THE ECONOMICS OF DECOMPOSITION: RESOURCE ALLOCATION VS TRANSFER PRICING

Two distinctively different decomposition algorithms have been developed. Both are analagous to decentralized decision making in the firm. One essentially deals with the allocation of corporate resources by the use of transfer prices charged to the divisions, while the other deals with the direct allocation of fixed quantities of the corporate resources to each division. The analogy of a price coordinated, or transfer pricing, technique to decentralization was developed by Baumol and Fabian [1] and later by Kim [4]. The second approach to decomposition was developed by Kornai and Liptak [5] [6] in an attempt to formulate the planning problem in a Socialist economy. It is the purpose of this paper to develop the analogy of the resource allocation decomposition to decentralized decision making.     

Decentralized Public Sector Wage Determination: Wage Curve and Wage Comparison for Norwegian Teachers in the Pre‐WW2 Period

The recent trend towards decentralization of European public sector wage determination relaxes some of the central administered wage setting mechanisms developed in the post‐WW2 period. This paper discusses teacher wage determination in Norway in 1905–39, a period with a highly decentralized public sector wage formation. Separate wage equations for urban and rural areas are estimated. I find that the responsiveness to unemployment of the urban wage was of the same magnitude as in the post‐WW2 period private sector wage formation. In addition, the internal teacher labour market and local economic conditions influence the wage level. The rural wage mainly followed the urban wage.     

Corporate Portfolio Analysis Tools Revisited: Assessing Causes that May Explain Their Scholarly Disdain

While prominent corporate portfolio analysis tools such as the BCG Growth–Share Matrix took centre stage in the field of strategic management from the 1960s to the mid‐1980s, this review of the literature shows that they have since then largely disappeared from the academic agenda, despite their practical relevance and widespread application. There may be two independent reasons for this apparent scholarly disdain: corporate portfolio analysis tools (a) may have been recognized as unsuitable owing to inherent flaws or superior alternative concepts or (b) may have become obsolete because of proof that corporate diversification is inferior to market diversification. Thus, this assessment is based on an extensive review of the most relevant academic literature on corporate portfolio analysis tools and on the constitutive diversification–performance link published in leading management journals over the past five decades. The review reveals that research to date has not produced advanced tools based on an objective criticism of the original matrices, nor has corporate diversification – as a precondition for corporate portfolio analysis – proved to be inferior to market‐based co‐ordination mechanisms. Thus, this literature review constitutes a call for further academic research in the field of corporate portfolio analysis tools as well as corporate diversification.     

Labour Market Flexibility,Human Resource Management and Corporate Performance

Labour market flexibility is often portrayed as a key to the competitive success of the UK and US economies. We surveyed several hundred firms in the UK, and using the resulting data (on over 200 manufacturing firms) this paper investigates the relationships between firms’ use of flexible work practices, human resource systems and industrial relations on the one hand, and corporate performance on the other hand. The results suggest that ‘low‐road’ practices – short‐term contracts, a lack of employer commitment to job security, low levels of training and low levels of human resource sophistication – are negatively correlated with corporate performance. In contrast, it is found that ‘high‐road’ work practices –‘high commitment’ organizations or ‘transformed’ workplaces – are positively correlated with good corporate performance. It is also found that human resource management practices are more likely to contribute to competitive success where they are introduced as a comprehensive package, or ‘bundle’ of practices. Significant interaction effects between human resource systems, trade unions and flexible work practices add further support to the bundling hypothesis.     

Planning for a rapidly changing environment in SAS

The author describes how Scandinavian Airlines achieved a turnaround from unprofitability and loss of market share. The creation and development of a corporate culture revitalized personnel and initiated a new management role, business-oriented rather than administrative. Punctuality became a specific goal and won for SAS the reputation of being Europe's most punctual airline. The change process is likely to continue into the future and the new internal management systems will change to meet these needs.     

Centralized versus Decentralized Competition for Price and Lead‐Time Sensitive Demand

We study two firms that compete on price and lead‐time decisions in a common market. We explore the impact of decentralizing these decisions, as made by the marketing and production departments, respectively, with either marketing or production as the leader. We compare scenarios in which none, one, or both of the firms are decentralized to see whether decentralization can be the equilibrium strategy. We find that under intense price competition, with intensity characterized by the underlying parameters of market demand, firms may suffer from a decentralized structure, particularly under high flexibility induced by high capacity, where revenue‐based sales incentives motivate sales/marketing to make aggressive price cuts that often erode profit margins. In contrast, under intense lead‐time competition, a decentralized strategy with marketing as the leader can not only result in significantly higher profits, but also be the equilibrium strategy. Moreover, decentralization may no longer lead to lower prices or longer lead‐times if the production department chooses capacity along with lead‐time.      

Labour Market and Decentralized Decision-making: An Institutional Approach

The persistent failure in the labour market is due to uncertainty and asymmetric information, and relies on a reconsideration of the bargaining process. This process is not generated by individual action but rather by the behaviour of social groups and institutions in which State intervention can immprove the efficiency in matching demand and supply. In this framework we will discuss the ways by which institutional decentralization can be implemented in a labour market characterized by deep regional differences and by long-term unemployment persistence as in Italy. The main conclusion is that this policy option better fits the active labour policies. In fact the actual aim of such supply-side policies is to reduce the regional and skill mismatches and therefore it needs a substantial involvement of local public agencies.     

Why Are Some Subsidiaries of Multinationals the Source of Novel Practices while Others Are Not? National,Corporate and Functional Influences

It has frequently been argued that multinational companies are moving towards network forms whereby subsidiaries share different practices with the rest of the company. This paper presents large‐scale empirical evidence concerning the extent to which subsidiaries input novel practices into the rest of the multinational. We investigate this in the field of human resources through analysis of a unique international data set in four host countries – Canada, Ireland, Spain and the UK – and address the question of how we can explain variation between subsidiaries in terms of whether they initiate the diffusion of practices to other subsidiaries. The data support the argument that multiple, rather than single, factor explanations are required to more effectively understand the factors promoting or retarding the diffusion of human resource practices within multinational companies. It emerges that national, corporate and functional contexts all matter. More specifically, actors at subsidiary level who seek to initiate diffusion appear to be differentially placed according to their national context, their place within corporate structures and the extent to which the human resource function is internationally networked.     

中国式财政分权与地方经济增长目标管理——来自省、市政府工作报告的经验证据

本文将实际经济增长分解为政府直接调控的"经济增长目标"和主要受市场因素影响但同时也受到政府间接干预的"计划外增长"两项,通过多层级政府框架的一般均衡模型模拟分析发现,财政分权在实际经济增长、经济增长目标和计划外增长方面的效应并不同步,而且还呈现地区差异性。在此基础上,系统搜集中国省、市两级政府2000~2016年政府工作报告里的GDP计划增长目标并进行系统GMM估计。实证结果表明:整体而言,财政分权对省、市实际经济增长的影响皆显著为正,但对其两个分解指标存在非对称性影响:从全国范围来看,财政分权对实际经济增长的正向影响主要体现为对经济增长目标的拉动作用,而对计划外增长影响较弱且不甚显著;分地区回归发现,东部地区财政分权对实际经济增长的正向影响更多地体现为对计划外经济增长的驱动,而西部地区则主要是通过影响由政府直接调控的经济增长目标来实现的。机制分析显示,财政分权通过不同程度地推动基建投资、房地产投资以及工业化进程,促进了经济增长目标的实现,进而推动实际经济增长。     

国外高绩效人力资源实践:理论回顾、分析与展望

顺应组织发展要求构建有效人力资源管理模式,增强企业的持续竞争力,已经成为战略人力资源管理的热点之一。通过梳理近年来相关研究成果,剖析国外高绩效人力资源实践的概念及其构成。从员工态度和行为、组织资本、组织能力等方面指出高绩效人力资源实践的结果变量。根据实证研究相关文献,梳理高绩效人力资源实践与企业绩效的内在关联性。在此基础上,提出高绩效人力资源实践的未来研究方向,为相关理论和实证研究提供指导。     

Management,Competition and Professional Practice: Medicine and the Marketplace

Within the context of the creation of the internal market for health care, the paper examines the role of clinical directors, that is doctors who have retained their professional clinical positions whilst at the same time assumed roles as managers within increasingly well-defined corporate organizations providing health care. This represents considerable change from previous contexts in which doctors could always contract out of difficult managerial decisions. The role of clinical director is examined in terms of its own directorate and its involvement in contracting, co-operation and competition both within its own corporate organization and within the wider market place for health. Key issues are raised for the individuals and organization by these changes, they are discussed in terms of time, succession, managing colleagues, financial and human resources, market behaviour, support and terms of reference. These changes occasion wider discussion in terms of the challenge of coping with future demands for innovation, changes in the distribution of power within an emerging market for health care and the relationship among health care organizations, professionals and lay clients.     

How to ensure that headquarters add value

Over the last few years many international corporations have started to restructure their organizations fundamentally by redistributing management tasks and creating small, market-oriented units. However strong the centrifugal forces were, the core task in restructuring these corporations was: how to redesign the corporate centre. The design of the corporate centre is of major importance for the performance of corporations. Corporate Centres can actively improve the performance of their business units, for instance by defining performance targets or by providing shared resources. On the other hand headquarters are frequently accused of being bureaucratic liabilities which make no contribution to corporate success. This problem has grown in recent years as organic growth, internationalization, and an increasing number of mergers and acquisitions have generated new co-ordination problems. These developments have given new priority to the question of corporate centre organization. What is required is the definition of an effective role for the centre and the establishment of central units with efficient scope and size. This article discusses both tasks in the light of current and future requirements for corporate centre organization.     

Validation of immigrants’ prior foreign learning as a framing practice

This paper explores the attempts by public officials and caseworkers to manage an overflow of immigrants in the labour market in Sweden. I draw on notions of framing and overflowing, inspired by Michel Callon's (1998) work on the organizing of market-based exchange relationships. I argue that validation is best understood as a framing practice, aimed at creating an understanding for the vastness of foreign experience – including skills and competence – of recent immigrants to Sweden, to make this experience measurable and manageable. Validation as a framing practice thereby exemplifies the widespread trust in framing as a way to normalise overflows – to turn overflows into normal flows. However, as the ethnography-inspired study reported here shows, repeated framing does not remove overflows; instead, it produces new and different types of overflows. In the conclusions, I emphasise the heavy investments required by validation in contrast with the fragility of the results it produces in the context of migration management.     

‘Bureaucracy‐lite’ and Continuities in Managerial Work

This paper questions three frequently asserted, interrelated claims about developments in management: that centralized, regulated bureaucratic organizations characterized by hierarchy and rules are inevitably giving way to decentralized and empowered post‐bureaucratic organizations characterized by internal networks and an internal market; that, as a consequence, the traditional managerial role of command and control is being superseded by one of facilitation and coordination; and that, in turn, managerial work as routine administration of work processes is being supplanted by the ‘new managerial work’ of non‐routine leadership and entrepreneurship. It is argued that these claims often rest on caricatures of bureaucracy and network organization and are neither new nor well supported by evidence. Against these claims, the paper adduces case‐study evidence which shows that, despite claims about ‘decentralization’ and ‘empowerment’, organizational change may entail not a radical shift to network organization, but more limited change to a different form of bureaucracy in which hierarchy and rules have been retained but in an attenuated and sharper form –‘bureaucracy‐lite’. Consequently, managerial roles continue to be defined in terms of individual responsibility and vertical accountability for an organizational sub‐unit, and managerial work continues to be preoccupied with monitoring and maintaining work processes, routine direction and control of staff and processing information in order to deal with the ambiguities inherent in the dimensions of managerial ‘responsibility’.     

公司创业精神、市场营销能力与市场绩效的关系研究

公司创业精神是企业所拥有的最为异质的资源之一,它对企业的市场绩效有着显著的影响.通过以中国的调研数据来探索公司创业精神的丰富内涵,并验证公司创业精神与市场绩效之间的关系.同时,从理论和实证2个方面研究了公司创业精神对市场绩效的作用途径,发现市场营销能力在其中发挥着中介的作用.     

Human resource practices of multinational organizations in Belgium

This study uses data from a survey of 117 large organizations located in Belgium to examine the relationship between corporate ownership and personnel practices. Results obtained from multivariate analyses supported the general hypothesis that personnel policies and practices vary as a function of ownership and nationality. For example, foreign-owned firms are found to be more advanced in their adoption of methods to gain employee loyalty and commitment than domestic enterprises. In addition to ownership effects, the moderating effects of some key organizational characteristics were examined. This shows that large differences exist with respect to the human resource practices used in firms as a function of management philosophy, creative strategy and industry sector.     

中国上市公司组合治理机制实证研究

一般地,按公司治理机制发挥作用的机理不同,可将其划分为基于公司治理结构的内部治理机制、基于市场的市场治理机制和基于社会环境的社会治理机制。公司绩效是这些治理机制共同作用的结果。本文首先选择设计了15个公司内部与外部治理机制的实证分析指标和1个公司绩效指标:接着以公司绩效为导向,运用数据挖掘技术对截止到2003年3月26日已发布2002年度报的305家沪市上市公司进行实证分析,得到了不同公司治理机制组合与公司绩效的对应关系,这为优化和设置公司治理机制组合、提高公司绩效提供借鉴。     

Are environmental scanning units effective?

Many authorities have urged companies to set up environmental scanning to assist corporate planning. Some advocates have recommended a unit at corporate level. This would give breadth of view and penetration into the future. It would arm decision makers with accurate forecasts. The information would be broad in scope and future directed. It could provide also assumptions for long-range planning. The Fahey and King study produced a model of corporate scanning types. The data showed that environmental information was built into the plan. Though the political environment was important, scanning was inadequate. The best location for scanning was not at corporate level and most firms used irregular methods. The Thomas study concluded that effective environmental scanning was permanent and multi level and that 'best practice' was continuous scanning. In 1978 the sample organizations were revisited. Five of the twelve have not changed their practice. The factors which encouraged a continuous model were the attitudes of academics and business media, demonstrated success of the units, the right kind of personnel. Contrary influences were changes in top management, decentralization moves, resource cuts, defining the environment and its significance, the availability of scanning competent personnel, surprise itself, and the availability of alternatives e.g. external forecasts.     

Technology Import and Industrial Employment: Evidence from Developing Countries

Abstract. This paper based on panel data across countries examines the possible effect of the imported technology on labour absorption in the industrial sector, after controlling for real wage rate and GDP per capita. Findings tend to suggest a negative relationship between the two. Technical efficiency index derived on the basis of the stochastic frontier function framework is also negatively affected by the import of technology. Without enhancing the knowledge relating to the mechanisms of exploiting the new technology acquired from abroad, a mere increase in import of technology would mean rising unutilized capacity. And this could be due to the poor skill base of the available human capital. Investment in human capital in terms of skill formation, up‐gradation, and training on the one hand and technological advancement to suit the internal labour market conditions are the two important policy conclusions for reviving the role of industry as the engine of pro‐poor growth.     

中国市场管理者短视、投资者情绪与公司投资行为扭曲研究

本文研究了在股东短视从而造成管理者短视的情况下,投资者估价对中国上市公司投资的直接影响。通过比较常用的市场估价指标(市值账面比)和新的错误估价指标(非均衡估价),分析不同管理者短视程度下投资者情绪对公司的长期投资、短期投资和总体投资的影响,并考察了市场错误估价与管理者短视对公司投资扭曲的混合作用。研究发现,管理者短视程度越大,公司投资对市场估价的敏感性也越高—市场估价越高,公司投资越旺盛。另外,公司的长期投资决策对非均衡估价所表示的市场错误估价具有更大的敏感性,而短期投资及其他非长期投资决策对市值账面比所表示的市场错误估价具有更强的敏感性。短期投资决策对市值账面比的强敏感性说明中国市场尚属非有效市场,市值账面比在很大程度上反映了投资者的非理性估价心理。