative research

role as second best and therefore make little attem

d e v e l o p t h e r o l e . T h e se in d i v id u a l s e n su r e m i

comp liance with th e variou s codes of practice. By co

other chairmen hav e come to und erstand the imp orta

the role despite its non-executive d esignation. Drawing

the directors experiences, the article examines the

that underpin the positive potential of compleme

b o a r d r e l a t io n s h i p s t h r o u g h w h i ch a c h a ir m a

contribu te directly to the perform ance of the chief exe

as well as create the cond itions for other non -executicontribu te to the perform ance of the executive team.

e x p l o re s t h e n e g a t iv e d y n a m i cs o f c o m p l e m e

re la t ionsh ips be tween execut ives and non-exec

directors and discusses how these may inad vertently w

board accoun tability and create the cond itions for an ex

crisis of confidence.

16. McAllist er, Daniel J an d Bigley, Greg or y A (2002),

Context and the D efini tion of S elf: How OrganizaContext and the D efini tion of Se lf: How OrganizaContext and the D efini tion of S elf: How OrganizaContext and the D efini tion of Se lf: How OrganizaContext and the D efini tion of S elf: How Organiza

Care Inf luen ces O rganizat ion-based Se l f -EstCare Inf luen ces Organizat ion-based S e l f -EstCare Inf luen ces O rganizat ion-based Se l f -EstCare Inf luen ces Organizat ion-based S e l f -EstCare Inf luen ces O rganizat ion-based Se l f -Est

Academy of M anagement Journal, 45(5), 894-904.

Organiza t ion-based se l f -e s t eem (OBSE) re f l ec

emp loyees evaluation of his or her personal ad equac

worthiness as an organizat ional member and the

perceived value that individuals have of themsel

organizational members acting within an organiza

context. This research looks into th e aspects of wor k c

that are par ticularly relevan t to OBSE dev elopm ent an

the psychological mechanisms th rough wh ich context

about self-definition. It presents organizational c

defining the central aspects of work context and des

how it influences employees OBSE through the pperception s of organizational fairness and job au tho

is proposed that the employees of organizations

va lues an d organ iz ing p r inc ip les cen te r on fu l

emp loyees needs an d acting in their best interests will

high er levels of OBSE. It is furth er argu ed th at perce

of organizational fairness and job authority media

relationship through the social-psychological proc

reflected app raisal. An analysis of data from a sam

man agers and professionals from 69 different organ iza

settings su pp ort this m odel. Organiza- tional fairne

job aut hority seem to rep resent for employees high ly s

reflected appraisals from organizations that empl

internalize through assessment or reassessment of the

worth as organization members. The authors, how

adm it that there are several limitations of this stud

that longitud inal and experimental research is requi

fully establish the findings. Moreover, this model m

underspecified insofaras global self-esteem, as a h

stable trait, is mod eled as an O BSE antecedent. The a

suggest that th e find ings be viewed as an initial em

test of the proposed theoretical framework intend

continued r esearch on the found ations of organization

self-esteem.


8/21

anagement and Tanagement and Tanagement and Tanagement and Tanagement and Team Efeam Efeam Efeam Efeam Effect iveness in China: Thefect iveness in China: Thefect iveness in China: Thefect iveness in China: Thefect iveness in China: The

diat ing Role o f Just i ce ,dia t ing Role o f Just i ce ,dia t ing Role o f Just i ce ,dia t ing Role o f Just i ce ,dia t ing Role o f Just i ce , As ia-Pacific Journ al of

nagement, 19(4), 557-572.

ams a re inc reas ing ly recognized as impor tan t fo r

ective or gan izational w ork. Wh ile in th e West, conflict

n agement is highlighted as a means for achieving teams

ectiveness, it has not been app licable so far in China an d

er collectivist cultures. This study argues that conflict

n agement contributes to team effectiveness in China as

promotes justice, a central concern in the region. It is

oposed tha t cons t ruc t ive conf l i c t management i s a

ble, practical way to develop fairness within teams in

ina, thereby making teams effective. It specifically

estigates the extent that cooperative but n ot comp etitive

avoiding ways of managing conflict develop justice in

distributive, procedural, and interactive forms which

omotes team effectiveness. Cooperative conflict was

p o t h e s i z e d t o i n d u c e h i g h l e v e l s o f p r o c e d u r a l ,

tributive, and interactive justice while competitive and

oiding conflict man agemen t was expected to indu ce low

els of justice. High levels of justice were expected to

ult in team effectiveness. Both the correlational and

uctu ral equation an alyses of da ta prov ided by 126 MBA

d ents involved in group projects in China indicated that

w conflict wa s app roached affected its usefulness. When

m m e m b e r s r e p o r t e d t h a t t h e y d i s c u s s e d t h e i r

omp atible activities in a cooperative m anner and tried

resolve their d ifferences for mu tual ben efit, distributive,

cedural, and interactive justice had been developed.

scussing conflict in a win-lose competi t ive way was

ch less successful an d was negatively correlated w ith

tice in the d istributive and interactive forms thou gh n ot

procedural form. Also consistent wi th the theory,

oiding conflict was found to predict injustice in i ts

tributive, procedural and interactive forms and team

ectiveness. Unexpectedly, a competitive approach was

as consistently related to injustice as avoid ing conflict.

erall, the findings suggest that orienting members to

nage conflict cooperatively can strengthen justice and

ectiveness in teams in China.

Luo, Yadong (2002), Corruption and Organization inCorruption and Organization inCorruption and Organization inCorruption and Organization inCorruption and Organization in

ian Management Systems,ian M anagement Sys tems,ian Management Systems,ian M anagement Sys tems,ian Management Systems, A sia-Pacific Journ al of

nagement, 19(2,3), 405-422.

r rup t ionthe misuse of publ i c power fo r p r iva te

nefitsis rampant in Asian countries. It derives from

merous factors such as nontransparent governmental

h a v i o u r a n d d e c i si o n s , w e a k c o u n t e r - co r r u p t i o n

titutions, intertwined gift-giving culture and bribery,

biguous business-government relat ions, shortage of

epen dent and well-functioned m arket mechanisms and

titutions, and poor quality of pu blic service.Corruption

seen as an organizat ional behaviour seeking socia lwork advan tages. How ever, there has been no research

the diagn osis of how corrup tion is associated w ith overall

concept and natu re of corrup tion, clarifying the differe

between corruption and Chinese guanxithe concep

draw ing on interp ersonal connections for securing favo

It is argued that contrary to guanxi, corruption mo

involves m oney, and is illegal, d eviating from social n

It then p resents the organizational persp ective of corrup

i llust ra t ing th at th is i s a f ront ier i ssue of mainst r

management and that Asian management has some un

opportunities as well as responsibilities to take a lea

role in add ressing this frontier issue. Corruption is statown both benefits and costs. Transaction cost econom

argue th at corrup tion can help a specific transaction to re

tran saction costs from increased institut ional privileg

regulatory barriers. Looking at an overall organizat

effect of corrup tion, howev er, the combin ed organ izati

losses may significantly ou tweigh t he gains from a sp e

t ransact ion. Corrup t ion makes the organizat ion su

enormously from many visible or invisible damages

are so endu ring and far-reaching that no single transac

gains can compensate. This paper shows corruptio

represen t ing a f i rms evo lu t iona ry haza rd , s t ra timped iment, comp etitive disadvantage, and organizati

deficiency in the long run. Together, these effects w

definitely lead to inferior overall or long ru n organizati

performance, the author conclud es.

Human Resource ManagementHuman Resource ManagementHuman Resource ManagementHuman Resource ManagementHuman Resource Management

19. OReilly, Jacqueline and Bothfeld, Silke (2002), WWWWW

H a p p e n s A f t e r WH a p p e n s A f t e r WH a p p e n s A f t e r WH a p p e n s A f t e r WH a p p e n s A f t e r Working Part Torking Part Torking Part Torking Part Torking Part Time? Integratime? Integratime? Integratime? Integratime? Integrat

Maintenance or Exclusionary TMaintenance or Exclusionary TMaintenance or Exclusionary TMaintenance or Exclusionary TMaintenance or Exclusionary Transitions in Britainransitions in Britainransitions in Britainransitions in Britainransitions in Britain

WWWWWestern Germanyestern Germanyestern Germanyestern Germanyestern Germany,,,,, Cambridge Journal of Economics, 2409-439.

T h i s p a p e r e x a m i n e s t h e e x t e n t t o w h i c h p a r t - t

emp loymen t facilitates labou r mark et integr ation, focu

o n t h e p r o p o sa l o f G u n t h e r S c h m i d f o r d e v e l o

transitional labour markets. Schmids approach foc

directly on p olicies that seek to weaken the barriers

differences between core and secondary employmen

between those inside and outside the labour market.

u n d e r ly i n g a s su m p t i on b e h i n d t h i s a p p r o a c h i s

transit ion between standard, full-t ime employment

o the r emp loyment s t a tuses o r non-ac tiv ity shoul

encouraged, with the aim of facilitating or maintai

labour m arket integration. The idea p oints to the need

adap ting benefit systems to d iscontinuou s working car

One key issue of debate is the extent to wh ich labour ma

adjustments throug h working-time flexibility represe

deterioration in emp loyment cond itions or a chance for t

p r e v i o u s l y i n a c t i v e o r u n e m p l o y e d t o r e - e n t e r

employm ent. The m ain objective of the present p aper

ident i fy the fac tors that help or hinder integra t iv

exclusionary transit ions. The authors outl ine the m

characteristics of pa rt-time emp loyees and p art-time jo

both the countries and use the household panel dat


9/21

nalysis shows that th e num ber of wom en wh o were able to

se part-time work as a bridge back into a full-time job is

ery small. A substantial proportion was foun d to end up

rop ping out of employment, particularly in German y where

group of wom en withou t children and in relatively high-

ncome hou seholds voluntarily worked p art time. Having

revious emp loyment experience is more likely to hind er

xclusionary transition p atterns, whereas the presence of

more than one child, especially in Germany, is associated

ith drop ping out. The authors sup port Schmids prop osalf ind ividu al empowerment throu gh infrastructural support

or implementing working-time transitions. The n eed for

mproved cooperation in term s of combining tran sfers and

abour market incomes to provide sustainable emp loyment

nd incomes is also stressed.

0. Coyle-Shapiro, Jacqueline A-M; Morrow, Paula C;

ichard son, Ray and Dun n, Steph en R (2002), Using ProfitUsing ProfitUsing ProfitUsing ProfitUsing Profit

haring to Enhance Employee Attitudes: A Longitudinalharing to Enhance Employee Attitudes: A Longitudinalharing to Enhance Employee Attitudes: A Longitudinalharing to Enhance Employee Attitudes: A Longitudinalharing to Enhance Employee Attitudes : A Longitudi nal

xamination of the Efxamination of the Efxamination of the Efxamination of the Efxamination of the Effects on Tfects on Tfects on Tfects on Tfects on Trust and Commitment,rust and Commitment,rust and Commitment,rust and Commitment,rust and Commitment,

Human Resource Management, 41(4), 423-439.

rofit sharing is an organizational-level manifestation of

he nor ms of reciprocity, imp lying the intent of return ing to

mployees a portion of fruits of their collective labour.

espite a reasonable amoun t of research on profit sharing,

here is still little consensus regarding its effectiveness.

raw ing on principal agent, expectancy, and organization al

stice theories, this stud y assesses how perceptions of p rofit

har ing a l ter organizat ional commitment and t rust in

man agement. Data for the stud y were obtained from a UK-

ased m ultinational comp any at tw o time periods: 10 mon ths

rior and 20 month s subsequent to th e introduction of profitharing . The findings confirm and extend em pirical research

up por ting the imp ortance of emp loyee perceptions of profit

haring in achieving d esired attitudinal ou tcomes. It also

heds light on the un derlying mechanism by w hich p rofit

haring can affect emp loyee attitud es. In p articular, the stu dy

nd s that plans that eng ender p ositive perceptions lead to

igher levels of t rust and organizat ional commitment .

H o w e v e r , t r u s t i n m a n a g e m e n t i s n o t a n e c e s s a r y

recondition for perceptions of organizational reciprocity

o enhan ce organizational commitment. It is argued that a

rof it sha r ing pe rcep t ion groun ded in o rgan iza t iona l

eciprocity is a powerful antecedent because i t affects

rganizational commitment independently and / or through

s ability to enhance trust. The results of this study help

xplain w hy p rofit sharing, a comp ensation-related hu man

esource practice, generates favourable outcomes. They

evealed a great deal about the interplay among profi t

haring, how it is perceived, and subsequent impact on

mp loyee attitudes, the author s assert.

1. Jaw ah ar, IM (2002), AAAAA Mod el of Organizational JusticeMode l o f Organizational JusticeMod el of Organizational JusticeMode l o f Organizational JusticeMode l o f O rganizational Justice

nd Wnd Wnd Wnd Wnd Workplace Ag gressi on,orkplace A ggression,orkplace Ag gressi on,orkplace A ggression,orkplace A ggression, Journal of M anagement , 28(6),11-834.

negative rum ours abou t target individu als, withh

i n f or m a t i o n o r r e so u r ce s n e e d e d b y t a r g e t s o r

pu rp osely failing to return ph one calls from them . This

uses organ izational justice persp ective to explain and p

workp lace aggression. It is argued that d ifferent form

combinations of just ice perceptions are l ikely to

different forms of aggressive behaviours that also v

terms of the target of aggression and the man ner in

harm is delivered. A model is developed to sugge

aversive events and actions shap e perceptions of injEight combinations of justice perceptions were des

and the forms of aggression each combination is most

to elicit were proposed. The model suggests that w hen

of the just ice percept ions are viola ted and when

perception s of distribu tive just ice are violated , ind iv

are un likely to enga ge in any form of aggression. Viol

of only interactional justice could lead to expressi

hostility, with th e status of the offender influen cing w

the victim uses d irect or ind irect expressions of hosti

harm the offend ing individu al. When both p rocedu r

interactional justice perceptions are violated, victiml i k e l y t o t a r g e t e x p r e s s i o n s o f h o s t i l i t y t o w a r

organization and the offend ing individu al. And , wh

t h e t h r e e f o r m s o f j u s t i c e p e r c e p t i o n s a r e v i o

individuals are l ikely to use expressions of hos

obstructionism and overt aggression toward the targ

the organization. Moreover, status of the offende

hyp othesized to m oderate aggression tow ard th e off

According to the model, justice perceptions shape

time are likely to elicit more intense acts of aggr

relative to justice perceptions shaped by a single av

event or action. Individual differences likely to mothe re la t ionship between aversive events/ ac t ion

perceptions of injustice, and perceptions of injustic

forms of aggression were also identified. It is hope

this mod el would be u seful for predicting and explai

wide range of aggressive organizational behaviours

22 . F renkne l , S tephen J and Scot t , Duncan (2

Compli ance, Collabo ration, and Codes of Labor PrCompli ance, Collabo ration, and Code s of Labor PrCompli ance, Collabo ration, and Codes of Labor PrCompli ance, Collabo ration, and Code s of Labor PrCompli ance, Collabo ration, and Codes of Labor Pr

The Adidas Connection,The Adidas Connection,The Adidas Connection,The Adidas Connection,The Adidas Connection, California Management R

45(1), 29-49.

The labour stand ard problem ar ises from th e conflict be

the interests of the mu ltinational corporations and of

in te res t g roups and NGOs seek ing to counte r g

inequalities and up hold h um an rights at w ork. It is be

that the application of codes of labour practice by

f i r m s w o u l d u p h o l d c o r e l a b o u r s t a n d a r d s , i m

workers well being, and enhance w orkplace perform

However , di f ferences in global f i rm pract ices le

variations in the w ay contractors implement th e code

basic type of global f i rm-contractor re la t ionshi

distinguished. The compliance pattern is characteri

global firm domination: The global firm develop

introduces the code, communicates its importance


10/21

l a b o r a t i o n p a t t e r n i m p l i e s p a r t n e r sh i p ; t h e c o d e

nstitutes a basis for continual imp rovement of w orkplace

formance and worker w ell-being. Through its code of

our practice, Adidas formalizes employee rights and

fines acceptable m anagement behaviour. However, two

ts very similar contract man ufacturersAlpha and Beta

found to have implemented the code differently and

h substantially d ifferent results. Alph as m anagement

wed th e code as integral to their vision and values and

s enforced it more strictly than at Beta and has beenre effective in building a stable labour practices team.

e Adidas staff reported more effective communication

d u nders t and ing and a more equa l and h a rmonious

ationship w ith their counterparts at Alpha th an w ith those

Beta. A collaborative p artn ership betw een a global firm

d a contractor enhances the possibility of generating

p erior outcomes for both parties and for workers. It is,

w e v e r , n e c e s sa r y t h a t t h e c o n t r a c t o r b r i n g s i n

mplementary asse ts to the re la t ionship. This would

lude senior management commitment to high labour

ndard s as a means of improving w orkplace performance,quent and open commu nication between managers and

rkers to promote mutual un derstanding and respect and

ompetent labour practices team to ensu re that there is no

p between practice and policy.

Insch , Gary S and Dan iels, John D (2002), Causes andCauses andCauses andCauses andCauses and

nseq uences o f D eclinin g Early D epartures from Foreignnse quen ces of D eclinin g Early D epartures from Foreignnseq uences o f D eclinin g Early D epartures from Foreignnse quen ces of D eclinin g Early D epartures from Foreignnseq uences o f D eclinin g Early D epartures from Foreign

signments,signments,signments,signments,signments,Business Horizons, 45(6), 39-48.

idence suggests a high rate of premature departure of

patriates from their foreign assignm ents. Althoug h there

a controversy about the extent and causes of premature

p artu re, it is clear that com pan ies incur sign ificant costs

erms of finding rep lacements an d d ecreased p rodu ctivity,

ides being discredited for their inability to app oint well-

forming expatriates. This pap er reports th e results of a

estionnaire survey to est imate the current premature

p arture rates for expatriates in US comp anies, discusses

sons for early departure, determines the dynamics of

tors affecting them , and suggests th e evolving H R issues

d practices as changes occur in these rates. The su rvey

d ings suggest a close approximation of a recent ann ual

matu re depar ture rate of 3.2 per cent wh ich is considered

ry low as compared to the domest ic ra tes . Poor job

formance was cited by most of the respond ents as the

me reason for early departure. Other common reasons

lud ed m ore rewarding job offers, non-adjustm ent of the

mily, childrens education, inadequate compensation

ckage, etc. Some of these factors such as predeparture

ining and u pw ard m obility for returning expats, can be

ntrolled by the companies. On the other hand, factors

h as sp ouses desires to careers, quality of infrastru cture

d social services are un controllable. One imp ortan t aspect

his research is its emp hasis on wh y prematu re departu re

es not take place instead of explaining why it does. It

in env i ronmenta l fac tors and corpora te po l i c i e s

pr actices. While imp roved g lobal telecomm un ications

t ransporta t ion help ease family h omesickness, gre

availability of edu cational op portu nities for children

improved med ical care help in family adjustment. How

these same fac tors may presage new or exace rb

international hum an resource challenges, such as gre

c o s t a n d d i f f i c u l t y i n d e v e l o p i n g u p w a r d l y m o

man agers know ledge of internation al operations, requi

new comp any p ractices.

24. Sels, Luc (2002), More is Not Necessarily Better:More is Not Necessarily Better:More is Not Necessarily Better:More is Not Necessarily Better:More is Not Necessarily Better:

Relations hip betw een the Quantity and Quality of TRelations hip be tween the Quantity and Quality of TRelations hip betw een the Quantity and Quality of TRelations hip be tween the Quantity and Quality of TRelations hip be tween the Quantity and Quality of Trairairairairai

EfEfEfEfEfforts,forts,forts,forts,forts,International Journal of Human Resource Managem

13(8), 1279-1298.

In te rna t iona l compar i sons ind ica te tha t the l eve

investment in training by companies differs significa

across OECD countries. Belgian companies, for insta

invest less on training th an th eir French, Dutch, and Ger

counterparts. It has been noticed that the policy effor

encourage training in these countries has alw ays beeterms of the resources invested an d n ot the learning achi

or the qu ality of comp any training p rogramm es. This p

investigates wh ether this inp ut-oriented or resource-b

approach to training is actually effective. It examine

extent to which the companies monitor the system

dev elopmen t of su fficiently effective training pr ocesses

qu ality of trainin g processes is assessed by th eir abili

match th e training processes model. The stud y also exam

if the level of financial investment in company traini

correlated to th e qu ality of training p rocesses. A restr

mu ltiple sector sur vey w as carried ou t in the food, wh olegrap hics, and software sectors. The results of the regres

analysis ind icate that th e companies w hich invest mo

training are not necessarily the ones d evoting more atten

to the quality of the training cycle. This emphasize

par tial value of investmen t as an ind icator of training eff

Moreover, only a few training companies were foun

have a full-fledged training cycle. Thus, the au thor su gg

that intervention in the training market be pursu ed w it

h e l p o f su p p o r t i n g p o l i c y t o o l s w h i c h c a n a s

organizations at the level of their internal operation.

Operations ManagementOperations ManagementOperations ManagementOperations ManagementOperations Management

25. Huchzermeier, Arnd; Iyer, Ananth and Freiheit, J

(2002), The S uppl y Chain Impact of Smart CustomeThe Supp ly Chain Impact of S mart CustomeThe S uppl y Chain Impact of Smart CustomeThe Supp ly Chain Impact of S mart CustomeThe Supp ly Chain Impact of S mart Custome

a Promotional Environment,a Promotional Environment,a Promotional Environment,a Promotional Environment,a Promotional Environment, Manufacturing & Se

Operations Management, 4(3), 228-240.

In a retail environm ent w here the p rice difference of pa c

sizes varies across time, the customers can be expecte

act smart by sw itching their preferences for p ackage siz

different periods, withholding purchases until priceslow enough, s tockpi l ing inventory, and cont inuin

observe pr ice . Such an environment would provi


11/21

ackage sizes (stock keeping units or SKUs). This paper

evelops an SKU-level dem and mod el and u ses it to mod el

nventory costs. It further u ses the inventory mod el and th e

em and response to optimize retail prices and fits the mod el

o a d ata set from the German grocery indu stry and evaluates

he performan ce of the model. The d emand mod el consists

f two pa rts: (a) a custo mer-choice mod el that estimates the

rop ortion of customers wh o choose a particular SKU in a

eriod and (b) a stockpiling m odel of the total dem and for

he p rod uct across SKUs based on th e average p rice acrossrod ucts and customer-segment inventories across SKUs.

he data indicate that customers are smart in that they

alcula te the per-uni t pr ice of the product and adjust

o n su m p t i o n a c r o s s p a c k a g e s i z e s . D u r i n g a p r i c e

rom otion, dem and was found to increase by as mu ch as 36

mes the mean n on-promotion dem and . The d isaggregation

mod el suggests that customers d o choose the lower-priced

rod ucts. As evidenced by th e data, customer reactions to

r ice differences preven t retailers from achieving th e benefits

f price discrimina tion. This mod el can serv e as a valuable

ool to retailers by offering th em an ind icator for choosingh ether or not to u se price differentials for different prod uct

ackages during promotions.

6. Leonard , Lori N K and Cronan , Timoth y Pau l (2002), AAAAA

tudy of the Vtudy of the Vtudy of the Vtudy of the Vtudy of the Value and Impact of Electronic Commerce:alue and Impact of Electronic Commerce:alue and Impact of Electronic Commerce:alue and Impact of Electronic Commerce:alue and Impact of Electronic Commerce:

lectronic Vlectronic Vlectronic Vlectronic Vlectronic Versus Tersus Tersus Tersus Tersus Traditional Replenishments in Supplyraditional Replenishments in Supplyraditional Replenishments in Supplyraditional Replenishments in Supplyraditional Replenishments in Supply

hains,hains,hains,hains,hains, Journal of Organizational Comput ing and Electronic

Commerce, 12(4), 307-327.

he challenge of sup ply chain m anagement is to balance the

equirements of promp t customer service with man agement

osts, thus providing total coordination an d control of alluppl i e s . E lec t ron ic commerce i s a modern bus iness

nformation system m ethodology that add resses the need

o cut costs while imp roving the qu ality of goods an d serv ices

nd increasing the sp eed of service delivery to organ izations,

merchants, and consum ers. The electronic buying and selling

f goods an d services on the sup ply chain is an importan t

p plication of EC. This stud y examines th e SC metrics and

he d ifferences in the value between traditional (manual)

nd electron ic SCs to emp irically evalua te wh ether electronic

Cs are m ore effective th an n onelectronic SCs, given a set of

metr ics. Similar prod ucts from two d ifferent comp anies are

nalysed in p airs of two, one prod uct using an electronic SC

nd one p rodu ct using a nonelectronic SC. A research mod el

s presented th at incorporates the SC and IS organizational

erform ance. To d etermine the effectiveness of th e electronic

C, two customer-supp lier relationships, the d istributor-

etail outlet link an d the sup plier-man ufacturer link of the

C are examined in relation to inventory level, inventory

arrying cost, stockouts, order cycle, fill rate, price, and

vailability. The em pirical find ings ind icate that an electronic

C is more effective than a non electronic SC and imp roves

he SC replenishment process in terms of al l the seven

rod uct p airs. In term s of specific differences, EC allows for

therefore lower inventor y carry ing costs. How ever, sto

are not sign ificantly greater for EC pro du cts at the DC

therefore wh en retail outlets wish to receive p rodu c

vend or is just as likely to have th e EC produ cts as th

EC prod ucts. Also, with few er stockouts, shor ter ord er

and greater availability to the retail outlet custome

retail outlet is less likely to lose custom ers to comp e

On th e whole, the findings su ggest that EC could de

the costs and in crease the availability rate to the cust

wh ile not hav ing to d ecrease the price to the custome

27. Kann an , Vijay R an d Tan , Keah Ch oon (2002), SuSuSuSuSu

Selection and Assessment: Their Impact on BuSelection and Assessment: Their Impact on BuSelection and Assessment: Their Impact on BuSelection and Assessment: Their Impact on BuSelection and Assessment: Their Impact on Bu

Performance,Performance,Performance,Performance,Performance, The Journal of Su pply Chain M anagement

11-21.

There is a recent trend of organizations focusing o

competencies and trying to achieve comp etitive adva

by leveraging their su pp liers capabilities and techn o

A greater dependence on suppliers increases the n

effectively ma nage sup pliers. Effective su pp lier sel

innovative supp lier developmen t strategies, and m eansup plier performance assessment m echanisms are the

most importan t dimensions of sup plier managemen

stud y uses a su rvey to examine the relationships be

t h e p e r c e i v e d i m p o r t a n c e o f su p p l i e r s e l e c t i o

assessment criteria for items being used in prod uctio

bus iness pe r formance . Based on prev ious l i t e r

discussions wi th pract i t ioners , and company-sp

manuals, 30 cri teria were identified as being us

selecting suppliers. These reflect a variety of su

attributes including cost, quality, delivery perform

capability, and cu lture. For each criterion, respond entasked to evaluate its importance to their firm in su

se lec t ion , us ing a f ive -po in t sca le . Thi r t een m

commonly u sed to assess supp lier performance wer

iden t i f i ed and eva lua ted . Bus iness pe r formanc

opera t iona l i zed us ing four measures o f pe r form

reflecting financial, mar ket, and p rod uct perform anc

results demonstrate the importance of supplier sel

and assessment on a bu ying firms business performa

strategic commitment from suppliers is clearly a

determinant of business success. Besides inf lue

directly, it also ha s ind irect benefits. For examp le, it is

to add ress sup plier delivery and quality problems i

is a relationship between buyer an d sup plier. Results in

that alth ou gh soft, non-qu antifiable selection criteria

as a suppliers strategic commitment to a buyer, h

greater imp act on p erforman ce than hard , more quan t

criteria such as sup plier capability, yet they are cons

to be less important. Similarly, assessment of a sup

wi l l ingness and ab i l i ty to sha re in format ion i

considered to be relatively unimportant though it

significant im pact on th e buyin g firm s perform ance.

is thus a need for these firms to reassess their su

ma nagem ent tactics. From the m anag ers poin t of vie


12/21

anges in both how buyers are trained and in how buyer-

p plier comm un ications are condu cted.

Gu pt a, Vijay; Peters, Emm an u el; Miller, Tan a nd Blyd en,

lvin (2002), Implementing a Distribution-NetworkImplementing a Distribution-NetworkImplementing a Distribution-NetworkImplementing a Distribution-NetworkImplementing a Distribution-Network

cision-Support System at Pfizer/Wcision-Support System at Pfizer/Wcision-Support System at Pfizer/Wcision-Support System at Pfizer/Wcision-Support System at Pfizer/Warnerarnerarnerarnerarner-Lambert,-Lambert,-Lambert,-Lambert,-Lambert,

erfaces, 32(4), 28-45.

well-constructed and well-managed decision support

tem (DSS) is believed to be necessary for managing a

ge-scale d istribut ion n etw ork effectively. Warn er-Lam bertmpany (now Pfizer Inc.) developed and implemented

h a system using basic OR tools, such as optimization

d s imula t ion , coupled wi th l a rge -sca le da tabases ,

ead sheet tools, and progr amm ing tools, such as Microsoft

cel and Access. The system is d esigned to sup po rt activities

ging from long-run strategic network design to short-

day-to-day operations and customer service. This pap er

cribes th e different elemen ts of the DSS, the benefits that

enerated, and discusses its imp lementation betw een 1998

d 2000. The m ain pu rpose of Pfizer s DSS was to su pp ort

cisions regarding the US netw ork for distributing finishedod s, includ ing warehou sing, transp ortation, and delivery.

the op erational level, it develop ed a DSS that conta ined

oolkit of diagnostic mod els, analyses, and standard ized

orts. The implementation of the optimization model

ved b usiness need s outsid e the scope of DSS, one example

ng that of Adams confectionery. This paper develops a

ltiplant mod el to help the Adam s division make op timal

cisions about locating m anu factur ing technology. Besides

qu antitative benefits such as increased annu al savings,

min ation of custom er d edu ctions, etc., WLs DSS also ha d

tain qu alitative benefits. It h elped distribution m anagersun derstand the cost and service imp lications of proposed

ategic network alternatives. Fur ther, it led to op timization

d eling in other p arts of the organization, raised p eoples

areness and ability to act on supply chain issues, and

ped the logistics planners understand the operational

p lications of poten tial strategic or tactical decisions abou t

long term.

Guler, Isin; Guillen, Mau ro and Macph erson, John Mu ir

02), Global Compet i t ion , Inst i tut ions , and theGlobal Compet i t ion , Inst i tut ions , and theGlobal Compet i t ion , Inst i tut ions , and theGlobal Compet i t ion , Inst i tut ions , and theGlobal Compet i t ion , Inst i tut ions , and the

ffffffusion of Organizational Practices: The Internationalfusion of Organizational Practices: The Internationalfusion of Organizational Practices: The Internationalfusion of Organizational Practices: The Internationalfusion of Organizational Practices: The Internationalread of ISO 9000 Quality Certificates,read of ISO 9000 Quality Certificates,read of ISO 9000 Quality Certificates,read of ISO 9000 Quality Certificates,read of ISO 9000 Quality Certificates, Administrative

ence Quarterly, 47(2), 207-232.

ality certification has emerged as a key organizational

a c t i c e h e l p i n g c o m p a n i e s w o r l d w i d e e s t a b l i s h

ionalized prod uction processes. The m ost influential and

vasive qu ality p ractice in th e world is associated with

9000 family of certificates spon sored by th e Interna tional

ganization for Standardization (ISO), based in Geneva.

e g o a l o f I S O i s t o p r o m o t e t h e d e v e l o p m e n t o f

ndard ization and related activities in the wor ld w ith a

w to facilitating international exchange of goods and

vices, and to developing cooperation in th e sph eres of

Thi s paper uses the pane l da ta on ISO 9000 qua

certification in 85 countr ies betw een 1993 and 1998 to b

un derstan d the cross-national diffusion of an organizati

pr actice. Follow ing neoinstitu tional theory, the au thor s f

on th e coercive, norma tive, and m imetic effects that re

from th e exposure of firms in a given country to a p ow

source of critical resources, a common pool of rele

technical know ledge, and the experien ces of the firms loc

in other countries. The social network theory is use

develop a systematic conceptu al und erstand ing of how flocated in different coun tries influen ce each other s rat

adoption as a result of cohesive and equivalent netw

relationships. The em pirical results provide strong sup

for the coercive effects of power ful organ izations, suc

t h e s t a t e a n d t h e m u l t i n a t i o n a l s , i n d i c a t i n g

organ iza t iona l p rac t i ces d i f fuse ac ross the wor l

contingent w ays dep ending on the extent to w hich firm

each country are exposed to coercive , normat ive ,

mim etic effects. There is, howev er, no rob ust eviden c

the independent impact of knowledge-based norma

isomorphomism as measured by scientific and technpubl i ca t ions in the a reas o f ope ra t ions , eng inee r

man ufactur ing, or quality. The resu lts have imp lication

both governments and organizations. Governments

affect rates of diffusion of inno vative p ractices not on

purchasers of goods and services, but also through t

policy. In the global econom y, organ izations w ishing to a

the most inn ovative practices are suggested to look to

state, mu ltinational firms, and their foreign trade p art

and comp etitors for new mod els and op portu nities.

30. Davis, Craig (2002), Calculated Risk: A FramewCalculated Risk: A FramewCalculated Risk: A FramewCalculated Risk: A FramewCalculated Risk: A Framewfor Evaluat ing Product Deve lopment ,for Eva luat ing Product Deve lopment ,for Eva luat ing Product Deve lopment ,for Eva luat ing Product Deve lopment ,for Eva luat ing Product Deve lopment , MIT S

Management Review, 43(4), 71-77.

Trad itional finan cial mod els have limited su ccess expo

the num erous produ ct-developm ent risks that und erli

assump tions in a typical business case. Net p resent v

the most common ly used d ecision-making tool in p ro

developm ent, has been criticized for n ot pr operly accoun

for uncertainty and project flexibility. However, a ro

prod uct developm ent process can m ake the inherent

u n d e r s t an d a b l e an d t o so m e d e g r e e m e a su r a b le

controllable. Key to this effort is the stage-gate pro

deve lopment p rocesses in which ideas a re eva lu

incrementally at successive stages of substantiation.

net present value r i sk-adjusted (NPVR) framewor

believed to enhance the stage-gate decision proces

explicitly ad d ressing critical risk factors in trad itional re

on investm ent (ROI) mod els . Trad i t ional ly, pr o

development risk has resisted frequency-based meas

that rely on analysis of repetitive trials. The NPVR m

relies on using experience and judgment to subjecti

assess risk relative to one or more well-defined extr

situations, for example, guaranteed success or failur

assesses the strength of a business case in six key are


13/21

t the business case stage is subjective and numerical

st imates underlying NPV assumptions often introduce

ignificant error, the NPVR model uses a risk scoring

ocabula ry tha t i s common ac ross the four por t fo l

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7_Mgmt Res Abstracts - 2003 - Jan - Mar