Global Software Development: Commitment,Trust and Cultural Sensitivity in Strategic Partnerships

Much research has studied off-shore outsourcing from a Western client perspective. This article tries to shed light on what an Indian vendor perceives as important to manage large and complex strategic partnerships in IT outsourcing, and in particular how mutually profitable, long-term relationships with European clients are created and maintained, both at company and project levels. We investigate this issue through qualitative interviews with various vendor representatives in offshore and on-site teams in a top tier multinational company of Indian origin.In the analysis of interview accounts of close collaboration processes in two large and complex projects, where off-shoring of software development is moved to a strategic level, we found that the vendor was able to establish a strategic partnership through long-term engagement with the field of banking and insurance as well as through conscious relationship management with the clients. Three major themes describe important aspects of the strategic partnerships: 1) senior management commitment and employee identification with the projects, 2) mutual trust and transparency, and 3) cross-cultural understanding and sensitivity. The article draws attention to the important collaborative work done by people who are able to span boundaries in the complex organizational set-up of global IT development projects.     

Delivering instruction and training to the US and the non-US audiences: an interview with Dr. Hardy MacKenzie

The interview was conducted to identify best practices and methods of delivering training programmes for the US and the non-US audiences. Topics for discussion involved understanding the importance of preparing instructional content, identifying approaches and techniques for capturing and sustaining the attention of participants. The interview was conducted by the first author and concluded with Dr. MacKenzie providing suggestions for trainers who design and deliver training for the US and the non-US audiences. These recommendations are important for domestic and global HRD practitioners as they offer best practices in terms of the cultural adjustments trainers, facilitators, and instructional designers must adopt for enhancing individual learning and enhancing training effectiveness.     

The physician glut: a different view. Interview by Donna Vavala

An interview with nationally known futurist Leland Kaiser, PhD, on the changes physician executives are likely to face as a result of the coming dislocation in the health professions. Or will there be a shrinking career pie at all? The real question is: What new mental models are we going to use and as a result of the new models, what new jobs are going to be created that will ameliorate some of the surplus we've created in the old model? Dr. Kaiser predicts a model will soon emerge that will open a myriad of new career opportunities for physicians. The new model he foresees is community-based medicine.     

Corporate planning as a control system in United Kingdom nationalized industries

Since the late 1960s some U.K. nationalized industries have undertaken corporate planning as a means of exercising control. In the early 1970s, the U.K. Government, on the advice of one of its select committees, required that all U.K. nationalized industries undertake corporate planning. This requirement has been reinforced through a White Paper in 1978, in which the government reiterated that it saw corporate planning as a major instrument of control both for the nationalized industries themselves, and also for government in its relationships with the industries.This paper examines the development of corporate planning in nationalized industries. The findings are based on research carried out since 1976 in which discussions have taken place with corporate planners in most of the major U.K. nationalized industries. The method followed was to send planners a structured questionnaire covering the field of enquiry, and to follow this by an interview (or interviews) at a high level which would allow further discussion, particularly on the issues seen as important to the organization. The questionnaire was subsequently completed in consultation with the people concerned.     

Winning the interviewing game

Those who don't "interview well" are not likely to receive the job offer, despite their qualifications. A job interview is actually a fierce competitive activity that offers only two grades: an A or F. By nature, physicians are competitive; they like to win. Infrequent interviewees are prone to making easily corrected mistakes, such as showing no enthusiasm or having poor eye contact. The key for interviewing success is preparation--doing research, developing a personal statement, and role-playing practice interviews. View the interview as a sales call whose bottom-line goal is to achieve an offer, or at least to let you leave with the option to return for future discussions.     

Host country culture and language identification,and their workplace manifestations: A study on corporate expatriates in China and Japan

Although multiculturalism has drawn increasing attention in international business research, relatively little is known about multiculturalism beyond individuals who have immigrated to a new host country. This study uses interviews with 79 assigned expatriates in two host countries – China and Japan – to develop a cultural and language identification-based typology of monocultural, cosmopolitan, integrated bicultural, and conflicting bicultural expatriates. We also use the interview findings to demonstrate the workplace manifestations of each expatriate type. This study contributes by deepening research on multicultural employees in situ, moving beyond the assumption of monocultural identification in expatriate research, and discussing workplace manifestations of both culture and language identification.     

Present at the creation. Interview by Wesley Curry.

This is the inaugural issue of Physician Executive under the auspices of the new American College of Physician Executives. In this and subsequent issues of the journal, we will feature an interview with a prominent figure in the health care delivery system. We begin with Robert A. Henry, MD, FACPE, President and CEO of SwedishAmerican Corporation, Rockford, III. A Distinguished Fellow of the American College of Physician Executives, Dr. Henry is a Past President of both the American College of Physician Executives and the American Academy of Medical Directors. He currently serves as Chairman of the Board of Directors of the Physician Executive Management Center. Dr. Henry entered medical management in the early days of the profession and is a long-time member of the Academy and College, becoming a member of the former in 1975. He became a member of the College in 1980 and a Fellow in 1981. He became a Distinguished Fellow of the College upon its creation on January 1 of this year. He has followed the growth of the Academy and of the medical management profession for several years and has been an active contributor to the success of both. He is uniquely qualified to discuss both the profession and the professional organization that serves it. The following is a report on a conversation that was conducted with Dr. Henry in early November 1988 while he was in Tampa for a meeting of the Board of Directors of the Physician Executive Management Center.     

The Evolution of Korean corporate HRD: launching,growing pains,and transforming

Enthusiasm and greater attention from the international HRD community to Korea has motivated us to conduct research on the evolution of Korean corporate HRD in order to explore where we are now and where we are heading. Research literature on the topic, however, was minimal. The purpose of this study was to examine the evolution of Korean corporate HRD through interviews with 18 HRD researchers and practitioners who have witnessed the field’s growth. In addition, we reviewed the literature and company archives of HRD activities. We identified three major historical milestones of Korean corporate HRD including: the launching period in the 1980s, the growing pains period in the 1990s, and the transforming period from the 2000s to the present. We addressed major trends and issues of Korean corporate HRD in an attempt to generate a future research agenda.     

The Need to Reconcile Concepts that Characterize Systems Facing Threats

Desirable system performance in the face of threats has been characterized by various management concepts. Through semistructured interviews with editors of journals in the fields of emergency response and systems management, a literature review, and professional judgment, we identified nine related and often interchangeably used system performance concepts: adaptability, agility, reliability, resilience, resistance, robustness, safety, security, and sustainability. A better understanding of these concepts will allow system planners to pursue management strategies best suited to their unique system dynamics and specific objectives of good performance. We analyze expert responses and review the linguistic definitions and mathematical framing of these concepts to understand their applications. We find a lack of consensus on their usage between interview subjects, but by using the mathematical framing to enrich the linguistic definitions, we formulate comparative visualizations and propose distinct definitions for the nine concepts. We present a conceptual framing to relate the concepts for management purposes.     

What managers can find out from exit interviews

What are the best ways to find out not only why people leave the organization, but how to improve the environment and increase productivity or those that stay? Exit interviews can give you hints about what's going on that you can't get any other way. You can learn more about worker expectations, even if they were disappointed, from exit interviews than from a hiring interview. Exit interviews can also show when situations are worsening before that becomes clear through official channels. An exit interview may reveal a developing pattern of departures before the statistics are tabulated. Here are some guidelines for finding out what's really going on without wrecking the political climate and sending turnover to new levels.     

Outsourcing Functions to Economic Development Corporations: Exploring the Perceptions of Officials in Ontario, Canada

In some communities in the Province of Ontario, Canada, economic development functions have been outsourced from departments within the city structure to external organizations such as economic development corporations (EDCs). This study takes an in-depth look at the activities of EDCs, with a focus on the rationale for outsourcing, EDCs’ policies and strategies, cooperative efforts, and the challenges EDCs face. The paper is based on extensive interviews with 21 CEOs/presidents of these corporations. The findings indicate that EDCs are typically private–public partnerships that exist at local and regional levels, that this approach is part of a comprehensive strategy to deal with the changing field of economic development and the uncertain global economy.     

Tell us about your leadership style: A structured interview approach for assessing leadership behavior constructs

It is widely recognized that leadership behaviors drive leaders' success. But despite the importance of assessing leadership behavior for selection and development, current measurement practices are limited. This study contributes to the literature by examining the structured interview method as a potential approach to assess leadership behavior. To this end, we developed a structured interview measuring constructs from Yukl's (2012) leadership taxonomy. Supervisors in diverse positions participated in the interview as part of a leadership assessment program. Confirmatory factor analyses supported the assumption that leadership constructs could be assessed as distinct interview dimensions. Results further showed that interview ratings predicted a variety of leadership outcomes (supervisors' annual income, ratings of situational leader effectiveness, subordinates' well-being and affective organizational commitment) beyond other relevant predictors. Findings offer implications on how to identify leaders who have a positive impact on their subordinates, and they inform us about conceptual differences between leadership measures.     

Planning your career after retirement

As a physician executive plans the steps of his or her career, some emphasis should be placed on what is to happen at the end of the professional career. At some point, everyone has to consider retirement plans, and the earlier they begin, especially for financial considerations, the better. In the following article, a member of the College and of its faculty discusses how this process might be initiated. The advice is augmented by information the author obtained in interviews conducted with others who have begun to give retirement some thought or who have already sailed into this aspect of their lives.     

Qualitative psychological autopsy interviews on suicide in post-conflict Northern Uganda: the participants' perceptions

Participants' perceptions of psychological autopsy interviews were investigated in post-conflict Northern Uganda. Data were derived out of their responses in the debriefing session after the formal interviews. These responses were subjected to Interpretative Phenomenological Analysis (IPA). The majority of the participants were positive about the interview as reflected in the two broad themes: positivation of the situation through the possibility of helping others and opportunity for personal development through sharing. To some few participants the interview aroused guilt, self-reproach, and anger and reactivated painful memories. As regards suicide postvention, the findings implied that not much has been done to help the bereaved by suicide in this region, and few resources for such efforts are currently available. However, the bereaved are ready to contribute toward the fight against suicide in their communities. Hence, it is argued that a community-based mental health and Primary Health Care approaches should be encouraged in this context.     

The intersection of leadership and entrepreneurship: Mutual lessons to be learned

Leadership scholars are quite familiar with the often convoluted and problematic path that leadership theory has taken. Despite these challenges, leadership is currently considered a “mature field” [Hunt, J.G., & Dodge, G.E. (2000). Leader Deja Vu all over again. The Leadership Quarterly, 11 (4), 453–458] even though this maturity has not been achieved without considerable growing pains. Similar to the path that leadership scholars have taken, those who study entrepreneurship also struggle with issues associated with a field in its early stages. This review examines the intersection between the fields of leadership and entrepreneurship with an emphasis on how the path taken by leadership research can inform entrepreneurship and possibly lessen this young field's growing pains. We first identify several areas where these fields theoretically converge (both in the models employed and the research questions addressed). Next, we take a historical perspective of leadership and entrepreneurship by identifying the life cycle stage of each construct or domain. Finally, we conclude with some thoughts on how the entrepreneurship field may avoid (or is avoiding) the pitfalls experienced by those who study leadership.     

Meaningful work at a distance: A case study in a hospital

Having a positive impact on other people's lives typically increases the likelihood of regarding one's work as meaningful. In some settings, however, employees have little or no contact to those who experience the impact of their work. Our paper examines how such distance affects these employees' construction of their work as meaningful. We present the findings of an in-depth case study of medical laboratory workers who do not typically interact with their patients. Drawing on interviews and observational data, we identify three sensemaking practices through which employees overcome the physical and perceived psychological distance to patients: assembling various pieces of information about the patient, sharing patient-related stories with colleagues, and relating themselves to patients and their medical problems. We also find that overcoming distance to patients can result in emotional stress, which is why some employees prefer staying at a ‘safe’ psychological distance. Our paper contributes to the meaningful work literature by examining how actors make work meaningful when they are physically distant from their object of work. We also contribute to a critical understanding of meaningful work by showing how efforts to render one's work more meaningful can intensify stress and emotional tension.     

An integrative model of leadership behavior

Decades of questionnaire and interview studies have revealed various leadership behaviors observed in successful leaders. However, little is known about the actual behaviors that cause those observations. Given that lay observers are prone to cognitive biases, such as the halo effect, the validity of theories that are exclusively based on observed behaviors is questionable. We thus follow the call of leading scientists in the field and derive a parsimonious model of leadership behavior that is informed by established psychological theories. Building on the taxonomy of Yukl (2012), we propose three task-oriented behavior categories (enhancing understanding, strengthening motivation and facilitating implementation) and three relation-oriented behavior categories (fostering coordination, promoting cooperation and activating resources), each of which is further specified by a number of distinct behaviors. While the task-oriented behaviors are directed towards the accomplishment of shared objectives, the relation-oriented behaviors support this process by increasing the coordinated engagement of the team members. Our model contributes to the advancement of leadership behavior theory by (1) consolidating current taxonomies, (2) sharpening behavioral concepts of leadership behavior, (3) specifying precise relationships between those categories and (4) spurring new hypotheses that can be derived from existing findings in the field of psychology. To test our model as well as the hypotheses derived from this model, we advocate the development of new measurements that overcome the limitations associated with questionnaire and interview studies.     

What Defines Us as Professionals in the Field of Risk Analysis?

In a recent issue of Risk Analysis, the then‐President of the Society for Risk Analysis (SRA), Pamela Williams, has some interesting reflections about the risk analysis field. She states that the ability and desire to tackle difficult problems using a risk analytical approach is what uniquely defines us as professionals in the field of risk analysis. The point of departure for her discussion is interviews with the plenary speakers of the 2014 SRA Annual Meeting, who addressed two divisive topics: hydraulic fracking and marijuana use. She points to several themes that invite contributions from the field of risk analysis, including: Has the full spectrum of potential risks and benefits been identified and weighted, and what are the risk tradeoffs or countervailing risks? Inspired by Williams's reflections, and by analyzing the issues raised in the interviews, this article seeks to clarify what our field is really providing. A main conclusion of the article is that it is essential to acknowledge that professionals in the field of risk analysis merely support the tackling of such problems, and that their genuine competence—that which distinguishes them from other professionals—lies in the risk analytical approach itself.     

Team Microdynamics: Toward an Organizing Approach to Teamwork

ABSTRACT

Team researchers in the field of organizational behavior (OB) seem to be increasingly aware of the need to embrace the organizing nature of teams. In this article, we outline the limitations of the prevailing static collectivist explanations in team research and suggest how an increased emphasis on a microdynamics-oriented approach that takes into account the essentially relational and organizing nature of teams can provide new insights to our understanding of teamwork. We argue that a multilevel, multi-theoretical, and multi-period framework may help enhance our understanding of teams. To show the advancements of the field in this sense, we review the OB literature on teams and highlight exemplars of research that have started to emphasize the microdynamic nature of teams consistent with this general framework, and their contributions to our understanding of team phenomena. We conclude by outlining the opportunities and needs for a microdynamic insight into team and teamwork, providing guidance for scholars who are interested in adding a microdynamic perspective into their models of teamwork.     

资源持续利用的投入产出分析

本文在列昂节夫利用投入产出分析方法进行环境问题研究的基础上,重新设计了投入产出表,将消除污染部门作为中间部门,将未消除污染物的环境效益值作为新创造价值的一部分。目的有二：第一,利于分析资源的循环利用程度;第二,利于分析持续发展状况,如强、弱持续发展。