管理发展的新趋势

本文介绍了管理学发展趋势的一些重要文章和摘要!

VIKALPA VOLUME 30 NO 3 JULY - SEPTEMBER 2005175

本文介绍了管理学发展趋势的一些重要文章和摘要!

Finance, Accounting, and Banking

1. Pandey, IM (2005), “Capital Structure, Profitability andMarket Structure: Evidence from Malaysia,” The Asia PacificJournal of Economics & Business, 8(2), 78-91.

Studies exploring the relationship between capital structureand market structure have in general established a linearrelationship—some reporting positive and others a negativerelationship—between the two. This study marks a departurefrom this linear theory and empirically reveals a cubic rela-tionship between capital structure and market structure whilealso establishing a saucer-shaped relationship between capitalstructure and profitability. The study uses the generalizedmethod of moments (GMM) to estimate a two-way fixed-effectsmodel. Analysis of data from 208 Malaysian companies for theperiod 1994 to 2000 support the propositions of the study. Theauthor explains the cubic relationship between capital struc-ture and market structure in terms of the complex interactionof market conditions, agency costs, and bankruptcy costs. Itis argued that initially with the gain in market dominance, afirm in an oligopolistic condition would employ higher debtto increase its production and income. At the intermediatelevel, when competition increases through price cutting,higher costs of debt squeeze the profitability of highly leveragedfirms who react by reducing debt. However, after consolidat-ing the position, firms at a higher level of market dominanceonce again leverage the use of debt to expand their production.The saucer-shaped relationship between capital structure andprofitability, on the other hand, is attributed to the interplayof agency costs, costs of external financing, and the debt taxshield. The results also find significant relationships of debtratio with other independent variables—a positive relation-ship with size and tangibility; and a negative relationship withgrowth, systematic risk, and ownership.

2. Mayes, David G (2005), “Who Pays for Bank Insolvencyin Transition and Emerging Economies?” Journal of Banking& Finance, 29(1), 161-181.

To handle the bank insolvency problem of the EuropeanEconomic Area/European Union, the author had earlierproposed a scheme that would minimize the costs to taxpayers,placing the costs of banking difficulties on those who hadvoluntarily taken the risk or were responsible for the losses.However, the conditions in transition and emerging marketsare different. This paper explores these differences and pro-poses a legal framework for a less costly and more equitableapproach to handling banks facing insolvency, studying thefeatures of emerging economies that could make the proposalsinapplicable. The proposals form part of a wider supervisoryframework for banks that include requirements for govern-ment governance structures, public disclosures, transparencyin the regulatory process, and accounting/auditing standards.It is argued that transition and emerging economies lack notjust appropriate institutional structures to apply effectivesupervisory regimes but other tools, particularly informationset. The lack of monitors in the form of rating agencies, marketanalysts, and even competitors could be a substantial limitationin many small and emerging markets. Further, while foreign-ownership of many banks reduces the chances of insolvency,in case of a problem the host country would not have muchsay in its resolution. Thus, a wider range of changes than just

176bank exit law is required if the allocation of losses is to beequitable in the event of bank insolvency for emergingeconomies, the author concludes.3. Neumeyer, Pablo A and Perri, Fabrizio (2005), “BusinessCycles in Emerging Economies: The Role of Interest Rates,”Journal of Monetary Economics, 52(2), 345-380.The frequent and large changes in real interest rates in therecent years have usually been associated with large businesscycle swings in the emerging economies. This paper system-atically documents the relation between real interest rates andbusiness cycles in emerging economies and compares it withthe observations in the developed economies. It develops amodel to help in understanding and quantifying the relation-ship between real interest rate fluctuations and the highvolatility of output in emerging economies. A statisticalanalysis of business cycles is taken up in a set of small openemerging economies—Argentina, Brazil, Korea, Mexico, andPhilippines, on the one hand, and a set of open developedeconomies—Australia, Canada, Netherlands, New Zealand,and Sweden—on the other. The interest rate is modeled in twoways: one as a process completely independent from thefundamental shocks hitting the economy and the other as aprocess that is largely induced by these shocks. It is arguedthat real interest rates are induced by fundamental shocks but,through the presence of working capital, they also amplify theeffect of fundamental shocks on business cycles, contributingto high volatility. By using this model to evaluate the impacton business cycles of real interest rate fluctuations induced byfundamentals, the authors find that eliminating default riskin emerging economies can reduce their output volatility. Aproper understanding of these mechanisms is believed to helpin designing policies or reforms towards stabilizing theemerging economies.4. Agbeyegbe, Terence D and Osakwe, Patrick N (2005), “RealExchange Rate Volatility and the Choice of Regimes inEmerging Markets,” Journal of Asian Economics, 15(6), 1005-1022.The optimal exchange rate regime is stated to depend on thenature of shocks facing an economy. According to the tradi-tional models, the comparison of exchange rate regimes isbased on the minimization of a loss function that dependsexclusively on the variance of real output. However, the recentcurrency crises in Mexico and Asia have shown that destabilizingeffects of unanticipated changes in real and nominal exchangerates could have real costs due to dollarization of liabilitiesin emerging markets and hence neglecting them would beinappropriate. This paper uses a rational expectations specu-lative attack model for evaluating the performance of aneconomy under three exchange rate regimes: a credibly fixedrate, a collapsing fixed rate, and a flexible rate regime. Forincorporating the real effects of unanticipated changes inexchange rates into standard models of exchange rate regimes,two approaches were considered. In the first approach, theeffects were introduced directly by assuming that the monetaryauthority’s loss function depended exclusively on the varianceof real output. An evaluation of the model using parametersof the South Korean economy suggested that a flexible-rateregime dominates a fixed-rate regime despite the existence ofthe phenomenon of liability dollarization. In the secondABSTRACTS

本文介绍了管理学发展趋势的一些重要文章和摘要!

approach, the real effects were incorporated indirectly byassuming that the loss function depended on the variance ofreal output as well as the variance of the real exchange rate.For the South Korean economy, simulations of this version ofthe model suggested that a flexible-rate regime dominates afixed-rate regime in an economy buffeted by monetary, realdemand, and capital flow shocks if the monetary authority putsa weight less than .05 on real exchange rate volatility in theloss function.

5. Bahmni-Oskooee, Mohsen and Goswami, Gour G (2005),“Black Market Exchange Rates and Purchasing Power Parityin Emerging Economies,” Emerging Markets Finance and Trade,41(3), 37-52.

Purchasing power parity (PPP) primarily helps in understand-ing the impact of government policies on different macroeco-nomic variables or in determining whether a currency isovervalued or undervalued. Most of the studies, however, failto find empirical support for PPP, particularly in developingcountries, as they test PPP by using official exchange rateswhich are either fixed or are subject to government interven-tion. A remedy to this problem has been recently found in theuse of black market or parallel exchange rates that are marketdetermined. This paper expands upon this research by usingmonthly data for parallel market exchange rates from eightemerging Asian economies for the period January 1958 to June,1989, to test PPP. The countries include India, Malaysia,Myanmar, Pakistan, the Philippines, Sri Lanka, Taiwan, andThailand, The main reasoning given for using parallel or blackmarket exchange rates in testing PPP is that they may serveas a proxy for floating rates in developing countries. Unlikeearlier research that investigated the stationarity of the realexchange rates or used Engle-Granger approach forcointegration, this paper employs the Johansen-Juseliuscointegration technique which allows for feedback effectsbetween the exchange rate and price levels. Because of thefeedback effect, it is argued that not only does cointegrationbetween the exchange rate and relative prices need to be tested,but that one must also establish the exogeneity of prices if therelation is to reflect the PPP formulation. Once these tworequirements are validated, one has to test also whether acointegrating vector that follows the path outlined by PPPbelongs to the cointegrating space. While the study verifiedthe cointegration condition for the eight Asian economies, itcould not find empirical support for the latter two conditions,thus rejecting PPP.

6. Patro, Dilip K and Wald, John K (2005), “Firm Characteristicsand the Impact of Emerging Market Liberalizations,” Journalof Banking & Finance, 29(7), 1671-1695.

The main issues of concern to investors and policy makers inthe emerging capital markets have been the impact of financialliberalization and foreign equity participation on the meanreturns and volatility of the firms as well as the change in thecost of capital. To provide a better understanding of the impactof liberalization on emerging stock markets, this paper testswhether the cost of capital declines and how volatility andother firm characteristics change. Periods before, during, andafter the official liberalization date are used for the sampleemerging market firms from 18 countries. Mean stock returnson a country-by-country basis for these periods are presented

VIKALPA VOLUME 30 NO 3 JULY - SEPTEMBER 2005to see whether the overall impact of liberalization is consistentwith the decrease in the cost of capital predicted by interna-tional asset pricing models. Consistent with the findings of thetheoretical models, on average, mean returns are found to behigher during liberalization, and lower subsequently. Morespecifically, the research shows that during liberalization,smaller firms, firms with higher book-to-market values, firmswith lower local betas, and firms with lower foreign exchangeexposure have higher returns. After liberalization, smallerfirms, firms with lower market betas, and firms with higherforeign exchange exposure appear to have higher returns.Thus, in general, liberalizations are believed to benefit emerg-ing markets as they lower firms’ costs of capital by increasingglobal risk sharing. There is, however, a wide disparity in thebenefits of liberalization across countries.Marketing Management7. Jain, Sanjay K and Kaur, Gurmeet (2005), “Green Marketing:Genesis, Nature and its Emerging Role in India,” GGU Journalof Business, 1(1), 131-152.In response to the increasing pressures from green lobbyistsand environmental regulations, on the one hand, and themarket opportunity created by the growing demand for greenproducts from the consumers, on the other, the business firmshave started resorting to green marketing practices. This paperdiscusses the genesis and concept of green marketing andexamines the rationale and process underlying its strategicadoption by business firms and other organizations. Thephenomenon of growing environmental consciousness ofIndian consumers, its manifestation in green consumerism,and their managerial implications are also discussed in thespecific context of India. Based on the concern for ecology andinvolvement with ecologically-friendly activities, businessfirms are broadly classified as genuinely green firms, greenposturing firms, and non-green firms. It is argued thatadoption of a strategic green marketing orientation enables afirm to improve the chances of differentiation of its productsin an environmentally-oriented ways to command brandloyalty. It could also help in capturing the governments andcorporations with green procurement and purchasing pro-grammes in the emerging markets. A cross-sectional analysisin the context of India reveals differences in greenness amongdifferent socio-demographic groups. The government andnon-governmental organizations are therefore suggested touse a differentiated rather than a standardized green market-ing approach for an efficient impact on the selected greensegments.8. Cheng, Julian Ming-Sung; Blankson, Charles; Wu, Paul CSand Chen, Somy SM (2005), “A Stage Model of InternationalBrand Development: The Perspectives of Manufacturersfrom Two Newly Industrialized Economies—South Koreaand Taiwan,” Industrial Marketing Management, 34(5), 504-514.In the context of globalization, firms have felt the need todevelop their brands on a global scale to gain a competitiveedge. An understanding about the key stages of internationalbrand development is believed to help in formulating informeddecisions and take better judgments for handling futurechallenges. This paper therefore proposes a Stage Model onthe basis of interviews with eight manufacturers including177

本文介绍了管理学发展趋势的一些重要文章和摘要!

Samsung, LG, Daewoo Motors, Hyundai, Kia Motors, andHynix Semiconductor from South Korea and Giant Manufac-turing and Trend Micro from Taiwan. A review of theinternational branding literature and the two models, the SmallBusiness Growth Stage Model and the InternationalizationProcess Model provides the basis for the conceptualization ofthe Stage Model. The model highlights four successive andprogressive stages underpinning international brand develop-ment: pre-international, lead market carrying capacity, inter-national branding and market succession, and local climax.Thus, the firms begin with the development of a strong marketat home, then utilize their competitive edge in overseasmarkets, develop international brands for three global leadmarkets (US, Japan, and EU), and finally turns their focus tobrand development in the Third World. It is, however, notnecessary that all firms would proceed through all these stages,the authors clarify.

9. Felix, Reto and Hinck, Wolfgang (2005), “Market Orienta-tion of Mexican Companies,” Journal of International Marketing,13(1), 111-127.

Mexico, one of the first Latin American countries to becomea free-market economy, strengthened its market-driven ap-proach through various agreements such as NAFTA, EU-Mexico Free Trade Agreement, and finally by the election ofthe former Coca-Cola chief as the President of Mexico. Thispaper addresses the questions of what constitutes the marketorientation of Mexican firms and of how Mexican companiesare market oriented along the main dimensions of the marketorientation construct. Market orientation was measured on a32-item scale for medium-sized and large producers of con-sumer products in the northern region of Mexico. The focuswas on investigating the specific customer orientation andcompetitor orientation of these firms to see if company sizeand the type of product had an influence on the outcome forthe two constructs. For a better understanding of marketorientation of the 51 selected Mexican companies, a two-dimensional matrix was considered. Most Mexican managersperceived their companies as strategically integrated and wereless competitor-oriented than customer-oriented, independentof company size. The assignment of a marketing budget andthe use of a defined marketing plan are still not common,particularly among the medium-sized Mexican companies.However, overall companies seemed to be relatively optimisticabout their level of market orientation.

10. Sohail, M Sadiq (2005), “Malaysian Consumers’ Evalua-tion of Products Made in Germany: The Country-of-OriginEffect,” Asia Pacific Journal of Marketing and Logistics, 17(1), 89-105.

Developing country consumers have a whole lot of optionswhile choosing products, country-of-origin effect being nor-mally used as an attribute to evaluate products. Given theincreasing volume of trade between Malaysia and Germany,this paper examines the country-of-origin effect of consumergoods from Germany on Malaysian consumers’ perception.The survey instrument used for the purpose of the study wasadapted from an earlier study on Asia Pacific countries andsuitably modified for the multi-ethnic society of Malaysia. Itfocused on the sources of information, the process used byMalaysian consumers for evaluating different product dimen-

178sions originating from Germany, their product preferences,and demographic profile. In terms of overall ranking, thesources of information in order of popularity was newspapersand magazines, then television, radio, friends’ opinion, expe-riential knowledge, and lastly sales representatives. In termsof overall ranking of the product dimension, quality ofproducts was ranked number one, followed by branding ofproducts, style, design packaging, price and support services.Evaluation of different product categories found automobilesas the most highly rated category, followed by consumerelectronics, electrical appliances, and household durables. Themanagerial implications of these findings are discussed andcertain areas suggested for further analysis.11. Amine, Lyn S; Chao, Mike CH and Arnold, Mark J (2005),“Exploring the Practical Effects of Country of Origin, Ani-mosity, and Price-Quality Issues: Two Case Studies ofTaiwan and Acer in China,” Journal of International Markets,13(2), 114-150.Animosity, a new construct in marketing, is the result ofantipathy related to previous or ongoing military, political, oreconomic events. Although consumer animosity accumulatesas a core of negative feelings in a buyer’s mind, it can bemitigated and negative home country of origin (COO) effectstransformed on the sales of their products in internationalmarkets by making use of appropriate competitive marketingstrategies. This paper explores the real-life impact of COO andanimosity constructs by using empirical evidence from twocase studies: one is Taiwan’s country image campaign and thesecond Taiwanese company, Acer’s entry into global markets.Taiwan’s country image advertising campaign demonstratesin practical terms how a country’s image can be successfullytransformed from negative to strongly positive through clearcommunication objectives, the use of specific goals for attitudechange, and consistent effort over many years. In the case ofAcer, the study finds that negative COO effects and animosityhave seriously hampered the company’s globalization effortsand are currently complicating its market entry in China.Future effects of COO and animosity are contingent on at leasttwo environmental factors: political relations between Chinaand Taiwan and the speed with which local and foreign com-petitors in the Chinese market are able to offer viable alterna-tives to Acer’s brand name and price-quality promise.12. Marcus and Hurt, Stephanie (2005), “Transfer of Mana-gerial Practices by French Food Retailers to Operations inPoland,” Academy of Management Executive, 19(2), 36-49.Business leaders initially considered “as-is” transfer of West-ern, globally accepted, and time-tested management practicesto the post-socialist economies as the best option. The country-specific diversities were, however, gradually realized posinggreat challenges for the retailers at all levels. This studyexamines the French food retailing chains operations in Polandover a period of ten years to assess their ability to transfer theirmanagerial practices and work routines to Polish store man-agement and floor personnel. The study identifies three phasesthat the French food retailers went through in penetrating thePolish market and learning to transfer their supervisory andmanagerial practices to the Polish recruits for manning the newhypermarkets. In Phase I, these retailers attempted at conver-gence through integration and frontal confrontation of models.ABSTRACTS

本文介绍了管理学发展趋势的一些重要文章和摘要!

They imposed the home office practices without adapting tothe different attitudes of the Polish employees. In the secondphase, which was characterized by divergence through dif-ferentiation, these retailers overcame the period of confron-tation and created a shared common space for learning withtheir employees. By diverging from the home office methods,they succeeded in training their Polish employees to run thefirst hypermarkets. In the current third phase, the managerialmodel is reaffirmed as the retailers reintegrate differentiatedlocal practices into a converged and global HRM policy. Thus,the study clearly suggests that the Polish model itself was notsuitable and that an ethnocentric homogenization character-istic of a globalization strategy is the only viable approach tothe transfer of managerial practices.

Organizational Behaviour

13. Tsoukas, Haridimos and Papoulias, Demetrios B (2005),“Managing Third-order Change: The Case of the PublicPower Corporation in Greece,” Long Range Planning, 38(1), 79-95.

Third-order change involves the transformation of the veryidentity of the organization—the form of ownership and theconstitutive rules that have historically defined it as anorganization. Thus, while transforming itself, the organizationalso impacts the broader institutional-cultural environment.Such a change is typical of the emerging and state-dominatedeconomies pursuing the path of economic liberalization. Thispaper discusses the challenges of managing third-order changefocusing on the Greek state-owned electricity utility, ThePublic Power Corporation (PPC). Having been protected fromboth competition and economic discipline, and having been,in effect, the ‘long arm of government’ in the energy sector,by 2000, the PPC had become increasingly introvert, lackingin transparency, accountability, meritocracy, and businessorientation. The explicit purpose of change in PPC since 2000has been to transform it into a ‘conventional firm.’ What wasbelieved to be most important was to overcome the self-referentiality, typical of the state-political firms. Four elementswere considered necessary for effecting real change: an exter-nal trigger for change; a way to turn the company into an opensystem; a mechanism to impose economic discipline; and acoherent management team to tackle both the technical com-plexities of the change process and the political problemscreated at the time of transformational change. If thesemechanisms are aligned and used consistently, they wouldhelp generate a new discursive template which, in turn, wouldgive momentum to the change process, the authors hope.

14. May, Ruth C; Puffer, Sheila M and McCarthy, Daniel J(2005), “Transferring Management Knowledge to Russia: ACulturally-based Approach,” Academy of Management Execu-tive, 19(2), 24-35.

During the Soviet era, domestic management training pro-grammes typically emphasized knowledge of rules and pro-cedures and discouraged creativity, innovation, and initiative.In the transitional phase beginning in 1990s, amidst tumul-tuous change, uncertainty, and confusion, several market-oriented management training programmes were developedin Russia, mostly with Western output. Based on experiencesfrom a decade of management training programmes con-

VIKALPA VOLUME 30 NO 3 JULY - SEPTEMBER 2005ducted by the Rayter Group, a US-Russian cross-culturalorganization, this paper offers a culturally-based approach totransferring management knowledge in Russia. According tothis approach, barriers of knowledge transfer can be attributedmainly to specific aspects of Russian culture, values, attitudes,and behaviours that affect managerial practices. The lessonslearned from this group’s experiences are presented as a four-step process of accepting, understanding, communicating, andimplementing information. Trainers, as transferors of knowl-edge, must in turn design programmes to lead managersthrough the process in a way that accounts for the inherentconflicts in their values. The process of knowledge transferincluded checking the DNA (denial, naivete, and acceptance)of the managers, appreciating the mindset, get them talking—up, down, and across, and finally developing techniques thatfacilitate implementation of newly acquired knowledge. Thetrainers realized that an effective transfer of managementknowledge in transitional economies like Russia requiredgoing back to the basics of Western managerial practices, andemphasizing explicit mental frameworks in their programmes,the authors conclude.15. Hutchings, Kate (2005), “Examining the Impacts of Insti-tutional Change on Knowledge Sharing and ManagementLearning in the People’s Republic of China,” ThunderbirdInternational Business Review, 47(4), 447-468.With the increasing internationalization of markets and busi-ness, determining the impact of national institutions and theirresponses to international institutional development on shar-ing of knowledge and intra-organizational learning has as-sumed more importance. It is particularly important in thecontext of a transitional economy, such as the People’s Republicof China (PRC), which has a history of lack of initiatives forknowledge sharing and learning, especially within the existingstate-owned enterprises (SOEs). This article examines theextent to which the PRC’s experience of institution buildinghas affected management learning from the perspective ofinternational organizations. PRC, which has undergone rapiddeconstruction from a model of production-oriented SOEs toan influx of foreign direct investors, had to revise the man-agement practices and the legal and financial systems to ensureinternational compliance. However, its institutional develop-ment has been stifled by poor communication, indifferenttechnology, lack of skilled managers and workers. Now thatthe PRC is transitioning from a predominantly relationship-based transaction structure to a rule-based structure, Westernpractices and standards of accounting, production, and man-agement are being imported. However, for knowledge sharingand management learning to occur, it is necessary that theinternational managers recognize the long-term nature of thePRC’s networking and work towards creating a climate of trustso that the Chinese employees accept the concept that sharingis learning.16. Spreitzer, Gretchen M; Perttula, Kimberly Hopkins and Xin,Katherine (2005), “Traditionality Matters: An Examination ofthe Effectiveness of Transformational Leadership in theUnited States and Taiwan,” Journal of Organizational Behavior,26(3), 205-227.Transformational leaders articulate a vision of the future of theorganization, provide a model consistent with that vision, and179

本文介绍了管理学发展趋势的一些重要文章和摘要!

mobilize follower commitment to achieve results beyond whatwould normally be expected. While some researchers havesuggested a universal position regarding the cross-culturaltransferability of transformational leadership, the culture-spe-cific perspective suggests that these leadership theories devel-oped in North American culture may not be generalizable indifferent cultural orientations. The authors adopt a morenuanced understanding regarding the generalizability of lead-ership and argue that while the behaviours embodying trans-formational leadership are meaningful across Eastern andWestern cultures, their enactment could be different. Thispaper empirically examines this concept of variform functionaluniversality in relational to transformational leadership onleaders from Asia and North America. It draws upon an earlierconceptualization that had identified six behaviourally-ori-ented dimensions of transformational leadership: articulatinga vision, providing an appropriate model, fostering the accept-ance of group goals, setting high performance expectations,providing individualized support, and offering intellectualstimulation. The results suggest that those with more tradi-tional cultural values see a weaker link between transforma-tional leadership and leadership effectiveness compared tothose with less traditional cultural values.

17. Lee, Don Y and Dawes, Philip L (2005), “Guanxi, Trust,and Long-term Orientation in Chinese Business Markets,”Journal of International Marketing, 13(2), 28-56.

Personal relationships have been found to shape economicoutcomes in inter-organizational exchange in a variety ofcontexts. This paper studies the characteristics of interpersonalrelationships (guanxi) in Chinese culture with the focus on thebuying firm’s level of trust in a supplier’s salesperson. Itconceptualizes a framework proposing that trust in the sales-person is affected by three categories of antecedents: charac-teristics of the interpersonal relationships between a supplier’ssalesperson and a buying firm’s boundary personnel, charac-teristics of interactions between these two parties, and char-acteristics of the salesperson. It is argued that a firm’s trustin the supplier’s salesperson leads to both trust in the supplierand the buying firm’s long-term orientation toward thesupplier, which is also considered a consequence of trust inthe supplier. The findings show guanxi as a latent or second-order factor that is behind three subfactors: affect, face pre-serving, and reciprocal favour. Contrary to Western relation-ships, the instrumental and expressive components of guanxiare found to mingle together and act in totality. Althoughreciprocal favour is a norm in Chinese culture, in buyer-sellerrelationships, salespeople are suggested to avoid extendingpersonal favours to buying personnel. Too much social inter-action is stated to induce suspicion among the buyers aboutthe salesperson’s motives and thus harm trust in the salesper-son, the authors clarify.

18. Chen, Guoquan; Liu, Chunhong and Tjosvold, Dean (2005),“Conflict Management for Effective Top Management Teamsand Innovation in China,” Journal of Management Studies, 42(2),277-300.

While suggesting the potential of diversity and conflict forteam effectiveness, organizational behaviour researchers havepointed out that it is not simply the presence of conflict, buthow it is approached and managed that greatly affects whether

180the conflict is constructive or destructive. This study proposesthat top management teams relying upon cooperative ap-proaches to conflict management develop productive conflictsthat result in top management team effectiveness and, in turn,promote organizational innovation. Three major approachesto managing conflict are identified: cooperative, competitive,and avoiding. A questionnaire survey was conducted on theChinese of CEOs and executives involved in teams to directlytest the assumption that teams relying on cooperative conflictexperience their conflicts as more productive, whereas com-petitive conflict and avoiding conflict undercut top manage-ment teams by reducing productive conflict. The Chinesepeople have been theorized to value conflict negatively andto consider avoiding conflict as culturally appropriate. Resultssupport the value of conflict management for top managementteams in China and their ability to lead their organizations toinnovate. Contrary to the belief, avoiding conflict was notfound to be prevalent or useful in the Chinese tams in thesample. Top management teams that manage their conflictscooperatively would be in a good position to promote organi-zational innovation in China and perhaps in other societiesas well, the authors conclude.Human Resource Management19. Chow, Irene Hau-Siu (2005), “High-Performance WorkSystems in Asian Companies,” Thinderbird International Busi-ness Review, 47(5), 575-599.Global competition and business environmental changes haveoffered management the opportunity to adopt new HRMsystems. High-performance work system (HPWS) is an organi-zational architecture that brings together work, people, tech-nology, and information in a manner as to optimize thecongruence among them. The basic theme of HPWS is thathigh-involvement or participatory systems contribute to aknowledgeable, highly-skilled, motivated, and loyal workforce.Creating such a working environment that supports internaland external needs and expectations leads to higher firmperformance thus giving it a competitive advantage. As mostof these results have been found in the context of the Westerncountries, this comparative, cross-national study explores theimpact of HPWSs on firm performance in three culturallydifferent economies of Hong Kong, South Korea, and Malaysia.Since Asian organizations in general use a paternalistic ap-proach to manage their employees, there is a concern whethera high-involvement, more participatory system would succeedin the Asian context. The results of the analysis, thoughpositive, are not very strong or clear. While a significantrelationship was observed between HR practices and profit-ability, the effect of HPWSs on the other two outcome measure,namely performance up to top management expectation andthe organization’s market share compared to previous year,were not significant. The relationship between HR practicesand their effectiveness depends upon the degree of fit withthe institutional environment, the authors add.20. Ahlstrom, David; Foley, Sharon; Young, Michael N andChan, Eunice S (2005), “Human Resource Strategies in Post-WTO China,” Thunderbird International Business Review, 47(3),263-285.China’s entry into the World Trade Organization (WTO) hasABSTRACTS

本文介绍了管理学发展趋势的一些重要文章和摘要!

posed fresh challenges to the firms already facing problemsemerging from the country’s increasingly rapid economictransition, particularly in the area of creating effective HRMsystems. In fact, WTO entry is requiring additional reform inChina, including the establishment of a modern enterprisesystem and commercial law. This has sped up the dismantlingof the traditional personnel management system, causing itto be steadily replaced by an employment contract systembacked by a new commercial code and regulatory regime andadditional enforcement. In this backdrop, this paper proposesa framework for developing successful HRM in China. UsingUlrich’s framework as a point of reference, interviews wereconducted with 16 senior managers, management consultants,and private equity specialists working with foreign companiesin China to determine their HRM practices around thedeliverables of effective HRM such as administrative effi-ciency, employee contribution, strategy execution, and capac-ity for change. The findings suggest that HR practices shouldbe modified to fit China’s unique cultural and institutionalcontext. The Chinese environment requires innovative andsometimes counterintuitive approaches also because of differ-ences from the West in stages of development and a lack ofsupporting commercial institutions, the authors conclude.

21. Cho, DaeYeon and Kwon, Dae-Bong (2005), “Self-DirectedLearning Readiness as an Antecedent of OrganizationalCommitment: A Korean Study,” International Journal of Train-ing and Development, 9(2), 140-152.

Self-directed learning (SDL) is increasingly being consideredas an essential function of human resource developmentparticularly for its advantages of increased flexibility in thedelivery of training programmes and reducing training costs.This study explains and predicts the impact of employees’readiness for SDL on organizational commitment. More spe-cifically, it explores whether employees who possess a higherlevel of readiness for SDL have significantly greater organi-zational commitment in the context of Korean companies. Datawas collected from four large and five middle-size companiesto reflect a wide range of individual demographic variables,including length of service in the workplace, job position level,gender age, and educational level. Pearson’s correlation co-efficients were calculated between SDL readiness and threedomains of organizational commitment: affective, continu-ance, and normative. SDL readiness emerged as a meaningfulvariable in terms of predicting both affective and continuancecommitment. While SDL readiness was negatively related tocontinuance and normative commitment, it was moderately,positively correlated to affective commitment. Although thestudy does not observe self-directed learners engaged in actualSDL practice, yet the results support a relationship betweenemployees’ learning experience and their organizational com-mitment. Thus, the employees possessing skills and knowl-edge to be self-directed in their learning would like to stayat organizations not because they had to and needed to do so,but because they wanted to do so.

22. Muhamad, Mazanah and Idris, Khairuddin (2005),“Workplace Learning in Malaysia: The Learner’s Perspec-tive,” International Journal of Training and Development, 9(1), 62-78.

Human resource development has been identified as the

VIKALPA VOLUME 30 NO 3 JULY - SEPTEMBER 2005primary thrust area in Malaysia’s development efforts. And,promotion of workplace learning is one of the major strategiesadopted by the government as a part of its broader HRDagenda. This paper presents the findings of a nationwidesurvey carried out to study the learning practices in Malaysiafrom the learners’ perspective in various spheres: workplace,institutions of higher learning, community, and informal self-directed learning efforts. The study reveals that the majorityof the Malaysian employers provided and supported workplacelearning, which was mostly formal, structured, and short term,and was carried out within the environment of the organiza-tion. From the learner’s perspective, learning is contextual,promoted by the political-economic agenda of a nation aspir-ing towards fully developed status. The major motivation forthe learners included acquisition of knowledge, meetingworkplace requirements, personal goals and requirements,and social welfare. Factors such as learners’ socio-cultural,economic, and psychological status, and employers’ role andsupport, influence such learning. Conventional—didactic andinstructor-led— strategies are widely used. Learning provi-sion, programme features, and learning motives and impactsuggest that formal workplace learning in Malaysia is in linewith the political-economic thrust, specifically the humanresource development agenda of the government.23. Samstad, James G and Pipkin, Seth (2005), “Bringing theFirm Back In: Local Decision Making and Human CapitalDevelopment in Mexico’s Maquiladora Sector,” World De-velopment, 33(5), 805-822.Maquiladora—Mexico’s Border Industrialization Programme—has been characterized by low wages, substandard workingconditions, weak or nonexistent unionization, and poor en-vironmental standards. This raises the question of whether theexport manufacturing and assembly sector has positive con-sequences for an equitable and sustainable development. Thispaper goes beyond this to examine how and under whatconditions it can better meet the goals of equitable growth. Itfocuses on human capital development as an importantcomponent of equitable growth and points towards theinadequacy of the models considering only the market factors.The study draws on the review of other studies over the pasttwo decades and the case study conducted by the authors toexamine the causes of turnover in a large-sized medical partscontractor and develop a “management-centered” model ofhuman capital development. The new model is based on thepremise that the ideology and disposition of local managementis the gate through which all other influences flow. Threesectors—apparel, electronics, and automobile—were exam-ined to reveal tremendous variations in skilling from plant toplant. The management-centered model for how workersimprove their skills helps to illuminate the need for a widevariety of social actors to push for the adoption of productivepractices that would facilitate the development of the humancapital base of Mexico and other emerging countries.24. Busine, Mark and Watt, Bruce (2005), “Succession Man-agement: Trends and Current Practice,” Asia Pacific Journalof Human Resources, 43(2), 225-237.Increasingly tight labour markets in today’s complex businessenvironment make succession management a business impera-tive encouraging organizations to identify and prepare the next181

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generation of leaders. Most organizations, however, acknow-ledge that existing efforts are less than effective. This paperdraws on existing research and experience to explore existingpractices and trends and provide a platform for the implemen-tation of more effective initiatives moving forward. A recentinternational survey of leaders and employees from 14 coun-tries revealed a transition of succession practices from a humanresource driven process by human resource professionals toa business critical process driven by boards, CEOs, and seniorexecutives. A survey comparing the succession managementpractices of Australian HR professionals with that of overseasorganizations including Singapore, Malaysia, and Hong Kongindicated that despite the growing importance, most of theAustralian organizations did not have a succession manage-ment system in place. Approaches to succession managementcan range from processes aimed solely at CEO replacementto broader all encompassing leadership development pro-grammes. At their core is the use of talent pools and accel-eration pools. The authors discuss the role of the practicalcomponents of succession including communication, emp-loyee retention, and senior management involvement andsuggest several measures for measuring the impact of succes-sion management activities.

Operations Management

25. Yeung, Godfrey and Mok, Vincent (2005), “What are theImpacts of Implementing ISOs on the Competitiveness ofManufacturing Industry in China?” Journal of World Business,40(2), 139-157.

In an increasingly globalized economy, standards of qualityassurance, environmental impact, and labour conditions as-sociated with production processes become necessary fororganizations. This paper investigates the impacts of imple-menting ISOs on the competitiveness of manufacturing firmsin China. The adoption of ISOs can be generally divided intothree inter-related processes—preparation (P), implementa-tion (I), and evaluation (E). The ‘PIE’ analytical framework isproposed to provide a systematic approach to disentanglingthe effects of ISOs adoption at the firm level. The impact ofISOs on competitiveness of firms is shown to have differentimpact at different stages of adoption. For instance, during thepreparation period, the decision to adopt ISOs is mainly drivenby market demand and/or by the decisions of establishedcompetitors. Once the decision for adoption was taken, thefirms experience a reduction in competitiveness in the shortterm, largely due to a lack of preparation before implemen-tation, but an enhancement in the long term. Finally, auditswhich are a vital part of the evaluation process and an effectiveway of achieving the ISOs’ goal of continual improvement,involve a very high transaction cost. To lower the transactioncosts, the Chinese firms generally employed two strategies—‘tailoring for the external audit’ and ‘second best’ practices.The managers are advised to adopt the ISOs wholeheartedly,fulfilling the principle of continual improvement if they intendto reap the benefits of ISOs that are fully integrated into thesystem.

26. Lorentzen, Jochen (2005), “The Absorptive Capacities ofSouth African Automotive Component Suppliers,” WorldDevelopment, 33(7), 1153-1182.

Strategically, firms with highly developed absorptive capaci-

182ties are expected to appreciate emerging technological oppor-tunities. For each individual firm, it is therefore consideredimportant to achieve a balance between its potential absorptivecapacity derived from knowledge acquisition and assimila-tion, on the one hand, and its realized capacity resulting fromknowledge transformation and exploitation on the other. Thispaper analyses the absorptive capacities of automotive sup-pliers in South Africa to identify the factors influencinginnovative activities in an advanced developing country.Advanced technical skills (ATS), R&D investments, and theavailability of external technology and the control over it aresuggested in literature as factors affecting absorptive capaci-ties. To verify these findings, twenty-five sample firms werecategorized into four groups, namely, innovators, followers,mandate executers, and cliff hangers. The two groups with thehigher absorptive capacities on average invested in R&D andmaintained or increased their stock of ATS. By contrast, thetwo groups with a lower absorptive capacity possessed onlyminimal and in part diminishing stocks of ATS and did notspend on R&D. Only innovators and followers were found tohave technical agreements. The findings suggest that thereason for the differential performance lies in the strategic useof advanced technical skills and the kind of learning aboutfrontier technology engendered by R&D.27. Xue, Yajiong; Liang, Huigang; Boulton, William R andSnyder, Charles A (2005), “ERP Implementation Failures inChina: Case Studies with Implications for ERP Vendors,”International Journal of Production Economics, 97(3), 279-295.Through cross-functional integration, ERP (enterprise re-source planning) systems help businesses improve their pro-ductivity and customer service while lowering costs andinventory. China has witnesses a dramatic increase in ERPadoption and diffusion, most of the ERP systems beingdesigned by Western IT professionals and reflecting funda-mental misalignments due to cultural differences. Thus, for-eign ERP vendors such as SAP and Oracle failed to take controlof the Chinese market and the domestic ERP firms haveemerged as dominant players. This paper takes an ensembleview of technology to conceptualize ERP systems as beingembedded in complex social contexts that heavily influenceERP implementation and use. For this, it analyses the differingevolution paths of ERP in the Western world and in Chinain a historical perspective. China’s domestic ERP evolutionwent through three stages: accounting, software, and ERP. Thefirst two stages were implemented in response to the govern-ment’s advocacy while Internet-based ERP systems took overin the reform era after managers were given more autonomy.An analysis of five ERP implementation failure cases helpedin identifying the technical, cultural, and environmentalobstacles for foreign ERP system providers in China. Theseforeign companies are suggested to learn how to establishlegitimacy in China’s transition economy by carefully takingthe characteristics of the Chinese settings into account.28. Despotis, DK (2005), “Measuring Human Developmentvia Data Envelopment Analysis: The Case of Asia and thePacific,” Omega, 33(5), 385-390.The human development index (HDI) introduced by theUNDP, is a composite index calculated on the basis of threesocioeconomic indicators that reflect three major dimensionsof human development: longevity, educational attainment,ABSTRACTS

本文介绍了管理学发展趋势的一些重要文章和摘要!

and standard of living. This paper reconsiders the assessmentof the HDI in the light of the data envelopment analysis. Thenew approach is applied to the measurement of humandevelopment in the region of Asia and the Pacific. Instead ofa simple rank of the countries according to the HDI, humandevelopment is benchmarked on the basis of empirical obser-vations of best practice countries in the region. A DEA-likeindex-maximizing model is developed to assess the relativeperformance of the countries in terms of human development.The formulation is then extended with a post-DEA model toderive global estimates of a new development index, compa-rable with the HDI, by using optimal common weights for thesocio-economic indicators. Unlike the HDI, where income isdiscounted to reflect only the “basic commodities” dimension,this study uses the real GDP per capita in an input-outputparadigm in the assessment of human development. In a DEAcontext, the relative efficiency of the countries is estimated inconverting income to knowledge and life opportunities.

29. Wong, Alfred; Tjosvold, Dean and Zhang, Pengzhu (2005),“Supply Chain Relationships for Customer Satisfaction inChina: Interdependence and Cooperative Goals,” Asia PacificJournal of Management, 22(2), 179-199.

Organizations across the world under pressure to satisfy theircustomers have found a solution in the supply chain relation-ships. It is believed that by working with their suppliers anddistributors, organizations can gain additional technologicaland market insight which they can effective engage in continu-ous improvement to make the products viable in the market-place. This study develops a model based on Deutsch’s theoryof cooperation and competition to clarify the supply chainrelationships and interactions contributing to customer satis-faction. The basic premise of the theory is that the way goalsare structured determines how people interact and the inter-action pattern determines the outcome of the situation. Thus,while with cooperatively related goals, people can realisticallyexpect each other to succeed, competitively related goals makethem suspicious of each other and reluctant to share informa-tion, ideas or rewards. The model linking mutual dependence,goals, relationships, and customer satisfaction is tested for boththe company-supplier relationship and company-distributorrelationship in the context of supply chain of companies inChina. The results of the study suggest cooperative goals as animportant basis for developing effective supply chain partner-ships, clarifying that perceived interdependence may not30. Kumar, Rajesh; Rangan, U Srinivasa and Rufin, Carlos(2005), “Negotiating Complexity and Legitimacy in Inde-pendent Power Project Development,” Journal of World Busi-ness, 40(3), 302-320.

The need to cope with the accelerated growth rate of electricitydemand and the recognition of internal capital constraints ledmany emerging countries to attract new investment fromprivate sector developers for building independent powerprojects (IPPs). However, to ensure the successful completionof the power project, the developer has to conduct multiplesets of negotiations with multiple parties over a period of timewhose incongruent interests could make it considerably com-plex. This paper analyses the origins and consequences ofcomplexity in power project development and examines the

VIKALPA VOLUME 30 NO 3 JULY - SEPTEMBER 2005implications for managing risks and relationships duringproject initiation, implementation, and monitoring. Drawingfrom the comparison of Cogentrix’s saga in India and that ofInterGen in Mexico, the authors argue that the most effectivestrategy for dealing with complexity is one that seeks tocombine formal contracting with the building of trust withother stakeholders. The exclusive reliance on contracts toprotect against all contingencies impedes the development oftrust and is ultimately self-defeating. Similarly, reliance ontrust alone in the face of multiple transactions would not bedesirable. Achieving a combination of formal and informalmeans requires taking certain actions different stages of aproject. Institutionalizing and harnessing that capability effec-tively would make project development a source of competi-tive advantage, the authors rmation Systems Management31. Kumar, Sameer; Jamieson, Jacky and Sweetman, Mathew(2005), “Software Industry in the Fastest Emerging Market:Challenges and Opportunities,” International Journal of Tech-nology Management, 29(3,4), 231-259.An emerging country, especially one as fast-paced as China,is inherently fraught with uncertainties and risks and arelatively young technology sector. With an emphasis placedon supporting the “pillar industries” as a result of the politicaland economic reforms, the software and technology environ-ment in China has changed significantly. This paper examinesthe various challenges that the process of transition poses inan emerging market for the development of software industryin China and discusses how to gear their operations to tacklethem. It shows how a knowledge-intensive sector like thesoftware industry in China is enabling changes in regional andnational levels to impact the global economy. Competitivestrategies of a number of domestic and international compa-nies involved in sharing and expanding the IT market in Chinaare also discussed. For instance, one of the global players,Microsoft invested in developing its own user-interface tech-nologies, next-generation multimedia, and Chinese PC tech-nologies, building a network to connect the major Asiancountries, and starting a joint venture in China. The analysisalso delves into how knowledge-intensive sector like thesoftware industry is enabling changes in regional and nationallevels of the Chinese economy and thus impacting the globaleconomy. The software industry can be seen as representinga new business model featuring flatter organizations, indi-vidual incentives, competition, and export orientation, theauthors add.32. Molla, Alemayehu and Licker, Paul S (2005), “eCommerceAdoption in Developing Countries: A Model and Instru-ment,” Information & Management, 42(6), 877-899.Studies have identified certain environmental and organiza-tional e-readiness impediments that discouraged e-commerceadoption in the developing countries. This paper proposes amodel of e-commerce adoption with the sufficiently validatedmeasures to show the utility of the model. The existing modelsof adoption mostly emphasize the relevance of technological,financial, and, legal infrastructure constraints while for devel-oping countries with a highly centralized structure, what is183

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required for successful adoption of e-commerce is the percep-tion of managers about their organizations, innovation, andtheir environment. The proposed model—PERM (perceived e-readiness model)—had two research constructs: perceivedorganizational e-readiness (POER) and perceived external e-readiness (PEER). The underlying theoretical perspectiveshelped in identifying the relevant e-commerce, managerial,organizational, and contextual factors that could explain e-commerce adoption and subsequent development. It is arguedthat organizational factors especially the human, business andtechnological resources, and awareness are more influentialthan environmental factors in the initial adoption of e-commerce. As organizations adopt e-commerce practices, theadvantages from resources become less important and envi-ronmental factors, together with commitment and the govern-ance model installed by the organization affect e-commerceinstitutionalization.

33. Elbeltagi, Ibrahim; McBride, Neil and Hardaker, Glenn(2005), “Evaluating the Factors Affecting DSS Usage bySenior Managers in Local Authorities in Egypt,” Journal ofGlobal Information Management, 13(2), 42-65.

Usage of IT is constrained not only by resources but also bylocal politics and culture. Efforts have earlier been made toapply the technology acceptance model (TAM) for determiningthe extent the adoption of an information system in terms ofthe perception of the ease of use (PEU) and perceived useful-ness (PU) of IT. This study applies TAM to a homogenouspopulation of professionals in Egypt, addressing the actual useof, a decision support system, developed by the centralgovernment in Egypt and distributed to local governmentcentres. It identifies and models the antecedents influencingPEU and PU which in turn would be useful in identifyingsuitable strategies for encouraging information system adop-tion and effective usage. Systems usage was derived from self-reported estimates of percentage use of the DSS in strategicdecisions, level or depth of use, and frequency of use. Thesystems developed centrally covered various sectors of theEgyptian economy including population, health, and housing.Results indicate a higher relative importance of PEU than PUsuggesting that the usability of DSS could have a significanteffect on its use for decision making in local authorities indeveloping countries. Analysis of the antecedents suggeststhat PEU is greatly influenced by the effect of eternal support,and cultural characteristics including top management sup-port, organizational characteristics, and internal support char-acteristics. In contrast, environmental and task characteristicsnegatively affect DSS usage, the authors observe.

34. Lin, WT; Hung, YH; Huang, CT and Wu, CC (2005), “APerformance Evaluation of the After-Sales Service Informa-tion Systems Provided by the Taiwanese Machine ToolIndustry,” International Journal of Management, 22(1), 112-126.

As machine tool products are marketed globally and thestructure of current after-sales service is incomplete, existingservice systems do not always meet customer requirements.It is therefore important that the web-based informationmanagement system is used properly so that it becomes animportant tool for interaction between enterprises and clientsas well as for strengthening corporate operations and competi-tiveness. This study conducts an in-depth exploration of the

184service quality of the after-sales service information of themachine tools industry of Taiwan. An earlier version ofperformance evaluation matrix is amended to establish asuitable matrix for after-sales online service of the machine toolindustry. Accordingly performance levels are assessed basedon the locations of emphasis and satisfaction indicators in theevaluation matrix. As far as costs are concerned, the qualityfunction deployment (QFD) is applied to define critical func-tional items in the structure of the service system from amongitems with low emphasis and high satisfaction and items withhigh emphasis and low satisfaction. This approach allows theprototype framework of the after-sales service informationsystem in the machine tool industry to be established besidesproviding a reference for future development.35. Zain, Mohamed; Rose, Raduan Che; Abdullah, Iskandarand Masrom, Maslin (2005), “The Relationship betweenInformation Technology Acceptance and OrganizationalAgility in Malaysia,” Information & Management, 42(6), 829-839.The successful use of IT depends upon the technology itselfand the level of expertise of the individual using the techno-logy. It is, however, difficult to define the impact of informationsystems on the organization—to see how it generates therequired information for management decision making in aturbulent environment. This paper, therefore, examines theinfluence of perceived ease of use of IT and perceivedusefulness of IT on IT acceptance and adoption and exploreshow the use of IT contributes to a firm’s ability to be an agilecompetitor. The proposed general research model is a modifiedversion of the technology acceptance model (TAM) and positsthat technology adoption influences a firm’s agility. The mainpremise is that actual system used by managers would allowthem to obtain timely information for responding rapidly tochange. Organizational agility was assessed by the ability ofthe IS to provide information for decision making, to helpcreate competitive advantage, to leverage people and infor-mation, and to organize during change and uncertainty. A two-stage approach was used to first separately test measurementmodels for each latent variable and then testing the structuralmodel in the context of manufacturing firms in Malaysia. Theanalysis provided strong support for the model. In particular,the results demonstrated that, of the six variables (userinvolvement, job characteristics, system characteristics, userexperience, top management support, and demographic char-acteristics), only job and systems characteristics had significantdirect effects on it.General Management36. Khanna, Tarun; Palepu, Krishna G and Sinha, Jayant (2005),“Strategies that Fit Emerging Markets,” Harvard BusinessReview, June, 63-76.The primary reason for many multinationals’ not being ableto develop successful strategies for emerging markets is theiradherence to traditional, standardized approaches to newmarkets. In most of the emerging markets, there are institu-tional voids—absence of specialized intermediaries, regula-tory systems, and contract-enforcing mechanisms. Soft infra-structure—including skilled market research firms, employeesearch firms, legal systems—which plays a critical role in theABSTRACTS

本文介绍了管理学发展趋势的一些重要文章和摘要!

developed countries, would often be underdeveloped orabsent. Successful companies, thus, work around those insti-tutional voids, customize their approaches to fit each nation’sinstitutional context, and implement the selected optimalstrategies to make the most out of operating in emergingmarkets. The authors propose a five contexts framework formapping the institutional contexts, the five contexts includingthe political and social systems, openness, product markets,labour markets, and capital markets. An application of thisframework to the fastest-growing markets in the world revealshow different those countries are from developed nations and,more important, from one another. While tailoring strategiesto each country’s contexts, companies can capitalize on thestrengths of particular locations. They may have three distinctchoices: (a) adapting their business model to countries whilekeeping their core value propositions constant; (b) changingthe contexts or (c) staying out of countries where adaptingstrategies may be uneconomical or impractical. While compa-nies cannot use the same strategies in all the developingcountries, they can generate synergies by treating differentmarkets as part of a system.

37. Lin, Carol Yeh-Yun and Zhang, Jing (2005), “ChangingStructures of SME Networks: Lessons from the Publishingindustry in Taiwan,” Long Range Planning, 38(2), 145-162.

Organizational networking plays a significant role in buildingcompetitive advantage in an era characterized by speed,flexibility, and innovation. This study examines the network-ing of the small and medium enterprises (SMEs) of Taiwan,a country known for the outstanding performance of its SMEs.The publishing industry of Taiwan is studied to illustrate howthe SMEs leveraged their specific core competencies to meetthe requirements of the changing environment by modifyingtheir network structures. Interviews with 21 high-level man-agers in the publishing industry revealed six network structurepatterns and their characteristics in terms of motives, contentsof exchange, and type of partners. Competitive environment,company competency, and partnering goals emerged as thekey factors affecting networking decisions. Further, based onin-depth interviews with three network experts in Taiwan andrelevant government archives and literature, three stages ofnetwork structural change were observed: centre-satellitestructure, co-opetition structure, and spider-web structure.This generic three-stage model shows how network, as anevolutionary organizational form, become more strategic,aggressive, and flexible. For SMEs in a fiercely competitiveindustry, the best way to survive is to form a network at thestrategic level, while keeping relative independence at theoperational level. What is actually required is to understandnetworking behaviours from the economic, social, cultural,and industrial perspectives, the authors suggest.

38. Zhao, Hongxin and Luo, Yadong (2005), “Antecedents ofKnowledge Sharing with Peer Subsidiaries in Other Coun-tries: A Perspective from Subsidiary Managers in a ForeignEmerging Market,” Management International Review, 45(1), 71-97.

In the context of multinational enterprises (MNEs), cross-unittransfer and sharing of knowledge is meant to leverageresources and knowledge developed by their diverse units tosustain a competitive advantage. This paper examines ante-

VIKALPA VOLUME 30 NO 3 JULY - SEPTEMBER 2005cedent factors that influence inter-MNE knowledge sharingbetween emerging market subsidiaries and their peer subsidi-aries in other countries. It emphasizes how intra-corporatedynamics affect a subsidiary’s sharing of organizational knowl-edge with the rest of the MNE network. Based on knowledge-based theory, this study identifies two sets of organizationalantecedents that influence a nodal subsidiary’s knowledgesharing: Strategic context and infrastructure context. Strategiccontext is composed of strategic factors such as strategicindependence, technological linkage, and entry strategy thatdetermine the strategic link between corporate members. Onthe other hand, knowledge encapsulation, an intranet system,and a rewarding system are considered critical componentsof firm-level infrastructure affecting knowledge flow andsharing within a diversified yet integrated MNE. Whilestrategic context variables explain how a nodal subsidiary isstrategically linked to the MNE network, infrastructure contextvariables explain how a focal subsidiary is organizationallyprepared for transferring, acquiring, converting, and exploit-ing knowledge exchanged with the MNE network.39. Carlsson, Johan; Nordegren, Axel and Sjoholm, Fredrik(2005), “International Experience and the Performance ofScandinavian Firms in China,” International Business Review,14(1), 21-40.This paper examines the performance of Scandinavian firmsin China to see if a subsidiary’s performance in China isinfluenced by various types of experience. It specificallyexamines whether experience from Hong Kong, Taiwan, andSingapore leads to comparatively better performance in China.Literature suggests that firms will obtain experiential marketknowledge faster than others if the perceived psychic distanceis short which could be possible for firms having pre-entryexperiences from similar markets. Thus the psychic distancebetween China and Hong Kong, Singapore, and Taiwan isshorter. The authors conduct a survey of Scandinavian firmswith subsidiaries in China to examine their economic perform-ance. The results show that subsidiaries of Scandinavian firmswith pre-entry experience from Hong Kong, Singapore, andTaiwan perform better in the Chinese market than subsidiariesof firms without such experience. They might do so becausethey are quicker in acquiring market-specific knowledge.However, by having experiences from other markets in GreaterChina, which share some characteristics with the Chinesemarket, a firm can obtain market-specific knowledge quickerthan if it did not have this experience. In addition, internationalexperience measured in years seems to be more important forimproving performance than the number of countries withsubsidiaries.40. Alpay, Guvan; Bodur, Muzaffer; Ener, Hakan and Talug,Cem (2005), “Comparing Board-level Governance at MNEsand Local Firms: Lessons from Turkey,” Journal of InternationalManagement, 11(1), 67-86.Given the difficulties faced by MNEs in coordinating andintegrating their worldwide operations, the monitoring func-tions of the board of directors in host countries attain particularimportance. In order to understand the various aspects ofcorporate governance in MNEs, this paper examines thedifferences between MNEs and local firms in terms of criticalaspects of their board of directors in an emerging country185

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context, explore the reasons to explain the differences, anddraw implications for further study of corporate governancein MNEs. A three-element model including structure, perform-ance, and evaluation of the board of directors, was concep-tualized. The study was conducted among the board membersof a sample of 35 local and foreign companies operatingthroughout Turkey, an emerging country. Despite similaritieswith many emerging market settings regarding ownershipconcentration, the local capital and financial markets in Turkeyfunction within a regulatory institutional structure that isinfluenced both by Continental Europe and Anglo-Americantype arrangements. The study confirms the proposition thatMNEs and local firms differ in terms of governance in thecontext of an emerging country. In terms of the board structure,MNEs as a group tend to prefer separating the Chairman andCEO, hiring experienced directors, and maintaining a largerboard size. This is meant to avoid possible conflicts of interestand make the board more capable of responding to the localbusiness environment. Governance mechanism is, thus, usedas a tool by the MNEs to overcome their liability of foreignnessand to better cope with the competitive environment in theirlocal context, the authors conclude.

Economics

41. Paap, Richard; Franses, Philip Hans and Dijk, Dick van(2005), “Does Africa Grow Slower than Asia, Latin Americaand the Middle East? Evidence from a New Data-basedClassification Method,” Journal of Development Economics,77(2), 553-570.

Sub-Saharan Africa is often referred to as the “lost continent.”Even the economic growth literature points to a slower growthof this continent than the countries of Latin America, Asia, andthe Middle East in terms of real GDP per capita. Although this,on average, may be true, it would mean treating all thecountries of the African continent as a homogeneous groupwhich may not be reasonable. This paper addresses thequestion whether grouping countries based on geography isappropriate or not. For this purpose, a latent-class panel timeseries model is proposed with a novel methodology forendogenous clustering of countries where countries areagrouped based on the similarity of their GDP growth ratesdirectly, rather than on the geographical proximity or othercharacteristics. It is based on the data set concerning the annualgrowth rates of real GDP per capita for 69 countries in Africa,Latin America, Asia, and the Middle East over the 40-yearperiod from 1961 to 2000. This approach aims to summarizethe information in the panel of time series in a concise manner,while allowing for the possibility that countries show similarbehaviour. The empirical analysis showed that all Africancountries were not performing poorly. In fact, one out of fourAfrican countries had growth rates matching with those ofmany Asian and Latin American countries and seemed to havebeen doing reasonably well during the last four decades.

42. Tunc, Hakan (2005), “Privatization in Asia and LatinAmerica,” Studies in Comparative International Development,39(4), 58-86.

Privatization—the partial or complete sale of state assets andassets to the private sector—has been a major reform issue inthe developing world since the mid-1960s. For evaluating the

186factors influencing the process of privatization, this articleexamines two general sets of issues: the economic incentivesthat prompt governments to embark upon a comprehensiveprivatization programme and the opportunity structure thatenables politicians to commit themselves to privatization. Theeconomic incentives include a variety of macroeconomicfactors, the deterioration of which is likely to compel politiciansto go for privatization. The opportunity structure, on the otherhand, is influenced by political circumstances under which theexecutive has the legislative majority and has relatively longtime horizon to implement privatization. The study draws on17 developing countries (eight in Latin America and nine inAsia) for the period 1988 to 1999. The results show that a strongand secure executive, when faced with a high interest burdenon public debt, usually decides to privatize. However, usingprivatization revenues to ward off the interest trap is essen-tially a on-time solution. The author, therefore, warns againstpolicies such as heavy borrowing following the bulk sale ofpublic enterprises as it might lead to the re-emergence of asimilar interest burden.43. Panizza, Ugo and Yanez, Monica (2005), “Why are LatinAmericans so Unhappy about Reforms?” Journal of AppliedEconomics, 8(1), 1-29.This paper uses opinion polls to document Latin Americans’increasing discontent with the pro-market reforms and ex-plores the possible explanations for this trend. For the purpose,individual-level data covering 17 Latin American countriesover a period of seven years is used. It is observed that althoughmost of these countries implemented extensive pro-marketreforms during 1985-1995, the reform process has not beenhomogenous across countries and across types of reforms. In1998, while majority of the population in ten of these countriessupported privatization, in 2003, support for privatizationdrastically dropped with 37 per cent in Brazil and just above10 percent in Argentina and Panama. The support for economicintegration was also found to increase with wealth andeducation, besides men being more in favour of pro-marketreforms. The backlash against reforms is mostly explained bythe recent collapse in economic activity. One interpretation forthe disillusionment with reforms could be unmet expectations.Moreover, the current economic crisis occurred after a periodof intense reforms. If the crisis is really due to the fact thatthe reform process increased volatility and contributed toeconomic instability, then the opposition to reforms could bejustified. However, there was some evidence that the crisis wasdue to external shocks and international contagion. It was,thus, suggested that though not fully successful, the processof structural reforms would have played a positive role inlimiting the damaging effect of the large external shock thathit Latin America in the late 1990s.44. Anderson, Edward (2005), “Openness and Inequality inDeveloping Countries: A Review of Theory and RecentEvidence,” World Development, 33(7), 1045-1063.With the increase in openness in the developing countryeconomies to international flows of goods and services, factorsof production, and technology, there has been a rise in thedebate and discussions on the consequences of openness. Thispaper focuses on its consequences for inequalities in incomelevels between individuals within countries. It outlines a basicframework for identifying the various channels through whichABSTRACTS

本文介绍了管理学发展趋势的一些重要文章和摘要!

greater openness can affect income inequality. Most of thetheoretical work focuses on its effect on the relative demandfor domestic factors of production, and in particular, thedemand for skilled relative to unskilled labour. However, theother channels that could be significant were identified asrelative factor shares, asset inequality, spatial inequalities,gender inequalities, and the amount of income redistribution.Empirical studies suggest contradictory findings. On the onehand, while time-series studies of individual developingcountries show a rise in relative demand for skilled labour,on the other hand, cross-country econometric evidence sug-gests little impact on overall inequality due to increasedopenness. These findings could be explained either in termsof differences in samples or offsetting effects by the otherchannels, concludes the author.

45. Lee, Keun; Lin, Justin Y and Chang, Ha-Joon (2005), “LateMarketization versus Late Industrialization in East Asia,”Asian Pacific Economic Literature, 19(1), 42-59.

There is stated to be post-reform performance variationsbetween the different transition economies. This paper at-tempts to explain the content and direction of the economicgrowth and transition patterns of these countries by analysingthe complex interplay of various factors in the ‘latemarketization’ in China, Mongolia, and Vitenam and the ‘lateindustrialization’ in Korea, Taiwan, and Japan. It uses thecomparative advantage framework that distinguished be-tween the comparative advantage-defying strategy and com-parative advantage-following strategy. It is argued that if acountry relies more on the CA-defying strategy rather thanCA-following strategy, it will have to rely more on foreignsavings and face a less favourable balance of payments.Although the choice of reform or growth strategies is believedto be influenced by the initial conditions, the post-transitioneconomic changes are attributed to the policy variables. It isobserved that Korea pursued a more CA-defying strategy thanTaiwan because of the lack of private entrepreneurs and thestrong ‘late starters’ mentality created by the set backs sufferedbecause of the Korean War. Further, in the late-marketizingeconomies, more rents seem to have been allowed to the oldstate-controlled economic entities, whereas in late-industrial-izing economies such as Korea, rents tended to be allowed toprivate entities such as chaebols. Though both types of econo-mies share many common characteristics, there is the possi-bility that in terms of systemic characteristics, late-marketizingeconomies would bypass the East Asian model and jumpdirectly to a more market-oriented economic system, theauthors conclude.

Agriculture, Natural Resources, and Rural

Development

46. Vakulabharanam, Vamsi (2005), “Growth and Distress ina South Indian Peasant Economy during the Era of EconomicLiberalization,” The Journal of Development Studies, 41(6), 971-997.

This paper addresses the paradoxical growth process that hasbeen unfolding in the agricultural sector of Telangana regionin South India during the economic liberalization era. Thisregion witnessed a puzzling phenomenon of a growing real

VIKALPA VOLUME 30 NO 3 JULY - SEPTEMBER 2005agricultural output with the concomitant declines (consump-tion levels) of marginal farmers and agricultural labourers. Theauthor employs the concepts of ‘growth-inducing distress’ anddistress-inducing growth’ to explain the phenomenon. Thethrust of the agricultural liberalization measures in the stateof Andhra Pradesh was on agricultural growth, export-oriented farming, value-addition in agriculture, consolidationof land holdings, and investment of corporate capital inagriculture. Data reveals that Telangana’s agricultural growth,derived in large part from the growth of non-foodgrain crops,has been quite remarkable. The author sees the phenomenonas growth-inducing distress which leads to increased growthwith progressive impoverishment. Despite the impressivegrowth performance, peasants there are becoming increas-ingly impoverished due to the interplay between liberaliza-tion-induced price shocks and local credit institutions—thephenomenon of distress-inducing growth. As institutionalcredit recedes, peasants are becoming much more dependentupon merchant and money lender capital. This increaseddistress is being taken by the government as suggestive of thefact peasant agriculture is unviable in a liberalized world andthus call for a replacement by contract or corporate farming.The author cites examples of success of small peasant agricul-ture in Asia over the last 50 years and suggests that appropriatepolicy changes should be considered to ensure survival ofpeasant agriculture in this region.47. Natarajan, Tara (2005), “Agency of Development andAgents of Change: Localization, Resistance, and Empower-ment,” Journal of Economic Issues, 39(2), 409-418.Since the introduction of structural adjustment in the Indianeconomy, poverty alleviation and the development agendahave inevitably become intertwined with the globally derivedstrategy embedded in a neoliberal market mentality. Thispaper examines the currently dominant macro level agrariandevelopment strategy in India as it derives from the neoliberalideology, mediated through global capital, and then translatedinto a variety of instruments in the agrarian sector at the microlevel. This kind of a development strategy is stated to createproblems in the areas of poverty and ecology by simultane-ously marginalizing the already marginalized and creatingecological problems in the semi arid areas. This paper makesa case for counterdevelopment through localization, anddiscusses the work of Deccan Development Society (DDS), arural development organization in southern India, as anillustration of the phenomenon of localization. It is argued thatrural localization among the marginalized could promote analternative working model of rural regeneration focused oncreating an ecologically driven local agrarian economy. It couldprimarily function as a provisioning mechanism of livelihoodand food security and also empower people through local self-dependent communities.48. Mood, Michelle S (2005), “Opportunists, Predators andRogues: The Role of Local State Relations in ShapingChinese Rural Development,” Journal of Agrarian Change, 5(2),217-250.Close examination of rural areas in China reveals variationsin their development paths in response to new economicopportunities. These variations in overall development, mixof rural enterprise ownership forms, level of development, and187

本文介绍了管理学发展趋势的一些重要文章和摘要!

the locus of control of rural enterprise have been explainedin terms of role of structure, historical legacies, norms, bureau-cratic controls, and agency. This paper identifies the explana-tory gaps in the literature surrounding the variation of Chinesevillage political economy and then proposes an analysis toresolve some of these gaps. The analyses relying on rationalresponses to county and township-wide changes in incentivesand constraints cannot explain variation with a single countyor township among villages with similar incentives andresources, nor can they explain villages that did not changetheir development patterns with the change in incentives. Thispaper argues that the variation in the relationship between thevillages and townships, explains the limits on the range ofdevelopment choices and on the variation in village compli-ance with policy. In fact, village development is embeddedin complex vertical power relationships. County-level policycannot guide village development without a certain type oftownship government with a certain relationship to its sub-ordinate villages. While structure and historical legacies doconstrain development in general, inter-level relationships arebelieved to be the key to understanding micro-variations inthe Chinese context, the author adds.

49. Teruel, Romeo G and Kuroda, Yoshimi (2005), “PublicInfrastructure and Productivity Growth in Philippine Agri-culture, 1974-2000,” Journal of Asian Economics, 16(3), 555-576.

Declining agricultural productivity is a phenomenon observedin most developing countries. In the Philippines, poor agri-cultural performance has generally been attributed to weak-nesses in the policy and institutional frameworks, particularlydeficiency in terms of support systems provided by thegovernment for agricultural development. In fact, in recentyears, there has emerged a consensus among experts aboutthe continued apathy of the public investment policy towardsthe agricultural sector in the country. This paper examines theimpact of public infrastructure on the productivity perform-ance of Philippine agriculture by applying a translog cost-based model to the regional agricultural data for years 1974-2000. For the empirical investigation, the cost function isaugmented with specific public infrastructure measured inactual physical terms such as irrigation, roads and ruralelectrification. From the results, public infrastructure is foundto be a substitute for labour and intermediate inputs. Thereexists, however, a complementary relationship between publicinfrastructure and private capital. Public infrastructure re-duces production cost, thereby enhancing agricultural produc-tivity. It is argued that the recent shift in the composition ofgovernment expenditures from irrigation, research, and com-munity/rural road development to agrarian reform, environ-ment and natural resource management might have depressedthe productivity as well as the output growth in the Philippineagriculture.50. Brandon, Katrina; Gorenflo, Larry J; Rodrigues, Ana SL andWaller, Robert W (2005), “Reconciling Biodiversity Conser-vation, People, Protected Areas, and Agricultural Suitabilityin Mexico,” World Development, 33(9), 1403-1481.Expanding the current reserve system to maximize the numberof representative species, habitats, and ecosystems in a mannerthat does not conflict with the objectives of rural/agriculturaldevelopment poses a tremendous challenge to conservationplanners. This paper discusses a method for conservationplanning that considers both biodiversity protection andagricultural suitability using data on Mexico. Agriculturalproductivity was selected as a proxy for places with potentialto support rural livelihoods. Given the increasing numbers ofrural poor and the growing demands for additional land forfood production, questions have arisen as to whether theexpanding area of tropical forest reserves represent the aliena-tion of large areas of potential agricultural land or reduce theability of developing countries either to compete in agriculturalexport markets or to reach and maintain self-sufficiency instaple foods. In the context of Mexico, the identification of 94gap cells, representing minimum agricultural suitability, pro-vided one possible solution to the current reserve inadequacies.Although these cannot be taken as the final solution to theproblem, yet, it does demonstrate that even in places likeMexico where to implement conservation is a real challenge,there are opportunities to balance conservation and develop-ment, the authors conclude.

It is one thing for the human mind to extract from thephenomena of nature the laws which it has itself put intothem; it may be a far harder thing to extract laws overwhich it has no control. It is even possible that laws whichhave not their origin in the mind may be irrational, andwe can never succeed in formulating them.

Sir Arthur Stanley Eddington

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ABSTRACTS

本文介绍了管理学发展趋势的一些重要文章和摘要!

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