B O O K R E V I E W Scovers reviews of current

books on management

THEMES

Organizational Decline

Turnaround Excellence

Organizational Story-telling

Persuasion Economy

Turnaround ExcellenceSix Studies of Corporate Renewal

Sunil Kumar MaheshwariNew Delhi: Portfolio, Penguin Books, 2007, pp. xvi+256, Rs. 350

Organizations are mortal. They can fall sick and die or recover. They can starveto death. They can bleed to death. Even when they are healthy, they maydie if the external environment turns hostile. They, however, have an option

that other mortals do not – they can reinvent themselves and take another lease oflife. They can get a new soul while retaining their old names. This fundamentalprocess of corporate renewal is explored in Turnaround Excellence.

Sunil Kumar Maheshwari, the author, has been studying sick organizations fora few years now. He looks for symptoms of sickness, finds out why certain companiesfall sick, what medicines are administered, what impact each intervention has, andhow they recover or die. In Turnaround Excellence, he has brought together hisconsiderable insights (Part 1) and his detailed diagnoses of six Indian companiesthat fell sick and were then turned around during the last few years (Part 2).

Organizational decline and turnaround is hardly a new topic; several scholarshave been studying it from diverse angles. Maheshwari attempts to provide acomprehensive managerial framework to study it. He discusses the causes and earlysignals of organizational decline, the response of stakeholders to the problem, andthe fundamentals of the turnaround process. He also proposes an action choiceframework of organizational decline and turnaround: no action, dissolution, andturnaround.

The author wants to sensitize managers to early symptoms of decline so thatthey can figure out the disease and try to cure it before it becomes fatal. Managershad better be trained to do so because organizational inertia, according to Maheshwari,is the main villain behind the failure of many organizations to respond adequatelyto changes – some quick, some deceptively slow, some cataclysmic – in their businessenvironment. They enter “the loop of inaction” or a state of paralysis. Some companiespark themselves in a comfortable niche and invest heavily around it, often well afterthe technology adopted or the service being offered has become outdated. Insteadof anticipating change and wriggling out of tight spots at the earliest opportunity,they may even escalate their commitment to the unviable enterprise and launchgrandiose schemes that are bound to fail. Many of these organizations also havebureaucratic structures that create vested interests and block critical evaluation. In

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these circumstances, it is not uncommon to find un-checked concentration of power in one individual push-ing the organization further down the hole.

Maheshwari captures well the wide range of res-ponses that sick organizations attract from both internaland external stakeholders. Some smart managers sensetrouble early and jump the sinking ship when they areneeded the most to plug the leaks. Some stay on andinnovate under trying conditions. Faced with the pros-pect of their organization’s imminent death, manyemployees do things they never thought they would orshould. Some get gripped by a sense of insecurity andwork harder than ever to make themselves appearvaluable in the eyes of the management and hopefullyescape retrenchment. Others lose all motivation to workand become troublesome.

Most top managements of organizations in declineblame everyone except themselves for the mess theirorganizations are in. They may play down the extent ofthe rot or even conceal it through creative accountingand selective release of data. They may weaken what-ever democratic processes there might have been andget into centralized decision-making.

External stakeholders reassess their relationship withorganizations in decline. Major creditors and suppliershave a high stake in the revival of the sick organization,and may actively help in the turnaround process. Minorcreditors and suppliers may not care for anything otherthan a quick retrieval of their investments. And, finally,the customers: most of them readily abandon sick com-panies.

What treatment would save a dying organizationobviously depends on what has caused the infection andthe extent of the infection. Maheshwari identifies thefollowing turnaround treatments as the most commonin the action choice framework he proposes: change inleadership, reorientation of strategy, reduction of costs,retrenchment of personnel, upgradation of technology,financial restructuring, and the reallocation of the peo-ple who have been retained.

Most turnaround interventions are painful. There-fore it is not surprising that organizations balk at theprospect of going in for them until they are left with nochoice. Occasionally, the treatment chosen may turn outto be wrong and the organization may die because ofit. Even if the treatment adopted is the most appropriateone, the external forces may be so hostile that the or-ganization may still not survive.

Part 2 of Turnaround Excellence describes the declineand rejuvenation of six companies: Tinplate Companyof India Limited, Scooters India Limited, MangaloreChemicals and Fertilizers Limited, Torrent GujaratBiotech Limited, Amal Products Limited, and BritishOxygen Company India Limited. Readers are given moreinformation than they could possibly wish for to under-stand the internal and external causes of decline and thekind of interventions that made the turnaround of eachof these companies possible.

Unlike some other studies of corporate renewal suchas Khandwalla (2001), which is built on a wide rangeof cases from different countries, all the six companiesdescribed here are Indian. The only apparent exceptionis British Oxygen Company India Limited. It is British-owned but Indian for all practical purposes: it has beenpresent in India for over sixty-five years, first as a wholly-owned subsidiary of British Oxygen Company, and thenas Indian Oxygen Limited, and finally as British OxygenCompany India Limited from 1995 onwards. Thesecompanies have had parents or guardians with deeppockets. This, along with the strong exit barriers erectedby India’s labour laws, made it possible for these sickcompanies to be on life-support systems for long.

One of the most valuable aspects of the book is theway the case studies are integrated with the theoreticalframework. Every time Maheshwari makes a point inPart 1 about the causes or signals of decline, the responseof the stakeholders to decline, or the turnaround process,he illustrates it with an apt reference to specific devel-opments in one or more of the case studies in Part 2.This ably supports the author’s theoretical frameworkand enhances its value. The illustrations, however, arerestricted to the six companies Maheshwari himself hasstudied. While this lends the discussion an air of authen-ticity, one can’t help feeling that additional referencesto other published case studies would have strength-ened his thesis even further.

The title, “Turnaround Excellence,” is attractive butsomewhat puzzling. While the author concedes that notall the six companies he has studied have “come out oftrouble” (page xiv) in spite of a successful turnaround,the title seems to imply that he is illustrating turnaroundexcellence in this book. If that is the implied claim, itis weak because the range of companies studied isextremely narrow. They are all manufacturing companiesthat either grew in the greenhouse during the license rajor were launched by companies that thrived during that

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period. All six companies fell sick as liberalization thatstarted around the mid ’80s began to bite in their respec-tive fields. The exception is Scooters India which hadbeen severely disabled right from birth and kept arti-ficially alive even in the ’70s and the ’80s by its owner,the Government of India. All these companies had parentsor godfathers with deep pockets. Would what workedin these cases work with new economy companies orthose without parental support? How about companiesthat are born and brought up in the globalized, post-liberalization era? Reference to a much larger numberof cases of successful turnaround would probably havehelped the author illustrate turnaround excellence ratherthan turnaround success.

While the book is easy to read and very wellsignposted, the flow is disturbed by too many acronymsstrewn all over. When acronyms such as TCIL, TGBL,SIL, MCFL, APL, and BOCL appear often and in differentcombinations, one loses track of the companies theystand for. That these acronyms are displayed along withtheir full forms in the Introduction is not a good enoughexcuse for using them the way in which it has been done.It is true that these companies have had to be referredto many times during the discussion and that repeatingthe full names would have been cumbersome and pos-sibly unnecessary. A via media – adopting slightly morerevealing short forms such as Tinplate Company, Scoot-ers India, Mangalore Chemicals, Torrent Biotech, etc. –would have been easier for the reader.

Turnaround Excellence suffers from poor copy-edit-ing that has let in many language and stylistic errors.Examples: “disposed off” (page XV) in place of “dis-posed of”; “in few instances” (page 10) in place of “in

a few instances”; “Dr Irani envisaged a keen interest…”(page 48) in place of “Dr Irani evinced keen interest…”;“He prided himself for…” (page 81) in place of “Heprided himself on…” Such purely linguistic errors donot block comprehension, but irritate the reader. Somesentences are awkward. When the author says, “The fearof after-sales service is especially high when …” (page23), he probably means the fear of not receiving after-salesservice. The following sentence is so involved that thereader will have to read it a second time to figure outthe meaning: “Sahay, for example, took bold initiativesby entering the factory premises and challenging theintent to close SIL in his public addresses as part of hisefforts to restore credibility” (page 25).

In spite of some limitations like these, Turnaround Ex-cellence is useful both for corporate leaders and research-ers. CEOs exposed to this book should be able to con-fidently spot symptoms of decline in their organizations,deduce the causes, and deal sure-footedly with them.Researchers can use these highly detailed case studieswith or without the theoretical framework and buildtheir own hypotheses on the causes of organizationaldecline and its remedies. ¨

Reference

Khandwalla, P N (2001). Turnaround Excellence, New Delhi:Sage

M M MonippallyProfessor, Communications Area

Indian Institute of Management, Ahmedabade-mail: mpally@iimahd.ernet.in

Storytelling in Organizations: Why Storytelling is Transforming21st Century Organizations and ManagementJohn Seeley Brown et al.New Delhi: Elsevier, 2007, pp. 192, Rs. 295

Jack Welch, commenting on what he considered tobe his most important attribute, is known to havefamously said: “What really counts is that I’m Irish

and I know how to tell stories.” Storytelling then is notas marginal an activity as many management instructorsthink it to be in the managerial realm. The attempt to

consign it to the margins in the curricula of businessschools flies in the face of not only empirical studies thatdemonstrate the inordinate amounts of time managersspend communicating in both one-to-one and one-to-many meetings in organizations, but is symptomatic ofa management instructor’s tendency to conflate what can

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be taught with what, in fact, needs to be taught in businessschools. If the ability to tell a story is necessary (thoughby no means sufficient) to being Jack Welch, then busi-ness schools prefer to take the easy path of being merelyfinishing schools for engineering programmes from whichthey draw their students. But, as Brown et al., argue,organizations will find the going difficult in the yearsto come if they are unable to harness the possibilitiesof storytelling in a global economy that is increasinglybeing dominated by the possibilities of persuasion. Theconcept of a “persuasion economy,” I believe, is notreducible to soft-skills (as business schools are temptedto do), but needs to be understood more radically as theneed to build-in a communications school within the coreof a business school. Otherwise, a vast majority ofbusiness school graduates will be unable to maximizethe potential of the persuasion economy whose size wasestimated to be as much as one quarter of the US GDPby the American economist, Deidre McCloskey, in 1995;this amounts to nothing less than a staggering US $1.8trillion in 1999 figures. The revised numbers for 2007are, needless to say, likely to be much higher.

This book is organized, at least in part, as a reflec-tion of the sense of urgency that can be derived fromthe McCloskey estimates given above and by the increas-ing recognition that is being accorded to organizationalstorytelling as the essential cognitive-cum-communica-tion tool to navigate the demands and/or exploit theopportunities of the persuasion economy. Almost anyarea with a subjective and/or a quasi-subjective dimen-sion involving human agency comes directly or indi-rectly under the persuasion economy. These includedomains such as advertising, branding, cinema, law,politics, public relations, psychology, marketing, media,religion, etc. Insofar as the theory and practice of man-agement have to engage increasingly with these do-mains in a globalizing world that is marked by change,complexity, and uncertainty, the role and prestige ofstorytelling are bound to increase irrespective of whatmanagement instructors think. The question for busi-ness schools then is to decide whether or not they wanta share of the persuasion economy. And, let us remem-ber, that even if management instructors do not wantto engage robustly with the persuasion economy (giventhe engineering/technical bias in these programmes)their students will nevertheless want a share of thepersuasion economy in order to not merely add value(as instructors in business schools fancifully imagine)

through the dainty application of soft-skills, but to engagewith the discursive construction of social reality ineconomies that will increasingly be dominated by serv-ices rather than agriculture and manufacturing. In otherwords, the resistance to storytelling in business schoolsis symptomatic of an unexamined preoccupation withthe industrial model of schooling that emerged in themilieu of utilitarianism in England. This utilitarian legacyhas outlived its usefulness and it is now time to unlockthe communications school that is seeking to emergefrom within the bureaucratic confines of the businessschool. Engaging with the contents of a book such as thisone can be a useful way to begin such a project.

The origins of this splendid volume can be tracedto a symposium that was organized in the year 2001 atThe Smithsonian Associates in Washington DC. This hasnow become an annual ritual every April and the con-versations that were engendered in the aftermath of the2001 symposium have led to the mushrooming of sto-rytelling groups throughout the United States. By theyear 2004, storytelling had not only developed an inter-national dimension, the annual Washington event hadactually started to attract international delegates. Or-ganizational storytelling then percolated into the mostprestigious journals of management and even the un-dergraduate curriculum at Georgetown University. Whilethis volume does not aim to be a comprehensive treat-ment of the topic; what it has, in fact, succeeded in doingis in putting organizational storytelling on the map ina very short period of time. There are six chapters in thisvolume. The first chapter is a collection of statementson how the four contributors got into storytelling. Thelast chapter has new thoughts by Denning on the futureof storytelling. The four chapters in between are basedon the original presentations made by the four contribu-tors in 2001 along with their reflections on the earlierpresentation three years later in 2004. One way ofunderstanding the possibilities of organizational story-telling then is to differentiate between the approachesrepresented in this volume not only in terms of whataspects of storytelling the contributors are preoccupiedwith, but also with what use they hope to make of it.The contributors to this volume in addition to JohnSeeley Brown are other renowned experts on storytellingincluding Stephen Denning, Katalina Groh, and LaurencePrusak. Brown, who is currently an independent con-sultant, is a former Director of the Xerox Palo AltoResearch Center in California and is interested in inno-

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vations in the technology sector; he is an expert on thesocial life of information. Denning is also an independ-ent consultant who moved full-time into the area oforganizational storytelling after heading the knowledgemanagement programme at the World Bank. Groh is anindependent film-maker who is preoccupied with theuse of storytelling in educational videos. Prusak, like theother two men listed above, is an independent consult-ant but has worked with IBM Global Services and isinterested in the role of storytelling in knowledgemanagement.

Prusak, whose presentation is the first in the seriesof four, is primarily obsessed with what sort of storiespeople tell each other in organizations and in asking howthe process of storytelling can serve as a vehicle forknowledge management rather than facilitate a meretransfer of information. It is knowledge that is representedin terms of organizational competencies and the skillspresupposed here are present in the minds of individualemployees in organizations. Prusak writes that one ofthe most important insights that he had was that when-ever an employee has something of consequence in hisor her mind, he or she experiences a desire for conversationrather than an urge to merely seek more information.Laurence Prusak and Thomas Davenport (while em-ployed in the Research Division of Ernst & Young) wantedto work out the modalities for harnessing this desire forconversation into the building blocks of knowledgemanagement. What started as an innovation in organi-zational communication through the reconstruction ofknowledge embedded in storytelling has now becomean academic discipline with as many as seven graduateschools offering advanced degrees in knowledge man-agement. Brown, Denning, and Prusak were all involvedin the movement to develop knowledge management viastorytelling as both an academic discipline and as aninnovative possibility in order to build social capital andcapture knowledge in organizations. And, as Prusakpoints out, “none of us expected that this would happen,although looking back, the macro-economic forces en-sured that it would happen. When you have an intel-lectual movement, which is tied to really large macroforces, it’s not going to fail.”

For Brown, narrative is not merely a tool for learn-ing, but also one for “unlearning.” The interesting thingabout unlearning as a process is that it makes it possibleto differentiate between knowing and being. The formeris about propositional knowledge and the latter about

being able to assume the transformations of the selfthrough exposure to this knowledge and, needless tosay, it is narrative that is of consequence in both cases.Brown illustrates this with the example of an anthropo-logical study that he commissioned to understand howtechnicians actually repair photocopying machines. Theresults took him by surprise since it rendered a greatdeal of the work that he did in writing technical manuals(which work on the principle of “fault isolation proce-dures”) redundant. What the anthropologists discov-ered was that the modalities involved in repairing thesemachines had little to do with following instructionsgiven in manuals and more to do with how techniciansspoke to each other using storytelling as a tool to builda community of practitioners who were able to drawupon their experience and tacit knowledge developedover the years to troubleshoot for and with each other.Brown illustrates phenomena such as these using otherexamples as well including the development of Linuxand the open-source software movement. Technologycan be an enabler in this process for Brown (unlikePrusak who believes that interpersonal dynamics aremore important) and he invokes the concept of “socialsoftware,” comprising communication technologies suchas instant messaging, texting, blogs, wikis, friendsters,etc. These technologies enable the subject to aggregatethe information inputs necessary to support the socialfabric that will help to construct, what he terms, the“knowledge ecology.” This should hopefully help tobreak the tendency to work and/or innovate in silos inorganizations. Using narrative as a link factor in theconstruction of such ecologies is bound to throw upresistance because of the threat to “the dominant organi-zational culture,” which is preoccupied with “processand structure.” Brown’s project of organizational story-telling then is unashamedly a “counter-cultural thrust.”

Denning’s presentation and reflections focus on“how to cope with the office on Monday morning” giventhe big gap between the theory and practice of manage-ment. In Denning’s haunting formulation, “change isirresistible, but the organization is immovable.” Theresistance to change manifests itself in this gap. Whatare the non-adversarial ways, if any, to address thisresistance? Can storytelling actually help to bring aboutchange or serve as a tool of knowledge management?Denning’s answer is, ‘yes,’ and he illustrates his thesiswith examples from his efforts to push the World Bankfrom being primarily a lending organization to a knowl-

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edge sharing organization. Given the intensity of resist-ance to change that he encountered in the World Bank,Denning seems to believe that if change is possible there,it should be possible anywhere. Denning’s proposal thatthe World Bank reorient its identity from being a lenderto a knowledge-sharer is also rooted in the reality ofunderstanding that the private sector banks “were lend-ing far more to the developing countries than the WorldBank could ever lend” and with fewer conditionalities.

In other words, Denning should not be seen assomeone naïve with a fetish for stories and storytelling;he is actually focused on using narrative as a tool forboth change and knowledge management, but in a waythat is informed by the harsh realities of the competitivedynamics to which the World Bank was subject to in thelate ‘90s. The Bank’s unutilized potential, he felt, lay inthe expertise and competencies that it had acquired inthe “field of development.” Denning’s foray at changemanagement through rational arguments however didnot work until he stumbled upon a story of a Zambianhealth worker who lived in a tiny hamlet several hun-dred kilometers away from the capital. This healthworker, interestingly enough, had managed to accessinformation on how to treat malaria by logging on tothe website hosted by the Centers for Disease Controland Prevention in Atlanta in 1995. Denning’s renditionof this story seemed to jell well with the World Bankand lead to the initiation of a knowledge managementprogramme. Denning has other persuasive examples aswell (including those pertaining to innovation in taxa-tion in Madagascar and the building of highways inPakistan) as emblematic representations of the possibili-ties of storytelling. These, by the way, are not reducibleto the fact of their being stories as opposed to beingreports; but, pertain quite literally, to their “embodi-ment” as physical acts of storytelling. Again, like Prusak,Denning is not too comfortable with ‘virtual’ commu-nication and feels that storytelling is much more likelyto work in terms of interpersonal dynamics since he isnot aware of “any instance where anyone has been ableto effect significant change with a skeptical audience bysending an e-mail and asking people to visit a website.”

Groh’s presentation is based on the learnings gen-erated from making a video about the orchestra conduc-tor, Ben Zander, in a series titled Real People, Real Stories.While the learnings are obviously of importance in comingto terms with the modalities of using storytelling ineducational videos, they carry a different flavour from

those of the other three presentations. Groh is lessconcerned with storytelling in the context of change andknowledge management. She is focused instead on therole of the editorial function in managing the attentionspan of the audience and is rather keen on coming toterms with the relationship between the concept ofattention span and the fantasy structure of the differentstakeholders. Groh finds it traumatic that the motiva-tional structure of attention spans is mediated more byself-interest than the aesthetic and that the attentionspan that she can take for granted in co-workers is notreadily available with audiences. It is the editorial func-tion that marks the material difference between the twoin terms of the large amount of footage that will remainunused at the end of every documentary film. Theeditorial function then is always a response to the re-lentless question that bites into the heart of every shot:“So what?” Any scene that cannot answer this questionhas to be cut out. But while the notion of control in theeditorial process is necessary to give the film a sense ofstructure, it is not sufficient. The film-maker must alsoremember when to let go; otherwise she cannot carryher audience with the flow of the film since “in the endit is not about being in control,” but about “makingeveryone else more powerful.” Therein resides, as filmmakers know, the magic of storytelling.

This is also the final learning that Denning offersthe reader after summarizing the genealogy of storytell-ing along with a brief history of its possible future(s)in the last chapter. While the attributes and functionsof storytelling have generated a vast academic literature,there are ingrained philosophical biases that have madeit difficult to harness these possibilities in organizations.These biases can be found early on in the work of theancient Greek philosophers, Plato and Aristotle. Plato’ssuspicion of poetry and his argument in favour of ex-pelling the poet from the ideal “Republic” is very mucha part of the ethos of business schools today. Further-more, Aristotle despite making important contributionsto poetics (i.e., literary theory), pushed the cognitiveagenda in the direction of classifying empirical phenom-ena, generating elaborate taxonomies of flora and fauna,etc. The focus, in other words, was on abstraction of thegeneral rather than on a study of the particular (as isdemanded in literature). Aristotle’s own dictum thatevery discipline must attend to its own specific meth-odological needs was overlooked by those who came inhis wake. Furthermore, these ancient biases were com-

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pounded by Cartesian rationalism during the Enlight-enment where the split between the mind and the bodybecame an important methodological stricture in theo-retical inquiry.

While the Cartesian cut was a necessary conditionto kick-start “modern” science, it was not a sufficientcondition for completing the scientific project. In otherwords, scientific projects, as we know in the post-quan-tum world, can only remain incomplete by definition.And, again, the Cartesian legacy does not address themore important methodological question of whether whatwas traditionally thought to be the scientific methodcould, in fact, account for all empirical phenomena (in-cluding the social and the psychological with the levelsof accuracy that are customary in classical mechanics).Abstraction, not surprisingly, became synonymous withthe mind and the material manifestation of a phenom-enon came to be identified with the body: that is whywe still refer to the so-called ‘body’ of the text. Literaturebecame associated more with the body rather than withthe mind— a realm incidentally that was later usurpedby logic, mathematics, and the sciences. Hence, thelanguage of morality enters into not only the history ofliterature, but into how we describe the libidinal economyof reading practices; this is especially the case with thehistory of the English novel. It was widely consideredimmoral to read fiction and suggestible young womenhad to be guarded against the nefarious influence of thenovel and circulating libraries in England and the otherBritish colonies.

These ideas are still active in the cultural uncon-scious in business schools today - haunted as they areby Descartes’ Legacy. In Cartesian methodology, themind-body opposition has not only epistemological andontological dimensions, but an ethical substrate as well.The methodologically impossible project of modelingmanagement on the sciences has however generated notscience, but mere epistemological naïveté (in the form

of ‘scientism’). It is scientism and the mechanistic world-view that pose the primary threats to storytelling insofaras storytelling is (to invoke a critical formulation fromthe work of T S Eliot) the objective correlative of the“persuasion economy.” But to harness the possibilitiesof this economy in business schools, we will have tochange mindsets that are preoccupied as Denning putsit with the “Promethean project of control” in a Sisypheanattempt to “eliminate unpredictability.” The goal ofmanagers and management instructors is not to merelycontrol organizations, but in John Seeley Brown’s for-mulation to “work with the world.” Understanding thenature of acceptable transactional modalities (like theso-called scientific method) can help an economic agentor firm to get on to the value chain, but there are nofurther guarantees. The agent or firm will therefore haveto rethink their presuppositions about the notion ofvalue when they reach inflection points. Analogously,it is only when the human subject can come to terms withhis or her inherent vulnerability in the face of an enigmaticOther which refuses to explain everything that growthcan have effects of being. The market, incidentally, isan instantiation of this enigmatic ‘Other’ that no amountof economic analysis can actually explain. Storytelling,if we wished to extrapolate it in a psychoanalytic reg-ister, is the process through which the human subjecttakes ethical responsibility for this assumption of beingin an act of speech. Organizational storytelling then isthe process whereby ethical leaders can help employeesto align this enigmatic encounter with the ‘Other’ (oftheir own desire) into a dynamic relationship with thestrategic goals and inflection points of the organization(s)in which they find themselves.

Shiva Kumar SrinivasanAssociate Professor

General Management AreaXLRI Jamshedpur

e-mail: shiva@xlri.ac.in

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Mitali Sarkar

Management Research inEmerging Economies

Mitali Sarkar

Abstracts is sponsored bythe Indian Council of Social

Science Research, New Delhiand is intended to facilitate

Indian management research.

A B S T R A C T S

features summary of articlespublished in Indian and

international journals withspecial emphasis on India

and other emerging markets

Financial ManaFinancial ManaFinancial ManaFinancial ManaFinancial Managggggementementementementement1. Exchange Rate Passthrough

Effects and Inflation Target-ing in Emerging Economies

2. Why do Malyasian Custom-ers Patronise Islamic Banks?

3. Royalties vs Fees4. The Problems of Minority

Protection and their Solu-tions within the Legal Frame-work in Turkish CorporateGovernance

5. Venture Capital in China6. Explaining Korea’s Lower

Investment Levels after theCrisis

Marketing Management7. Young Consumers and Per-

ception of Brands in HongKong

8. A Study of Factors Affectingthe Success of Private LabelBrands in Chinese e-Market

9. A Market-oriented Approachto Responsibly ManagingInformation Privacy Con-cerns in Direct Marketing

10. The Role of Moral Intensityand Personal Moral Philoso-phies in the Ethical DecisionMaking of Marketers

11. Exploratory and ExploitativeLearning in New ProductDevelopment

12. Is Market Orientation Af-fected by the Product LifeCycle?

Organzational Behaviour13. Evidence of the Practical

Utility of Wong’s EmotionalIntelligence Scale in HongKong and Mainland China

14. An Expectancy Model ofChinese-American Differ-ences in Conflict-avoiding

15. Emergent by Design16. Individual Reactions to Lead-

ership Succession inWorkgroups

17. Delegation and EmployeeWork Outcomes

18. The Dynamic Relation be-tween Organizational andProfessional Commitment ofHighly Educated Researchand Development (R&D)Professionals

Human ResourceManagement19. An Examination of Factors

Affecting Repatriates’ Turno-ver Intentions

20. E-HR Adoption and the Roleof HRM

21. Labour Relations at theWorkplace

22. Downsizing the Danwei23. Articulating Appraisal Sys-

tem Effectiveness Based onManagerial Cognitions

24. International and CulturalVariations in Employee As-sistance Programmes

Operations Management25. International and Cultural

Variations in Employee As-sistance Programmes

26. The Implementation of WorldClass Manufacturing Tech-niques in Egyptian Manu-facturing Firms

27. Empowering CollaborativeCommerce with Web Serv-ices Enabled Business Proc-ess Management Systems

28. Logistics Sophistication,Manufacturing Segmentsand the Choice of LogisticsProviders

29. Postponement Strategy froma Supply Chain Perspective

Information SystemsManagement30. Digital Piracy31. The Gambler, the Carrots,

and the Cook32. Host Country Resource

Availability and InformationSystem Control Mechanismsin Multinational Corporations

33. DSS Development and Ap-plications in China

34. Supply Chain Relationshipsand Information Capabilities

Strategic Management35. Choice of Entry Modes in

Sequential FDI in an Emerg-ing Economy

36. Business Groups and Mar-ket Failures

37. Determinants of Firm Com-petitiveness in Latin Ameri-can Emerging Economies:Evidence from Brazil’s Auto-parts Industry

38. Is Corporate Ethical Prac-tice Changing? Evidencefrom Sri Lanka

39. Knowledge Management inTechnology-focused Firms inEmerging Economies

Economics40. An Analysis of Factors Influ-

encing the Anti-dumpingBehaviour in India

41. New Evidence on the Ex-port-led Growth Nexus

42. A New Resource Curse?Impacts of China’s Boom onComparative Advantage andResource Dependence inSoutheast Asia

43. Development through Con-servation

44. Trade and Wages45. Community Driven Develop-

ment, Collective Action andElite Capture in Indonesia

Agriculture46. Evaluating Social Impacts

of Watershed Developmentin India

47. Weather Derivatives48. Adoption and Impact of

Hybrid Wheat in India49. Can Irrigation Water Use be

Guided by Market Forces?Theory and Practice

50. Class and the Politics ofParticipatory Rural Transfor-mation in West Bengal

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Financial Management

1. Reyes, Javier (2007), “Exchange Rate Passthrough Effects andInflation Targeting in Emerging Economies: What is theRelationship?” Review of International Economics, 15(3), 538-559.

The share of domestic currency depreciation, accumulatedover a certain period of time, which translates into domesticinflation is referred to as the passthrough effect. Some of therecent studies have shown the passthrough effect to bedecreasing over the past decade or so in the emergingeconomies, particularly observed in countries like Brazil,Chile, and Mexico. Although most of these economiesabandoned the fixed exchange regime and adopted inflationtargeting (IT), a direct relationship of the decline in passthrougheffect and adoption of IT could not be established. This paperargues that the evidence offered for the lower passthroughmisses the nature of the relationship between inflation and thenominal exchange rate under IT. It first shows that the declineof the passthrough effect is an expected result in the emergingcountries that implement IT due to ‘fear of floating’ practicesthat are justified under this regime. Therefore it is not the casethat the domestic currency depreciation effects on inflation arenot an issue. This study shows that, keeping other relevantfactors constant, declining passthrough effects can be the resultof changes in monetary policy regimes, specifically a switchfrom a crawling peg regime to an IT regime. By establishinga clear relationship between the lower passthrough and theadoption of IT, this analysis offers an additional explanationfor the declining passthrough effect of currency depreciationon domestic inflation.

2. Dusuki, Asyraf Wajdi and Abdullah, Nurdianawati Irwani(2007), “Why do Malyasian Customers Patronise IslamicBanks?,” International Journal of Bank Marketing, 25(3), 142-160.

Since 1983, Malaysia has had a dual banking system, wherebythe Islamic banking system operates in parallel with theconventional system. In a rapidly evolving and challengingfinancial environment like Malaysia, the ability of the Islamicbanking industry to capture a significant market share isdependent on the strategic positioning of the Islamic bankingplayers to maintain their competitive edge and offer servicesand products that satisfy the needs of their customers. Thisstudy investigates Islamic banking patronage factors from thecustomers’ perspectives specifically examining the factorswhich customers consider important when selecting to bankwith an Islamic bank and the ranking of criteria whichinfluence the bank patronage decision of customers in a dualbanking environment like the Malaysian. The analysis is basedon a survey conducted among customers (both financingcustomers and depositors) of two leading full-fledged Islamicbanks in Malaysia, namely Bank Islam Malaysia Berhad(BIMB) and Bank Muamalat Malaysia Berhad (BMMB). Thestudy reveals that the main reason for selecting and patronizingIslamic banks is customer satisfaction due to the quality ofservices provided by these banks. The services include factorslike treating customers with respect, staff ability to convey trustand confidence, efficiency and effectiveness in handling anytransaction, and preparedness in providing solutions andanswers concerning Islamic banks’ products and services. TheIslamic bankers thus can no longer depend on a market strategyof attracting religious customers and should rather focus onenhancing their service quality, the authors add.

3. Vishwasrao, Sharmila (2007), “Royalties vs Fees: How doFirms Pay for Foreign Technology?” International Journal ofIndustrial Organization, 25(4), 741-759.

Licensing is increasingly becoming an important mode oftechnology transfer for many developing and industrializedcountry firms. It is a low risk method for firms to appropriateadditional returns to their R&D expenditures. This paperexamines how variations in licensing contracts are affected bythe usual tradeoffs between control and diffusion of technology.It uses a data set of all foreign collaboration agreements byIndian firms between 1989 and 1993 to study the nature oflicensing contracts between affiliated and unaffiliated firms.It specifically studies the factors which determine whethertechnology licensing contracts will extract payments throughup-front fees, royalties or a combination of both. The studyfinds significant differences based on firm and industrycharacteristics not only between the forms of payments fortechnology but also how those factors vary for subsidiaries andunaffiliated firms. The use of royalties is associated with firmsthat are not foreign owned and in industries where the licensermay want to control the output levels and reputation. Thuslicensing contracts are more likely to use royalties when salesare relatively high while increased volatility of sales andgreater profitability favour fixed fee contracts. The study alsofinds support for risk sharing through royalty payments. Inaddition, factors such as firm’s profits, sales, and size alsoemerge as important determinants of the structure of technologylicensing contracts.

4. Hacimahmutoglu, Sibel (2007), “The Problems of MinorityProtection and their Solutions within the Legal Frameworkin Turkish Corporate Governance,” Journal of BankingRegulation, 8(2), 131-158.

Turkey’s geo-political position enables its capital market to bea part of the European Union’s integrated capital market. Forestablishing a well-developed capital market and for attractingboth foreign and domestic investors, Turkey is experiencingan ongoing reform of its corporate governance system,amending its major statutes to meet EU law requirements anddrafting the codes along the lines of those produced by privateinternational organizations. This paper examines theInternational Institute of Finance (IIF) reports and considerswhether the draft Turkish Commercial Code (TCC) implementsrelevant EU law provisions appropriately. It explains the legaland regulatory framework for corporate governance ensuringthe minority shareholder and investor protection. It alsoidentifies weaknesses in Turkey’s legal framework for corporategovernance and suggests ways in which legal and regulatoryprovisions would be amended or new provisions would beadopted to respond to the weaknesses resulting in the lack ofequity culture in Turkey. Turkey’s legal framework is foundto suffer from a number of weaknesses resulting in a lack ofequity culture. It is argued that the shareholder and investorparticipation in the capital market will reduce the cost of capitaland encourage companies to use the equity capital rather thandebt as a source of finance. This is likely to create a widespreadshareholding structure, leading to a well-developed equityculture, the author adds.

5. Pukthuanthong, Kuntara and Walker, Thomas (2007),“Venture Capital in China: A Culture Shock for WesternInvestors,” Management Decision, 45(4), 708-731.

158 ABSTRACTS

Venture capital (VC) investments in China stands at thirdposition in the world after the US and the UK. It is, however,difficult to enter the Chinese market due to the cross-countrydifferences in venture capital markets and their internalstructures. Against the Western focus on profit maximization,rights protection, and transparency, Chinese business cultureemphasizes networking, harmony, and seniority. To help theWestern investors in making appropriate and well-informedinvestment decisions, this study provides a detailed comparativeaccount of the VC markets in China and the West. It discussesthe historical developments and recent trends and some of therecent measures the Chinese government has taken to aid thedevelopment of the local venture capital industry and toimplement laws and regulations that are at par with internationalstandards. The study clearly brings out the disparities that setapart the Chinese VC market from the Western. For instance,unlike in the West, the Chinese venture capitalists have toremain in close contact with the insiders of the funded firmdue to a lack of sufficient control mechanisms. The gradualchanges in the recently implemented government policiesprovide a much stronger foundation on which the VC sectorcan grow, making the Chinese economy more diversified andultimately turning China into a more stronger and stable powerin the world.

6. Kinkyo, Takuji (2007), “Explaining Korea’s LowerInvestment Levels after the Crisis,” World Development, 35(7),1120-1133.

During the financial crisis of 1997-98, Korea experienced asharp economic contraction, the major contributor being thegross fixed investment. Although there was a rebound effectin investment in the subsequent periods, investment levelsmeasured as a ratio of output remain substantially below pre-crisis levels for almost a decade after the onset of the crisis.This paper examines the fundamental determinants of Korea’saggregate investment focusing on the factors responsible forthe persistence of lower investment levels after the crisis. Italso sees whether Korea’s recent levels are too low relative tothe equilibrium value, derived from the long-run relationshipbetween investment and underlying fundamentals. Anestimation of error correction model of real investment suggeststhat the recent investment levels are neither too high nor toolow relative to the long-run equilibrium value, although therewas substantial overinvestment prior to the crisis. Thepersistently low investment rates are stated to have resultedfrom a fall in the long-run equilibrium value of investmentrates due primarily to the effects of adverse terms of trade oncorporate profits and cash flows. Overall, the variation in termsof trade seems to have a pronounced effect on investment,reflecting the unique characteristics of the Korean industry:concentration of exports in a fairly small number of productsand the high degree of import dependence for the supply ofkey production inputs.

Marketing Management

7. Chan, Kara (2006), “Young Consumers and Perception ofBrands in Hong Kong: A Qualitative Study,” Journal of Product& Brand Management, 15(7), 416-426.

With the enhanced purchasing power in the developingcountries, materialism among younger generation hasdramatically increased. While marketing professionals are

keen to promote spending, parents and policy makers areconcerned with protecting young consumers from perceiveddeclining moral standards. This study examines youngconsumers’ perceptions about possessions of branded goodsand their materialistic value orientation in the context of HongKong—an affluent city with abundant advertisements. It wasspecifically meant to see how they associate possessions ofbranded goods with happiness, friendship, and personalitytraits. Young consumers in Hong Kong are subjected to a valuestructure that embraces Confucian, capitalist, as well asfeudalist values. A sample of 48 Chinese children aged 13 to19 were asked to draw what comes to their minds for twostatements depicting persons having/not having expensivebranded goods. Results revealed that the respondents’perceptions of personality traits of a person with or withoutpossessions were very different. A person with many brandedgoods was associated with negative personality traits, such asarrogance, wastefulness, and self-centeredness. The positivepersonality traits associated with a person with branded goodswere high-esteem and positive attitudes towards life. A personwithout a lot of branded goods was perceived as easygoing,friendly, and down-to-earth. Based on the findings, a modelof consumer socialization was proposed for children.

8. Huei-Chen, Hsu (2007), “A Study of Factors Affecting theSuccess of Private Label Brands in Chinese e-Market,” Journalof Technology Management, 2(1), 38-53.

Private label brands (PLB), also called ‘store brands’ isincreasingly becoming important in frequently purchasedconsumer goods marketing. Online purchasing, however, hasnot matched this growth presumably due to the perceived riskassociated with this medium. This paper explores differenttypes of factors affecting consumers’ perception in purchasingPLB and analyses firms’ optimal brand or pricing strategieson the internet. It uses confirmatory methodology to approachfactors of the consumer-level variables including perceptionsof the consequences of making a wrong brand choice, thedegree of quality concern across brands, the search andexperience nature of product features, and consumer priceconsciousness in that category. The analysis finds that Chineseconsumers’ exposure to online products is relatively newleading to difficulty in differentiating between similar brands.Previous purchase experience and searching online is believedto help in reducing the consequences of purchase mistakes.The consumers, however, purchase PLB for reason of priceconsciousness. It is further found that demographic profilevariables correlate significantly with intention to adopt anonline purchase, e.g., consumers having higher income andhigher education tends not to purchase PLB. Also internet usefrequency correlates negatively with perceived risk. Theimplications of these findings are discussed for e-marketers’management of website in China.

9. Dolnicar, Sara and Jordaan, Yolanda (2007), “A Market-oriented Approach to Responsibly Managing InformationPrivacy Concerns in Direct Marketing,” Journal of Advertising,36(2), 123-149.

Computer-based systems have made it easy and affordable fordirect marketers to collect, store, use, and share informationwith others. Direct marketing (DM) has the ability to becomemore intrusive, raising issues of privacy invasion. However,concerned customers refuse to buy through risky channels or

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provide information thus jeopardizing the aim of DM. Typicalmeasures taken to protect consumers from privacy violationsare of a regulative nature which is directly opposed to theprofit-maximization goals of the company. This paper examinesthe usefulness of market-driven approaches in the portfolioof measures to address consumers’ privacy concerns. Asegmentation-based approach is suggested in which consumersare grouped according to their privacy concerns thus enablingthe companies to appropriately target each of those groups bytaking their segment-specific privacy concerns intoconsideration. The potential of this approach is tested on twoindependent samples from South Africa and Australia. Theuse of distinct consumer privacy segmentation of consumershelps not only in targeting the right people with the rightproduct, but also to target the right people with the rightapproach in terms of information privacy. This market-oriented approach fits in with the economic rationale of thecompanies by improving the effectiveness of theircommunication with consumers and is thus a useful additionto the toolbox of measures designed to prevent informationprivacy violations.

10. Singh, Jatinder J; Vitell, Scott J; Al-Khatib, Jamal and ClarkIII, Irvine (2007), “The Role of Moral Intensity and PersonalMoral Philosophies in the Ethical Decision Making ofMarketers: A Cross-Cultural Comparison of China and theUnited States,” Journal of International Marketing, 15(2), 86-112.

The results of many empirical studies have suggested thatmoral intensity influences ethical judgments and behaviouralintentions in situations that involve ethical issues. Thesestudies, however, differ regarding the structure of thecomponents of moral intensity and their relative importancein predicting ethical judgments. This study examines the roleof personal moral philosophy and perceived moral intensityin ethical decision making in a cross-cultural context. Usinga two-step structural equations modeling approach, it analysesthe measurement and structural models with cross-culturalsamples from the US and China. The results partially replicatethe findings from the previous studies and provide evidencethat the measurement model is somewhat invariant across thetwo groups studied but the structural model is not. In addition,there is evidence that the relationship between personal moralphilosophies and moral intensity varies across the two cultures.While relativism is a significant predictor of moral intensityfor the Chinese sample, it is not for the US sample. However,idealism is a significant predictor of perceived moral intensityfor both samples of marketing practitioners. Finally, perceivedmoral intensity is a significant, direct predictor of ethicaljudgments, and ethical judgments are a significant, directpredictor of behavioural intentions in both instances, theauthors add.

11. Atuahene-Gima, Kwaku and Murray, Janet Y (2007),“Exploratory and Exploitative Learning in New ProductDevelopment: A Social Capital Perspective on NewTechnology Ventures in China,” Journal of InternationalMarketing, 15(2), 1-29.

For new technology ventures in emerging countries such asChina, successful new product development (NPD) is ofparamount importance. A key reason for the increasingnumber of foreign-owned and local new technology venturesin China is to develop new products not only for the domestic

market but also for the international market. Recent advancesin explaining new venture learning for NPD have been in termsof the social capital theory which intimates that top managersoperate in a social context inside and outside their organizationsand that these social interactions influence the organizationalstrategy and its outcomes particularly in new ventures. Thisstudy investigates the differential effects of the structural,relational, and cognitive dimensions of social capital, basedon exploratory and exploitative learning in new venture NPDin China. The results indicate that three dimensions of internaland external social capital—structural, relational, andcognitive—have differential effects on the level of exploitativeand exploratory learning. The results also support the argumentthat firms need a balance of exploratory and exploitativelearning to enhance performance. The study confirms thatinvesting in internal and external social capital, especially ina country such as China, ultimately enhances new productperformance. The managerial implications of these findingsare discussed.

12. Wong, Hiu-Kan and Ellis, Paul D (2007), “Is MarketOrientation Affected by the Product Life Cycle?” Journal ofWorld Business, 42(), 145-156.

The product life cycle (PLC) framework classifies the evolutionof product markets into four stylized stages: introduction,growth, maturity, and decline. Although PLC is often flawedas a decision-making model, the authors consider it valuableas a descriptive framework for explaining market dynamics.This paper conceptualizes PLC stages in terms of variationsin competitive intensity, market and technological turbulence.Markets are stated to be turbulent when customer preferencesare evolving and new customers are continually entering themarket. In PLC terms, these conditions prevail during thegrowth stage and are least relevant during the final declinestage. Similarly, technological turbulence is believed to be thegreatest in the growth stage and weakest in the decline stageof the PLC. Further, the introductory stage of a new productcategory, competition is virtually non-existent, the greatestcompetitive pressure being experienced only after the marketenters its mature stage. Data collected from 292 Hong Kong-Chinese manufacturers show that market orientation is indeedaffected by the PLC. Market orientation tends to be higherfor firms in the growth and maturity stages of the life cyclethan for firms in new or declining markets. Also, it has thegreatest impact on performance during the turbulent growthstage of the PLC and the least impact during the introductorystage. One of the implications of the findings is that radicalnew products are likely to be successful with less marketorientation.

Organizational Behaviour

13. Wong, Chi-Sum; Wong, Ping-Man and Law, Kenneth S(2007), “Evidence of the Practical Utility of Wong’s EmotionalIntelligence Scale in Hong Kong and Mainland China,” AsiaPacific Journal of Management, 24(1), 43-60.

Emotional intelligence (EI) is generally considered as anindividual’s ability to understand and deal with one’s ownand others’ emotions and to make best use of them to facilitateperformance in the workplace and their own personal lives.Although many self-report EI scales have been developed for

160 ABSTRACTS

the measurement of EI, there have been questions about theirvalidity and reliability. A 40-item forced choice EI scale wasdeveloped for the Chinese respondents by Wong et. al., calledthe Wong’s Emotional Intelligence Scale (WEIS). The scaleconsists of two parts. The first part contains 20 scenarios andrespondents are asked to choose one option that best reflectstheir likely reaction in each scenario while the second partcontains 20 ability pairs and respondents are asked to chooseone out of two types of abilities that best represent theirstrengths. For each ability pair, one is EI-related while the otheris related to other intelligence dimensions. This study testswhether WEIS is able to capture the differential EI-job outcomerelationships for high versus low emotional labour jobs thathave been identified by human resource practitioners. For thedata collected in Hong Kong and China, the results of Study1 indicate practical value for jobs with moderate to high levelsof emotional labour. As per Study 2 and 3, although therespondents react differently during selection than in a researchsituation, WEIS is still useful in a selection context. Thus theauthors conclude that while WEIS can be used in practicalsituations for Hong Kong and Chinese samples, its applicabilityin other Asian countries needs to be tested.

14. Friedman, Ray; Chi, Shu-Cheng and Liu, Leigh Anne (2006),“An Expectancy Model of Chinese-American Differences inConflict-avoiding,” Journal of International Business Studies,37(1), 76-91.

One of the most discussed issues in joint ventures with Chinesecompanies is the cultural differences and how conflict arisingout of it is managed. Chinese tendency of avoiding conflicthas been stated to be an impediment to Western-Chinesebusiness relationships. This paper develops an expectancymodel for Chinese-American differences in conflict-avoiding,and tests this model using a scenario study with respondentsfrom Taiwan and the US. The model highlights three placesof difference for motivation to avoid conflict: (a) expectancyeffect—differences in belief that being direct will hurt therelationships; (b) instrumentality effect—differences in beliefthat maintaining good relations pays off in terms of materialand political support; and (c) valence effect—differences in thedegree to which they are inherently concerned for others sothat maintaining good relations is inherently valued. Thefindings suggest that higher levels of conflict avoidance amongthe Chinese are a result of both expectancy and valence effects.However, n support was found for the proposition thatChinese care more about relationships because thoserelationships, in turn, provide payoffs in terms of guanxifavours. The findings suggest that when Chinese avoid morethan the Americans, it is likely to be made up of conformingtactics more than outflanking. Given higher levels of concernfor others among the Chinese, conforming is likely to be morecommon among them than the Americans. Thus greateradaptation can be expected of the Chinese to the Westerncontext than vice versa.

15. Garud, Raghu; Kumaraswamy, Arun and Sambamurthy,V (2006), “Emergent by Design: Performance andTransformation at Infosys Technologies,” Organization Science,17(2), 277-286.

Organizations confront two primary demands in their questfor survival and growth. First, they have to perform seamlesslyon a day-to-day basis to satisfy their customers, shareholders,

partners, and other stakeholders. Simultaneously, they alsohave to transform themselves to navigate fundamental shiftsin their environments—market, technological, or institutional.This paper explores how organizations may be designed totransform themselves even as they continue to performseamlessly on a day-to-day basis. Organizational designinvolves paying attention to people, processes, technologies,and governance. Infosys Technologies was studied to explorehow the company deployed these four elements in itsorganizational design and to examine the interactions amongthe design elements and how these evolved to influence day-to-day performance and transformation as the companynavigated turbulent times in its industry. Infosys has seededeach element of its organizational design with generativeproperties, i.e., the routine application of these elements forday-to-day performance also yields new possibilities for thefuture. These design elements reinforce and balance oneanother, leading to the emergence of an organizational platformthat supports both day-to-day performance and transformation,the authors observe.

16. Ballinger, Gary A and Schoorman, F David (2007),“Individual Reactions to Leadership Succession inWorkgroups,” Academy of Management Review, 32(1), 118-136.

Research on leadership suggests that different workgroupmembers have different relationships with the formal leaderof the workgroup. Thus the changes in the formal leadershipresult not only in changes in workgroup processes andperformance but also in the affect and work attitudes ofmembers of the group who remain after the change. This paperproposes a stage-based model of individual reactions to leadersuccession that relates individuals’ affective reactions to thedeparture of the old leader to subsequent judgments about thenew leader, as well as to judgments about their job andbehaviours on the job. It integrates the theories of cognitive,appraisal, relational leadership, and trust to examine theprocess as it unfolds in each stage—discovery—exit—entry—role stabilization. The succession episode begins with thediscovery by the group members that the leader is leaving.It is proposed that the quality of the relationship with the priorleader will influence an affective reaction to that leader’sdeparture. This affective reaction will influence the groupmember’s initial trust in the new leader, task communicationwith the new leader, organizational citizenship behaviours,and motivation to perform, job satisfaction, and turnover. Themodel would be useful in understanding outcomes of CEOsuccession in terms of the reactions of members of the topmanagement team and would also shed light on the processof new relationship formation in leader-member dyads.

17. Chen, Zhen Xiong and Aryee, Samuel (2007), “Delegationand Employee Work Outcomes: An Examination of theCultural Context of Mediating Processes in China,” Academyof Management Journal, 50(1), 226-238.

In the practitioner literature, delegation is promoted as acritical element in leadership effectiveness and is replete withprescriptive accounts of why and how to delegate. This studyuses the cultural representation theory to develop a model ofthe processes linking delegation to work outcomes. The modelproposes that individuals self-regulate behaviour by processingself-relevant information in terms of the extent to which itcontributes to self-worth and well-being. In this process,

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cultural values play an important role in determining theimplications of managerial practices for self-concept. Theauthors argue that self-concept constitutes an underlyingmechanism through which delegation is related to workoutcomes. Self-concept has been defined by identity whichreflects the meanings that comprise the self as an object. Inthe context of this study identity is reflected by a person’s statusas an organizational insider. As an indicator of the quality ofan employment relationship, perceived insider status is expectedto be related to the behavioural and attitudinal work outcomes.Regression analysis conducted on a data on subordinate-supervisor dyads from China suggest that the influence ofdelegation on employees work outcomes is indirect, operatingthrough enhancing the self-concept constructs of organization-based self-esteem and perceived insider status. However, theinfluence of delegation on these self-concept constructs iscontingent upon the individual cultural value orientation oftraditionality.

18. Chang, Jae Yoon and Choi, Jin Nam (2007), “The DynamicRelation between Organizational and ProfessionalCommitment of Highly Educated Research and Development(R&D) Professionals,” The Journal of Social Psychology, 147(3),200-315.

In today’s globalized economy, with the success in R&Dbecoming a key source of competitive edge, motivating andretaining competent R&D professionals is considered criticalfor successful product development. This study examines thephenomenon of dual commitments of R&D professionals,proposing that organizational and professional commitmentshave a complimentary relation that may change with increasingtenure in an organization. It is believed that these commitmentshave substantial implications for workplace attitudes andbehaviours such as job involvement, job satisfaction, workmotivation, and turnover. This dynamic link was tested byusing data collected from a sample of R&D professionals withPh. Ds who were employees of two large Korean electronicscompanies. Given that professionals are often more stronglycommitted to their professions than to their employingorganizations, professional commitment is a critical careerattitude for them that may interact over time with theirattitudes toward their organizations. The results indicate thatorganizational and professional commitments followedopposite patterns in their changes over the first 12 months oftenure It confirmed the complementary dynamics between thetwo which was more pronounced during the first 14 monthsafter organizational entry than during the later periods oforganizational life, when levels of organizational andprofessional commitment appeared to stabilize and even movetogether. .

Human Resource Management

19. Lee, Hung-Wen and Liu, Ching-Hsiang (2007), “AnExamination of Factors Affecting Repatriates’ TurnoverIntentions,” International Journal of Manpower, 28(2), 122-134.

Repatriation is the final link to the completion of internationalassignments and is generally considered a non-issue. However,research has indicated problems of readjustment to the corporatestructure, personal finance problems, and re-acclimatizationin the home country environment as significant factors forrepatriates. This study examines the factors influencing the

repatriation process by empirically testing if repatriationadjustment, job satisfaction, and organizational commitmentaffect the Taiwanese repatriates’ intent to leave the organizationand whether these variables predict the Taiwanese repatriates’intent to leave the organization. The results of multipleregression analysis indicated that repatriation adjustment wasthe strongest predictor of intent to leave the organization forTaiwanese repatriates after repatriation. The repatriates whoperceived a higher level of repatriation adjustment had a lowerintent to leave. In fact, adjustment emerged as the mostimportant and statistically significant predictor of Taiwaneserepatriates’ intent to leave the organization. Organizationalcommitment was the second most important predictor inexplaining the variance of intent to leave. Although jobsatisfaction was negatively related to intent to leave, it wasnot found to be significant on repatriates’ intent to leave theorganization in regression analysis. Poor repatriation couldresult in a loss of valuable employees. Both expatriates andmultinational organizations should therefore prepare forreturning home, treating it as the beginning of a new career,the authors conclude.

20. Panayotopoulou, Leda; Vakola, Maria and Galanaki,Eleanna (2007), “E-HR Adoption and the Role of HRM:Evidence from Greece,” Personnel Review, 36(2), 277-294.

A modern e-HR system allows employees to control their ownpersonal information by updating records and making decisionsand allows the managers to access information, conductanalyses, make decisions and communicate with others. Thisstudy examines the use of e-HR in Greece, thus proposing aframework of analysis of e-HR systems in smaller countries.More specifically, it examines the reasons for adoption of e-HR practices, identifies critical success factors in e-HR adoption,and discusses the manner in which e-HR shapes the role ofHRM in the new economy, as well as the perceived effect ofe-HR in the future of the HR profession. Both the quantitativeand qualitative studies show that in general the Greek firmsseem to lag behind in e-HR adoption. The main reason for e-HR adoption is facilitating of staffing procedure andcommunication. Organizational culture, collaboration betweenHR and IT, and employees’ IT skills emerged as critical successfactors for e-HR adoption. Although e-HR is not considereda substitute for personal contact and face-to-face communication,yet the majority in the sample perceived it as having potentialfor upgrading the HRM role from administrative to a morestrategic one.

21. Madhuku, Lovemore (2006), “Labour Relations at theWorkplace: The Experience of Southern Africa,” TheInternational Journal of Comparative Labour Law and IndustrialRelations, 22(2), 279-292.

The South Africa Labour Relations Act, 1995 establishes ashopfloor worker institution called a workplace forum topromote the interests of all employees in the workplaceregardless of whether or not they are trade union members.Labour relations at the workplace raise certain fundamentalissues: (a) To what extent the labour relations system recognizesand promotes the existence and functioning of workerorganizations other than trade unions; (b) the institutionalrelationship, if any, between national trade unions and shopfloorworkers; (c) whether the labour relations system establishesand recognizes shopfloor collective bargaining; and (d) whetherthere are any dispute settlement mechanisms which are

162 ABSTRACTS

specific to the shopfloor. This article discusses how labourrelations system in South Africa deals with these issues. Thefocus was on shopfloor worker institutions and how they relateto other key issues such as relations with trade unions,collective bargaining, and dispute settlement. The SouthernAfrican countries fall into two main groups in this respect:countries having a comparable institution and those havingno specific worker institutions at the shopfloor. The studysuggests that although there has been no uniform system inSouth Africa, it is clear that the trade unions have beenaccorded a substantial role in shopfloor worker representationwhich in turn affects the extent to which collective bargainingis permitted at that level.

22. Hassard, John; Morris, Jonathan; Sheehan, Jackie andYuxin, Xiao (2006), “Downsizing the Danwei: Chinese State-Enterprise Reform and the Surplus Labour Question,”International Journal of Human Resource Management, 17(8), 1441-1455.

The segment of the economy that has been the most resilientin the Chinese reform process has been the state sector asrepresented by the danwei, or the state-owned enterprises(SOEs). While the SOEs are portrayed as declining, they stillremain a central part of China’s industrial structure and akey to the reform process. This paper examines the progressmade in the current round of state enterprises corporatereform, based on the Modern Enterprise and Group Systems—and extends this to discuss the major social consequences ofsuch large scale enterprise restructuring. Surplus labouremerged as the most serious problem of reforms. Drawingon interview data from eight large SOEs in the steel industry,the paper assesses the extent to which the aims of reducinggovernment interference in the running of SOEs, developinga sense of enterprise, and achieving cost reductions andproductivity improvements through large-scale workforcereductions can be achieved in the present reform-inducedclimate of labour unrest and incipient political instability. Theanalysis has largely concerned the redundancy orredeployment of surplus production workers and managersin the state industry and how this is fraught with practicaland political difficulties.

23. Wright, Robert P and Cheung, Frenda KK (2007),“Articulating Appraisal System Effectiveness Based onManagerial Cognitions,” Personnel Review, 36(2), 206-230.

In the recent years, with the increased relevance of productivityand performance, appraisal systems have emerged as a value-added service for giving a company a competitive edge inachieving its strategic goals. Research on appraisal systemeffectiveness so far does not suggest much about how theorganizational actors, party to the appraisal process, construetheir appraisal experiences within the bigger framework ofperformance management system. This paper extends thepresent mainstream research on appraisal cognitions byexamining (a) how the practicing managers see, interpret, andmake sense of their performance management experiences and(b) in what way these managerial cognitions of appraisalsystem experience lead to deeper understanding of the ayforward in designing more effective performance managementsystems. Individual repertory grid interviews wereadministered on 100 practising managers. The interrelationshipsof the appraisal elements, the elicited constructs with the other

constructs, and how the elements relate to the appraisalconstructs in psychological space were expressed through acollective cognitive map. While certain groups of appraisalcharacteristics such as more need for objectivity, feedback,participation involvement, etc., remained constant, some newconstructs of what constitutes an effective performance appraisalsystem were elicited. Concern for control ranked among thetop five most cited constructs revealing a deep-seated cognitionall the managers and ‘tailored to help individual develop andlearn’ ranked within the top ten frequently occurring collectiveconstructs of appraisal system effectiveness. The theoreticaland practical implications of the findings are discussed.

24. Bhagat, Rabi S; Steverson, Pamela K and Segovis, JamesC (2007), “International and Cultural Variations in EmployeeAssistance Programmes: Implications for Managerial Healthand Effectiveness,” Journal of Management Studies, 44(2), 222-245.

An Employee Assistance Programme (EAP) is meant to be asystematic approach designed to manage the dysfunctionalstressors originating from work or non-work sources. Sponsoredby an organization, EAP offers a range of psychological serviceto cope with emotional, financial, and legal difficulties. WhileEAPs are more common in the Western countries, similarinstitutional mechanisms are beginning to evolve in the non-Western parts, particularly China, India, Southeast Asia, andBrazil. This paper examines the nature of cross-culturalvariations in the evolution and existence of EAPs and providesa culture-specific framework for classifying the prevalence ofEAPs around the globe. It also presents a cultural matrix thatexamines the relative importance and existence of EAPscompared with the individual styles of coping, social supportmechanisms, and culture-specific rites and rituals of thevarious cultures. The four cells of the framework are verticalindividualism, vertical collectivism, horizontal individualism,and horizontal collectivism. Each country provides its ownculture-specific mechanism for coping and adaptation. Theanalysis suggests that cultural backgrounds of employeesmight provide helpful cues that are often useful in helpingthem cope with dysfunctional consequences of stress. However,such cues are not understood and interpreted with anindividualistic perspective that exists in the countries whereEAPs originate. Therefore, EAPs that are consistent with thecultural values of the society can be expected to be ofconsiderable significance in enhancing the individual’s or thegroup’s ability to cope with stresses in this era of globalization,the authors conclude.

Operations Management

25. Perry, Marcia (2007), “Natural Disaster ManagementPlanning: A Study of Logistics Managers Responding to theTsunami,” International Journal of Physical Distribution & LogisticsManagement, 37(5), 409-433.

As per the media reports, the Tsunami of December 2004 struck12 countries including Indonesia, Sri Lanka, India, and Maldives,resulting in colossal destruction in terms of death and injuries,land devastation, destruction of homes and livelihoods, andpsychological damage due to all these factors. While the reliefeffort was able to provide basic assistance to the affectedpopulation, it was reported to be organizationally andlogistically hindered. This paper develops and discusses a

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model that relates the key findings on disaster-responserequirements to natural disaster planning. The natural disasterresponse activity is placed within a locally-based, holistic, andbroadly inclusive disaster planning continuum context. Giventhe recurring nature of natural disasters, the theme of disasterpreparedness in vulnerable communities, which mainly focuseson developing the ability to respond quickly and appropriately,is a cornerstone of disaster relief activity. The other disasterresponse requirements include involvement of the local people,coordinated needs assessment, collaborative informationsharing between parties, and logistical expertise and efficiency.The holistic planning approach presented metaphorically asa boat sailing on a planned course, incorporates a forward-thinking, strategic pre-disaster preparedness stage, the actualdisaster response stage, and the aftermath stage involving thefollow-up activities. The model is meant to guide the naturaldisaster planners in the search for natural disaster managementsolutions.

26. Salaheldin, Salaheldin Ismail and Eid, Riyad (2007), “TheImplementation of World Class Manufacturing Techniquesin Egyptian Manufacturing Firms: An Empirical Study,”Industrial Management & Data Systems, 107(4), 551-566.

In order to achieve significant socio-economic improvements,Egypt has made manufacturing management their primeagenda and has therefore initiated the world-classmanufacturing (WCM) techniques. This study traces theprogress made by the Egyptian manufacturers towards aworld-class status, exploring the drivers that encourage themand the difficulties that may prevent them from embracingthese WCM strategies. WCM is often characterized by threecore strategies of customer focus, quality, and agility and sixcompetencies—employee involvement, supply management,technology, product development, environmentalresponsibility, and employee safety, and corporate citizenship.The findings of this study indicate that the Egyptianmanufacturers are still in the 1970s and 1980s, when comparedto the world-class manufacturers. They still continue to usethe mass production philosophy and are not influenced by“mass customization.” The implementation of WCM techniqueshas been found to be influenced the most by factors such ascost reduction, improvement in business process and efficiency,and a desire for greater supplier involvement and customerservice. Poor planning and lack of knowledge, training, andcommunication are the most significant barriers to WCMimplementation in the Egyptian manufacturing sector. Theauthors offer guidelines for the successful implementation ofWCM by Egyptian firms.

27. Chen, Minder; Zhang, Dongsong and Zhou, Lina (2007),“Empowering Collaborative Commerce with Web ServicesEnabled Business Process Management Systems,” DecisionSupport Systems, 43(2), 530-546.

Collaborative commerce (C-commerce) is a set of technologiesand business practices that allows companies to build strongerrelationships with their trading partners through integratingcomplex and cross-enterprise processes governed by businesslogic and rules as well as workflows. This paper gives an in-depth analysis of Business process management (BPM) andweb services in the context of C-commerce, focusing on theemerging use of Web services in conjunction with businessprocess management (BPM) to support C-commerce. It proposes

an architecture for web services enabled BPM in C-commerceand provide technical insights into why web services canenhance process integration and how to deploy web servicesfor process management in support of C-commerce. Thegeneric web services-enabled BPMS architecture for C-commerce incorporates useful features of workflowmanagement systems, EAI products, process modeling tools,and B2B servers. An implementation of a dynamic e-procurement application based on the proposed architectureis also presented. It involves an ERP system, a business ruleengine, a workflow component, a service registry, and webservices provided by suppliers handling price quotation andordering. The design is meant to provide a high-level businessprocess context for integrating applications both inside andoutside enterprise boundaries in support of dynamic and agilebusiness processes.

28. Wanke, Peter; Arkader, Rebecca, and Hijjar, Maria Fernanda(2007), “Logistics Sophistication, Manufacturing Segmentsand the Choice of Logistics Providers,” International Journalof Operations & Production Management, 27(5), 542-559.

Logistics organizational sophistication implies a degree ofmaturity of the logistics function in terms of emphasis in theplanning and performance monitoring, and continuinginvestment in information technologies; commitment torelationships upstream and downstream in the supply chain;and formalization and organizational integration of logisticsfunctions. Although it is generally assumed that shippers witha high degree of sophistication in their logistics functions willmore likely favour providers with higher and wider, moreintegrated, logistics capabilities, this relationship has not beenestablished. This paper investigates the relationship betweenthe choice of possible interactions between the choice ofintegrated or functional logistics providers by Brazilian shippersand their manufacturing process structures and the level ofsophistication of their logistics function as well as the impacton that choice of possible interactions between these twocharacteristics of the shippers. The analysis tests the researchquestions on the individual and combined relationships oflogistics sophistication, measured on a logistics sophisticationindex (LSI) and process type (V-A-T classification for materialsflow analysis) with the choice of type of 3PL provider. Theresults find support for an association of sophisticated logisticsfunctions and a preference for integrated 3PLs and alsobetween the type of 3PL services a provider hired and themanufacturing process structure of the shipper in a V-A-T typeanalysis.

29. Yeung, Jeff Hoi Yan; Selen, Willem; Deming, Zhou and Min,Zhang (2007), “Postponement Strategy from a Supply ChainPerspective: Cases from China,” International Journal of Physical& Logistics Management, 37(4), 331-356.

Postponement strategy is widely used by many industrialgiants to intentionally delay the execution of a task, insteadof starting it with incomplete or unreliable information input.This paper empirically examines the adoption of postponementstrategy as a supply chain strategy by the Chinese manufacturersbased on eight cases. It also classifies the varying typologiesof postponement applications and derives some postulationsfor future testing. A grounded theory building approach wasused with case studies as the principles of theory building.The within-case analyses shed light on the underlying supply

164 ABSTRACTS

chain characteristics of each firm, and cover downstreamstructure, manufacturer-customer relationship, upstreamstructure, manufacturer-supplier relationship, productionmethod, product characteristics, lead time, and inventoryposition. The postponement strategies used under the varyingsupply chain structures and operating conditions of the eightcases are discussed. The case analyses demonstrates thatbesides market environment and product and processcharacteristics, the supply chain structure and supplier-manufacturer-customer relationship do influence thepostponement strategy as well. Two propositions are postulated:(a) When a supply chain has a balanced structure, it shoulduse speculation or production postponement; (b) in the caseof an unbalanced structure, it should use purchasingpostponement or product development postponement.

Information Systems Management

30. WL (2007), “Digital Piracy: Causes, Consequences, andStrategic Responses,” Asia Pacific Journal of Management, 24(1),9-25.

The piracy of copyrighted protected digital goods is a growingproblem in the music, computer software, videogame, and filmindustries. Digital piracy involves the purchase of counterfeitproducts at a discount to the price of the copyrighted productand illegal file sharing of copyright material over peer-to-peercomputer networks. The rapid diffusion of broadbandconnections to the Internet and the rise of peer-to-peer networksmake downloading of files much easier thus increasing thefear of higher piracy rates. This paper discusses the causes ofpiracy, with particular reference to the factors that leadconsumers to engage in piracy en masse and explores theconsequences of piracy for copyright holders. The discussionon the causes of digital piracy is framed on the basis of threetheoretical perspectives: moral development, equity theory,and moral intensity. Work on moral development suggests thatpiracy in digital goods is high because the threat of detectionand punishment are low, and social consensus and peerpressure are not strong. Further, the perceived value relativeto price is influenced by feelings of inequality and theprevailing social ideology that software should be free.Additionally, a decision to pirate could be seen as having anegligible harmful effect on the copyright holder. In fact, incertain circumstances, limited piracy is believed to benefit thecopyright holder by speeding up diffusion of a digital good.The author explains the relationship between price, demandfor pirated goods, and legal demand with the help of aneconomic model and throws light on the suitable strategicresponses that the copyright holders can take to take advantageof the consequences.

31. Brauer, Tony; Edwards, Vincent and Phan, Anh Trieu(2007), “The Gambler, the Carrots, and the Cook: A CriticalEvaluation of Investment Potential in the VietnameseSoftware Industry,” Asia Pacific Business Review, 13(1), 41-58.

This paper addresses the opportunities, problems, and possiblestrategic options in the Vietnamese software industry. Thegambler, the carrots, and the cook has been metaphoricallyidentified as the key dimensions—the gambler being theventure capitalist, the carrots the potential gains for partnersin any enterprise, and the cook is the entrepreneurialmagician who can take diverse ingredients and transform

them. Using Soft Systems Methodology (SSM), a model wasabstracted from published data showing the essential dynamicsof the strategic position of the industry in Vietnam andevaluations of some of the key factors. This was then testedthrough interviews with a small but selected group ofparticipants, and their response was used to identify keyissues. The analysis is done at three levels: political andeconomic context, the potential of the industrial cluster, anda strategy framework at the level of the firm. Finegold’secosystem model is used to build a model of the industry.It is argued that further development of the Vietnamesesoftware industry will depend on successful partnerships andnetworks, nationally, regionally, and globally and also on theVietnamese government and its institutions. Venture capital,particularly foreign venture capital is also believed to havean important role in the future development of the softwareindustry in Vietnam. Besides these factors, the authors findit essential to reevaluate the international business researchagenda and to see that the business environment is transformedin such a way that research engages with practice.

32. Rao, Madhu T; Brown, Carol V and Perkins, William C(2007), “Host Country Resource Availability and InformationSystem Control Mechanisms in Multinational Corporations:An Empirical Test of Resource Dependence Theory,” Journalof Management Information Systems, 23(4), 11-28.

The management of information systems (IS) function is acomplex task, particularly in the case of multinationalcorporations (MNCs) where installations dispersed acrossdistance, time, and cultures can lead to diverse andincompatible systems spreading among foreign subsidiaries.The need to globally control and coordinate the IS managementfunction is often met with resistance from local IS managers,who may perceive corporate standards as intrusive. Resourcedependence theory (RDT) arguesthat control is made easierwhen a subsidiary unit is dependent on corporate headquartersfor critical resources. This study tests the validity of RDT inthe context of global IS operations of an MNC. The ISmanagement relationship and the use of various mechanismsof control (formal and informal) between 54 headquarters-subsidiary pairs spread across 19 countries of varying resource-richness. The results suggest that the use of both formal andinformal mechanisms is significantly and positively associatedwith the level of IS dependence of a subsidiary on its parentorganization. While there was no significant relationshipbetween resource and formal, the association was positivewith the use of informal mechanisms of control andcoordination, but not in the expected direction. The resultssuggest that the higher the availability of IS resources in thehost country, the greater the level of use of informalmechanisms of control and coordination.

33. Tian, Jun; Wang, Yingluo; Li, Huaizu; Li, Ling and Wang,Kanliang (2007), “DSS Development and Applications inChina,” Decision Support Systems, 42(4), 2060-2077.

While the management information systems (MIS) wasdeveloped for providing managerial support to the middle-level management for tactical decision making, decisionsupport systems (DSS) was conceptualized for the decisionsupport purposes of top management. There has beensubstantial progress in both DSS theory and practice. Thispaper presents an overview of the application anddevelopment of DSS in the context of China, throwing light

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on the curriculum and research in DSS in major Chineseuniversities. It has broadly experienced three major trends.During 1978-1988, a major DSS for policy and decisionmaking was developed at the provincial level. In the secondphase, i.e., during 1988-1991, thousands of DSS were developedand implemented. Since 1991, greater effort has been put intoimproving the functions and performance of existing DSSwhile many new technologies have been integrated into DSSdevelopment. Such applications primarily concentrate onfour issues: (a) DSS applications in macroeconomy regulationand public policy making; (b) DSS applications in industryand commerce administration; (c) DSS applications in naturalresource management, ecosystem, and environmentalprotection and (d) DSS applications in enterprise operationsmanagement. Overall, DSS technology is well established inChina, giving benefits to both public and private sectors andhaving tremendous impact on decision-making.

34. Williams, Zachary and Moore, Robert (2007), “SupplyChain Relationships and Information Capabilities: TheCreation and Use of Information Power,” International Journalof Physical Distribution & Logistics Management, 37(6), 469-483.

Theoretical underpinnings of supply chains suggest thatsuccess is tied to information exchange. In supply chainmanagement, outsourcing activities puts the firm into arelationship with another organization where various kindsof information are exchanged. Information obtained fromsupply chain members can be quickly turned into knowledgeenabling the firm to leverage information as a form of powerin the marketplace. This paper introduces information as adistinct and hierarchical power base in supply chainmanagement relationships. A framework is presented to depictthe development of information power relationship betweenfirms, and describe the effect of information power on long-term relationships. It is argued that technological improvementhas moved information power to a point that it is not a subsetof other powers, but rather a hierarchical power that facilitatesother power sources in supply chain relationships.Subsequently, the exercising of this power influences a firm’sattitude toward information integration. In the authors’conceptualization, information integration is a technology-based approach that assimilates relevant data from internaland external sources to develop a valuable application for thefirm. The paper suggests that firms with greater informationintegration abilities will be more likely to amass stores ofknowledge that they may use as power through either coerciveor non-coercive power to obtain further information.

Strategic Management

35. Zhang, Yi; Zhang, Zigang and Liu, Zhixue (2007), “Choiceof Entry Modes in Sequential FDI in an Emerging Economy,Management Decision, 45(4), 749-772.

The choice of entry mode is widely regarded as an importantdecision for multinational corporations in their internationalexpansion. This study examines the entry mode choice ofMNCs in an emerging market such as China from a dynamicinvestment perspective. It particularly studies the sequentialFDI in emerging economies and in China which would havepractical implications for foreign firms interested in enteringChina’s markets. The study investigates only three typicalkinds of entry modes: joint venture, greenfield investment, and

acquisition. As important foundations of sequential FDI theory,the authors analyse the knowledge-based theory of the firmand the organization learning theory. As two streams ofresearch on sequential FDI, the internationalization processmodel and the capability-developing perspective understandsuccessive investment from different logics. Although both thetheories emphasize the effect of knowledge and experientiallearning in sequential FDI, contractive propositions are broughtforward based on different logical reasoning. Using macro-level data on entry modes in China from 1979 to 2005, thepropositions are tested with paired samples t-tests. The resultssuggest that entry mode choices in sequential investment arenot consistent with the capability-developing perspective butconsistent with the internationalization process model. TheMNCs adopt sequential investment in emerging economies inwhich they adopt joint ventures in earlier entries and then shiftto greenfield investment in later entries. Knowledge about hostmarkets, local partners’ skills, and cost and return of a specificentry mode are important considerations for sequential entryinto emerging markets, the authors add.

36. Li, Mingfang; Ramaswamy, Kannan and Petitt, Barbara SPecherot, “Business Groups and Market Failures: A Focus onVertical and Horizontal Strategies,” Asia Pacific Journal ofManagement, 23(4), 439-452.

Evidence suggests that different forms of market failuresrequire unique strategic responses. This paper offers aconceptual framework of the association between marketfailures, and vertical and horizontal strategies and in theprocess provides ideographic evidence from business groupsin India and Korea to highlight some key issues relating tothe evolution of groups in such settings. Building on theclassification of market failures that distinguishes betweenthree broad sources of failures—namely, product market,labour market, and capital market—the framework exploresthe viability of using both horizontal and vertical strategiesto address each of the three types. Under ideal conditions, amarket entails the exchange of goods and/or services viademand and supply mechanisms without the interference ofextra-market mechanisms. In the case of emerging economies,however, market failure is more the norm than the exception.Drawing on the evolution of two exemplar business groupsin Asia—Reliance of India and SK of Korea—the paper arguesthat the important differences in the sources of market failurewould call for differences in strategic posture. Thus horizontalstrategies might not always be the best approach to addressingmarketing failure. In fact, vertical strategies were identifiedas a crucial link in understanding business groups.

37. Mesquita, Luiz F; Lazzarini G and Cronin, Patrick (2007),“Determinants of Firm Competitiveness in Latin AmericanEmerging Economies: Evidence from Brazil’s Auto-partsIndustry,” International Journal of Operations & ProductionManagement, 27(5), 501-523.

Firm competitiveness in Latin America has often beenconsidered a result of factors of the ‘macro-sphere’ environment.However, with the Latin American economies entering newperiods of economic and political stability are now requiredto enact several intra-firm and inter-firm managerial practiceswith important consequences for their competitiveness. Thisstudy integrates firm-, inter-firm, and institutional leveltheoretical perspectives to explain firm competitiveness in theemerging economies of Latin America. It is proposed that the

166 ABSTRACTS

strength of the institutional support from associativeorganizations positively affects the degree to which firmsinvest in, and possess, superior resources and capabilities aswell as the degree to which firms coordinate actions and tasksamongst themselves. These resulting factors in turn affect firmcompetitiveness in the form of production efficiencies. Thismodel is tested through a structural equation model, basedon exclusive survey data from Brazilian auto-parts makers. Allthe three sets of explanatory factors were found to have apositive impact on firm performance as measured by increasedproduction efficiencies. As expected, institutions exercised anindirect influence, by encouraging companies to work togetherand by supplying information and other resources that enhancedoperations within particular companies. Horizontalrelationships are important only when built up through inter-firm associations instead of direct ties among suppliers.

38. Batten, Jonathan A; George, Ranjan M J and Hettihewa,Samanthala (2007), “Is Corporate Ethical Practice Changing?Evidence from Sri Lanka,” Asia Pacific Business Review, 13(1),59-78.

With the increased significance of corporate and socialaccountability, countries in both developed and developingeconomies are pressurized to meet international best governancepractice as a proviso for receiving new funding. Evidence,however, suggests variation in practice both between countriesand between different corporations within each country. Thisstudy undertakes a longitudinal analysis of the ethicalmanagement practices of Sri Lankan companies by comparingthe results from a survey conducted in 2003 when regulatorydevelopments aimed at improving the level of corporategovernance were taken up. Two categories of variables wereconsidered: (a) company-specific variables including industry,annual sales, and international involvement; and (b)management practice variables including written code ofethics, forum for discussing ethics, and environmental impactof the company’s activities. The survey results suggest thatethical management practice is now more homogenous andstandard across companies. It is argued that the variation thatremains is the likely effect of specific regulatory developmentsthat have focused on particular types of companies both in SriLanka and at an international level over the five-year period.While written code of ethics is now more widespread, forumsto discuss ethics remain largely in internationally involved andtertiary companies.

39. Bruton, Garry D; Dess, Gregory G and Janney, Jay J (2007),“Knowledge Management in Technology-focused Firms inEmerging Economies: Caveats on Capabilities, Networks,and Real Options,” Asia Pacific Journal of Management, 24(2),115-130.

The increasing focus on higher value added products andservices has enhanced the importance of technology-focusedindustries in the emerging economies. The existing technology-focused firms, however, are in need of corporate renewal. Itis believed that information flows, which are a key componentof knowledge management and which, in turn, impactscorporate renewal, occur differently in emerging economies.Such differences lead to different strategies for firms inemergent markets than those for mature markets. In order tounderstand the significance of knowledge management intechnology-focused firms in the emerging economies, thispaper addresses some of the key theoretical perspectives that

are relevant to the management of knowledge such as theresource-based view of the firm, social network theory, andreal options analysis. It discusses how these theories have tobe modified or radically changed in the context of the emergingmarkets. For instance, while it is acknowledged that knowledgeis a critical, intangible resource leading to a competitiveadvantage, the competitive environment is particularly severefor most emerging economies and protecting a firm’s codifiedknowledge can be really challenging. Similarly, socialconnections, both internal and external, are vital facilitatorsof business activities in high-technology firms, but the timeand effort spent in managing such networks in the emergentmarkets would be considerably greater than in mature markets.Finally, a key element of any renewal effort is high qualitydecision making. However, the connotation of lower risktaking and higher penalties for failure make the need for quickaction in a renewal situation in emergent markets even morecritical.

Economics

40. Baruah, Nandana (2007), “An Analysis of FactorsInfluencing the Anti-dumping Behaviour in India,” TheWorld Economy, 30(7), 1170-1191.

An important recent development in the international tradepolicy is the phenomenal rise in the use of anti-dumpingmeasures and the inclusion of many developing countriesincluding India in the club of anti-dumping users. This papercritically analyses the Indian experience with a focus on thefactors influencing the anti-dumping behaviour. India hasinitiated a large number of anti-dumping cases against manyof its trading partners, surpassing even the traditional users.The study initially examines the possible factors which mayinfluence the decision of the stakeholders at various stages ofthe investigation, from the decision of domestic firms to filea petition for initiating the case, to the final decision of theauthority to impose duty, the focus, of course, being on thefactors that actually influenced the final decision of theauthority—whether or not to impose anti-dumping duty.Although the discussion reveals a substantial pressure fromincreased imports as well as in the form of poor performanceon the part of the domestic industry, the analysis showsneither imports nor the performance of the domestic industryas having any significant bearing on the final decision. Rathera less concentrated domestic industry is found to stand ahigher chance of getting a favourable verdict. Since dumpingis a firm-level activity and anti-dumping measures are meantto provide relief to injured domestic firms, firm-levelcharacteristics could have an important impact on particularcases, the author adds.

41. Mahadevan, Renuka (2007), “New Evidence on the Export-led Growth Nexus: A Case Study of Malaysia,” The WorldEconomy, 30(7), 1069-1083.

The causal nexus between export growth and GDP growth hasbeen the subject of debate both in the developed and thedeveloping countries. This is a comprehensive study on theimpact and sustainability of trade expansion for growth in thecontext of Malaysia. It considers two possible means by whichthe export-GDP growth nexus operates—total factorproductivity (TFP) growth and imports, particularlyintermediate inputs and embodied technology. Instead of the

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multivariate error correction model used earlier, this studyuses an improved methodology based on the approachsuggested by Toda and Yamamoto. The study shows thatexport growth and trade-adjusted GDP growth are mutuallycausative in the Malaysian case. Non-trade-adjusted GDPgrowth, on the other hand, supports the internally generatedgrowth hypotheses since export is GDP growth-driven. Importgrowth leads GDP growth although the causation is not two-way. Exports’ relationship with labour productivity growthis bidirectional, and labour productivity growth is importgrowth-driven but not the reverse. While exports and TFPgrowth did not affect one another, TFP growth, is, however,led by import growth. It is further noted that imports and notTFP growth are a conduit in the export-led GDP-growth nexus.The examination of GDP-led exports-growth link shows someevidence of the role of labour productivity growth but not ofimports or TFP growth as potential channels. The rightinterplay and management of all the factors is highly crucialfor the success of trade-led growth for the Malaysian economyand in fact for any other economy, the author concludes.

42. Coxhead, Ian (2007), “A New Resource Curse? Impactsof China’s Boom on Comparative Advantage and ResourceDependence in Southeast Asia,” World Development, 35(7),1099-1119.

The curse of natural resource wealth is said to be one of slowgrowth due to a failure to sustain efficient factor use. SoutheastAsia being a resource-abundant region whose largest economieshave recorded exceptionally high growth rates of per capitaincome, has never faced a resource curse. However, thecontinued economic success of poorer resource-abundant SEAsian economies faces a challenge from a combination of globaland domestic conditions. Recent World Bank and IMF analyseshave indicated that China’s increasing size and involvementin global and regional trade will cause SE Asia’s resource-abundant economies to become less specialized in labour-intensive manufacturing such as garments and more specializedin resource-based exports—both these trends reflecting implicitchanges in comparative advantage. In the backdrop of China’srising importance as a trading partner to SE Asian economies,this paper examines the impacts of China’s boom on comparativeadvantage and resource dependence in SE Asia. The countriesmost affected are those that currently have both relatively largelabour-intensive sectors and also relatively high comparativeadvantage in resource sectors, i.e., Indonesia, Vietnam, Laos,Cambodia, and Myanmar. It is believed that adjustment toChina’s growth would increase these countries’ output ofproducts that are intensive in the use of both natural resourcesand low-skilled labour.

43. Tai, Hsing-Sheng (2007), “Development throughConservation: An Institutional Analysis of IndigenousCommunity-based Conservation in Taiwan,” WorldDevelopment, 35(7), 1186-1203.

Of late, community-based conservation (CBC) is being promotedworldwide as an important component of conservation policy.The CBC model emphasizes positive roles in local communityinvolvement in conservation practice, and particularly theintegration of both biodiversity conservation and socio-economic development objectives. This paper examines attemptsby CBC to integrate conservation and development from adynamic, institutional perspective. By treating institutions as

endogenous, the study examines the dynamic interrelationsbetween external institutions, internal institutions, andconservation and development in CBC in the context ofTaiwan. Since the 1990s, external institutional environment inTaiwan has continued to change motivating many communitiesto apply a different conservation-through-developmentapproach. This study draws on three cases which representthree different but typical positions on the conservation-development strategic continuum. The author findsdevelopment-through-conservation approach to be moreappropriate as it fosters continuous collective action therebystrengthening institutional foundations of sustainabledevelopment. Priority should be given to conservation ratherthan development efforts, especially when internal institutionsare still weak, the author concludes.

44. Robertson, Raymond (2007), “Trade and Wages: TwoPuzzles from Mexico,” The World Economy, 30(9), 1378-1398.

In Latin America, the popular discontent with globalizationis attributed to the general perception of a lack of real wagegrowth following liberalization. Considering that both tradeand foreign investment increased significantly in Mexico afterNAFTA which would have contributed to rising wages, therelative lack of real wage growth following trade liberalizationis puzzling. Moreover, Mexico also experienced rising wageinequality almost immediately after joining the GATT. Thispaper explores the possible explanations for the puzzle of theMexican experience: the rise and fall of wage inequality. It usesthe fundamental shift in the Mexican economy followingNAFTA to explain both these phenomena. Recent evidence onchanges in absolute and relative wages suggests that trade,which has been increasing, has been positively associated withwages. In the Mexican case, however, migration plays animportant role in national wage levels—rising US borderenforcement may have worked to mitigate the otherwisepositive effects of trade liberalization by pushing downMexican wages. In terms of relative wages, Mexico presentsanother challenge to the rising consensus because inequalityreversed its rise and has fallen steadily since NAFTA. Frombeing substitutes, Mexican production workers changed tobeing complements with US production workers in the NAFTAera. The study presents some evidence for expansion ofassembly activities within Mexico increasing the demand forless skilled workers.

45. Dasgupta, Aniruddha and Beard, Victoria A (2007),“Community Driven Development, Collective Action andElite Capture in Indonesia,” Development and Change, 38(2),229-249.

Community-driven development is part of a broader paradigmshift from the top-down, modernist, and authoritarianapproaches, dominating the development over the last fiftyyears. In Indonesia, after the economic crisis and civil unrestin the 1990s, the World Bank initiated the Urban Poverty Project(UPP) to help the urban poor. The project was introduced bythe central government in consultation with local governments;but because of the desire for the project to be community-driven, the project was introduced to communities by anindependent, project funded and trained facilitator, whousually came from the same region. This paper uses casestudies of UPP communities as an empirical lens to see to whatextent a community’s capacity for collective action can help

168 ABSTRACTS

protect it from elite capture. It critically examines the separate,yet related propositions that inform the understanding ofcommunity-driven development: decentralization,democratization, and collective action. The findings do notsupport the often assumed relationship between a community’scapacity for collective action and elite capture. The discussionindicates that not all elites who had power were corrupt,suggesting the important distinction between elite control andelite capture. In cases where the project was controlled by elites,benefits continued to be delivered to the poor whereas wherepower was most evenly distributed, resource allocation to thepoor was restricted. At the local level, the capacity to createinstitutions, mechanisms, and protocols capable of thwartingelite capture exist in varying degrees, the authors add.

Agriculture and Rural Development

46. Hope, RA (2007), “Evaluating Social Impacts of WatershedDevelopment in India,” World Development, 35(8), 1436-1449.

Watershed development has been a driver of rural developmentin India since the 1970s, the focus shifting from soil conservationto water conservation to now include a more participatoryplanning approach. However, estimation of the distributionor magnitude of social impacts from watershed developmentis often problematic. This paper illustrates a propensity scorematching method to estimate social impacts based on theapplication of household data from microwatersheds in ruralMadhya Pradesh and considers its wide replicability. Threeoutcome indicators are derived from the available data: grossreturns to kharif agriculture, gross returns to rabi agriculture,and domestic water collection time in the dry season. Theanalysis estimates who benefits from watershed development,and by how much, by purposively comparing private returnsfrom a land-based intervention alongside changes in publicaccess to drinking water. The findings indicate that themajority of farmers planting kharif crops are no better off afterthe project in income terms with no significant variationamongst social, income or land stratified groups. The smallergroup of rabi farmers fare even worse, on average, butsignificant variation is found across social groups and landownership. Overall, the study suggests that matching methodsare suitable for watershed evaluation. However, for carefulestimation, construction of measurable impact indicators, andeffective dissemination of results, evaluation should be anearly and integral component of a programme, the authorconcludes.

47. Sharma, Anil K and Vashistha, Ashutosh (2007), “WeatherDerivatives: Risk-Hedging Prospects for Agriculture andPower Sectors in India,” The Journal of Risk Finance, 8(2), 112-132.

Weather continues to be the most significant uncontrollablerisk in many businesses, and particularly in agriculture andpower sectors. In India, for instance, 20 per cent of the GDPis stated to be wiped out every time there is a bad monsoon.Weather derivatives are the recent tools that are being employedin varied degrees in different developed countries for managingthe weather-related risks. This paper examines the state of riskmanagement in agriculture and power sector of India and theprospects of weather derivatives to hedge the same. It alsodiscusses the various weather derivative contracts and evaluatestheir effectiveness as alternative risk management tools and

the basic framework required to implement them. Applicationsof traditional risk-hedging tools and techniques in Indiancontext have proved to be costly, inadequate, and a drag onthe country’s fiscal system. Weather derivative contracts offerprospects of a low-cost, flexible, and sustainable approach toweather risk management. Weather derivatives, like any otherrisk-hedging instrument, operate strictly on the basic insuranceprinciples of law of large numbers, estimability of probabilityand diversity in individual expectations. The conditionsnecessary for the success of weather derivative market maynot be equally present in all countries. But as far as the Indianeconomy is concerned, it seems to be an appropriate case forits adoption, the authors comment.

48. Matuschke, Ira; Mishra, Ritesh and Qaim, Matin (2007),“Adoption and Impact of Hybrid Wheat in India,” WorldDevelopment, 35(8), 1422-1435.

To cope with the challenges created by the mounting populationpressure, decreasing areas of cultivable land and stagnatingyield growth, the area cultivated with hybrid seed technologieshas increased substantially over the past decades.Notwithstanding the yield advantage, the suitability of hybridseeds for smallholder farmers has been questioned. This paperexamines the factors determining hybrid wheat adoption inIndia and analyses whether adopting farmers, particularlysmall holders, benefit from the cultivation of hybrid wheat ina semi-subsistent environment. A survey carried out in 2004with 284 wheat farmers in Maharashtra were used for theanalysis. For analyzing the determinants of adoption,information and adoption probit models are estimated. Theunderlying assumption in the adoption model is that farmersbase decisions on utility, rather than profit maximization. Theanalysis reveals that hybrid wheat has a significant yieldadvantage over the open pollinated varieties and that its grainquality is well adapted to farmers’ tastes. Contrary to thewidespread beliefs, hybrid wheat technology does not requirehigher input intensities, and the technology is not biasedtoward larger farms. In fact, despite relatively high seed pricesand regular seed replacement requirements, smallholders arefound to benefit to a greater extent from the cultivation ofhybrid wheat than their large-scale counterparts. While theauthors suggest more public sector involvement for overcominginstitutional constraints, while stressing that there is the needfor more research in the area.

49. Hellegers, Petra JGJ and Perry, Chris J (2006), “CanIrrigation Water Use be Guided by Market Forces? Theoryand Practice,” Water Resources Development, 22(1), 79-86.

In economic literature, water is often treated as an economicgood, subject to allocation through competitive market pricing,though there is still another section that considers water asa basic human need and is thus in favour of exempting waterfrom competitive market pricing. This paper examines to whatextent irrigation water use can be guided by free market forcesor require some extra management to serve social objectivesand whether the complexity of market forces to addresspriority problems is worthwhile. The study uses real worldexperiences of five cases in Egypt, India, Indonesia, Morocco,and Ukraine to clarify the positions set out by proponents ofeach perspective. It first considers the theoretical basis for theuse of economic instruments, such as volumetric water chargesand tradable water rights and then considers their usefulness

VIKALPA • VOLUME 32 • NO 3 • JULY - SEPTEMBER 2007 169

in the context of the different cases. In theory, market pricingand tradable water rights can lead to an efficient allocation,but neither instrument has been applied successfully in thecase studies due to (a) preferences of society to allocate wateraccording to politically defined priorities; (b) market failure;and (c) implementation problems. Since there is a big gapbetween the price and value of irrigation water, considerableincrease in the price of water is required to balance supplyand demand which would reduce farm economic welfaresubstantially. Drawing from the case studies, if the objectiveof managing scarcity is achieved through rationing, thepotential role of market prices and tradable water rights islimited.

50. Bhattacharya, Sudipta (2007), “Class and the Politics ofParticipatory Rural Transformation in West Bengal: AnAlternative to World Bank Orthodoxy,” Journal of AgrarianChange, 7(3), 348-381.

The World Bank advocated neo-liberalism with social capitaland civil society as sources of people’s participation. Theauthor refutes this idea arguing that ‘people’ as a categoryincludes different classes with conflicting interests. In WestBengal, with the rise of class-based political struggle, theexploitative system of ‘market interlinkage’ was replaced by

participatory rural development in the 1970s. This paperthrows light on the implications of this form of ruraldevelopment while also discussing its possible limitations. Itanalyses the interrelation between the village-level classstructure in a differentiated rural economy and the participationof different classes in the political process of decision-making.The primary data from rural West Bengal suggest that as withany market economic regime, the development of capitalisticrelations in agriculture has brought about a process ofdifferentiation of the peasantry in the agrarian economy.However, because of a strong pro-poor state intervention, thenationwide process of immiserization is not found in WestBengal. There was a transformation from class-in-itself intoclass-for-itself and the emergence of class consciousness andclass struggle. The pro-poor agrarian reform was implementedthrough a reorganization of the panchayats, which included (a)an attempt to ensure effective rights for and improve theconditions of sharecroppers via Operation Barga; (b) an effectiveacquisition of surplus land and its distribution among the ruralpoor; and (c) implementation of a fair wage rate for landlesslabourers. It has, however, failed so far to initiate a secondphase of institutional reform, encompassing education, genderjustice, and cooperative movement, the author adds.

170 ABSTRACTS

Giving frees us from the familiar territory of our own needsby opening our mind to the unexplained worlds occupiedby the needs of others.

— Barbara Bush

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K Manjunatha is a Librarian at the T A Pai ManagementInstitute, Manipal. A Ph.D. from Mangalore University, hehas organized several workshops for librarians and publishedmany articles in Library Science journals.

e-mail: manjunath@mail.tapmi.org

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