The global “war for talent”

In this paper we examine the “global war for talent,” the factors that impact it, and organizations' responses to it. Using a comprehensive search of more than 400 contemporary academic and business press articles, the paper reviews relevant research and reassesses the “talent war.” We posit that the dominant approaches to the “talent war” based on a scarcity state of mind and action, often characterized by a tactical and exclusive top talent or “star” focus, are being challenged by the emergence of a more evolutionary paradigm. This new paradigm adopts more strategic, innovative, cooperative and generative approaches which we describe as creative ‘talent solutions.’ The paper also highlights implications for future research, teaching and development in the field.     

Just-in-time purchasing: an empirical study of operational practices, supplier development and performance

This paper examines the role of supplier development in establishing and managing efficient buyer–supplier operational links. The paper develops and assesses a measurement instrument for “operational” and “supplier development” just-in-time purchasing practices, followed by an examination of the relationships between the two sets, and an investigation into whether the use of “operational” and “supplier development” practices has a bearing on higher plant performance. A plant-level survey was carried out on a sample of electronics and machinery plants. The study empirically:

• documents the close connection between the buyer–supplier operational link and the buyer’s practices for supplier development;

• demonstrates that recourse to supplier development programs and their nature depend on the kind of vendor–vendee operational connection;

• test whether different plant performance outcomes result from the implementing of different “operational” and “supplier development” practices. It demonstrates that better-performing plants exhibit more advanced design and logistic links with sources, more formalised vendor-rating and ranking procedures, greater use of organisational devices for supplier-organisational integration and place greater importance on supplier assistance and training.

Why communities of practice succeed and why they fail

A specific form of intra-organizational networks – a community of practice (COP) – is increasingly regarded as an important structure within organizations. This network structure is well suited for the development and sharing of knowledge and practices across divisions. Our research explores the most salient reasons for the success and failure of such networks. An investigation of 57 COPs from major European and US companies led to the discovery of 10 “commandments” that lead to the successful development and sharing of best practices. It also identified five main reasons for failure.     

Political leaders in the SYMLOG space: Perceptions of right and left wing leaders by right and left wing constituencies

Systematic Multiple Level Observation of Groups (SYMLOG) was applied to studying images of political leaders. Three left wing and three right wing Israeli leaders were evaluated by left and right wing voters along the SYMLOG's three dimensions—friendliness, task orientation, and dominance. It was found that right wing voters rated right wing leaders higher on friendliness and task orientation than left wing leaders. In a similar fashion, left wing voters viewed left wing leaders as more friendly and task-oriented than right wing leaders. Leaders of the right were viewed as more dominant than leaders of the left by left and right wing voters alike. Right and left wing voters assigned different SYMLOG types to right and left wing leaders. The dimension that distinguished between the various images was the dimension of friendliness. Whereas for right wing voters, all images of right wing leaders included a component of friendliness, none of these three images included an accented component of friendliness when rated by left wing voters. In a similar fashion, left wing voters saw two out of the three left wing leaders as including a component of friendliness, whereas none of the three left wing images included this component for right wing voters. Respondents from the right and the left rated their “ideal leader” as reflecting values of “dominance”, “friendliness,” and “task-orientation”. However, respondents saw leaders affiliated with their own political camp as closer to their image of the ideal leader on friendliness and task-orientation than leaders of the opposite political camp. Both right and left wing voters saw all political leaders as equally similar to their image of “ideal leader” on the “dominance” dimension regardless of that leader's political affiliation.     

Strategic leadership research: Moving on

During the last 20 years, the field of strategic leadership has undergone both a rejuvenation and a metamorphosis. We argue that the essence of strategic leadership involves the capacity to learn, the capacity to change, and managerial wisdom. Against this backdrop, we first review issues related to under what conditions, when, and how strategic leadership matters. Next, we selectively review three streams of theory and research. The first is strategic leadership theory and its antecedent, Upper Echelon theory. The second stream of theory and research focuses on what Bryman has labeled the “new” leadership theories. These include charismatic, transformational, and visionary theories of leadership. The last stream of research we classify as the “emergent” theories of leadership. Among these are theories that explore behavioral and cognitive complexity as well as social intelligence. Finally, we attempt to suggest how the “new” and “emergent” theories can be integrated within what we claim is the essence of strategic leadership.     

When small is not enough: How to save entrepreneurs from themselves

This article goes beyond the traditional celebration of Entrepreneurship to focus on why Entrepreneurship is not enough. First, entrepreneurial companies that have overcome the start-up difficulties, must become “professionalized” in order to consolidate their gains and face a period of stable growth. This, as is well-known, is not easy. But there is another, even harder problem: in becoming “professional”, most companies lose the entrepreneurial spirit that made them successful in the first place. In an ever-changing world, with more and more international competition in the face of Europe's unification in 1992, a company that loses its entrepreneurial sparkle is just waiting for dismissal. This article analyzes the main causes of that “hardening of the arteries” and their proven remedies.     

The role of culture in technology management research: National Character and Cultural Distance frameworks

Management research exploring the role of national culture on topics such as management style, strategy, and firm performance can broadly be divided into two categories. Studies that attempt to compare and contrast the impact of culture on organizations in different cultures have been labeled as “National Character” studies. These studies attempt to determine how specific cultural attributes affect actions, strategies and performance. The second type of culture study focuses on the interactions between two firms embedded in different national cultures. These studies look at the impact of “Cultural Distance” on the ability of organizations to successfully interact. It is this latter area which is becoming increasingly important to technology management in the “Flat World” of the 21st Century. Research propositions for technology management for each of the two frameworks are developed.     

Reconsidering the exploration of power distance: an active case study approach

In this paper, we present what we call an “active case study” and we theorize specifically on the relevance hereof for an exploration of power distance (as conceptualized by Hofstede (Culture's Consequences: International Differences in Work-Related Values, Sage, Beverley Hills, CA, 1980)). As Hofstede conceives it, the notion of “power distance” enables an understanding of the predominant ideas about inequality prevalent in a (national) culture, which in turn infuse work relationships. An active case study approach—as we elucidate in the paper—implies an acknowledgement on the part of those organizing the research of the manner in which their intervention might affect the way “respondents” experience their work relationships. We suggest that our proposed active case study approach offers novel possibilities for exploring power distance and should be added to the repertoire of approaches used to examine this in organizational life. We develop our argument in this regard by offering a detailed account of the application of this approach to a Taiwanese organization (the Kaohsiung Harbor Bureau in Taiwan).     

Technology management: Fundamental issues for engineering education?

Although technology management has been a subject of concern in recent years, its importance to the technical community is not well established. The fundamental implications of technology management for the engineering profession is explored. A definition of technology is sought that best communicates the full implications of the term. In particular, the importance of knowing “how to apply” in contrast to understanding the “scientific fundamentals” is developed as a basis for defining technology.It is concluded that the current attention being given to technology management has significant fundamental implications for engineering and business education. Technology management is shown to focus attention on the importance of decision making processes for engineers and managers. It is concluded that including decision making as a fundamental engineering process may provide a new basis for structuring the “non-science” part of engineering curricula and provide a link between engineering and business curricula. Coupling this with a recognition of the differing characteristics of what is defined as Science Knowledge and Application Knowledge may provide a new paradigm for better preparing engineering students for entering professional practice and also provide a new basis for planning professional development and life long learning.     

Brain circulation, diaspora, and international competitiveness

Drawing upon findings of several studies, this paper examines the interrelationships between brain circulation or “triangular human talent flow”, ethnic diasporas (specifically, the Chinese and Indian diasporas), and a country’s international competitiveness. Globalization, the lowering of immigration and emigration barriers to the movement of people, and the emerging concept of boundaryless careers have all contributed to the phenomenon of brain circulation. Brain circulation replaces the traditional concepts of brain drain versus brain gain because of the growing mobility of human talent across international boundaries. Implications, both theoretical and practical, are then discussed.     

Dynamic performance of a hybrid inventory system with a Kanban policy in remanufacturing process

In this paper we study a hybrid system with both manufacturing and remanufacturing. The inventory control strategy we use in the manufacturing loop is an automatic pipeline, inventory and order based production control system (APIOBPCS). In the remanufacturing loop we employ a Kanban policy to represent a typical pull system. The methodology adopted uses control theory and simulation. The aim of the research is to analyse the dynamic (as distinct from the static) performance of the specified hybrid system. Dynamics have implications on total costs in terms of inventory holding, capacity utilisation and customer service failures. We analyse the parameter settings to find preferred “nominal”, “fast” and “slow” values in terms of system dynamics performance criteria such as rise time, settling time and overshoot. Based on these parameter settings, we investigate the robustness of the system to changes in return yield and the manufacturing/remanufacturing lead time. Our results clearly show that the system is robust with respect to the system dynamics performance and the remanufacturing process can help to improve system dynamics performance. Thus, the perceived benefits of remanufacturing of products, both environmentally and economically, as quoted in the literature are found not to be detrimental to system dynamics performance when a Kanban policy is used to control the remanufacturing process.     

A Fig Leaf for The Naked Corporation

The implementation of the Sarbanes-Oxley Act in the United States and the German Law of transparency and disclosure (TransPuG) lead to a claim for more disclosure of information with the goal of a “naked corporation” such that all information is available to the (potential) investors. In this article we pick up this debate and present arguments that the “naked corporation” does not offer an efficient degree of disclosure, as we have to distinguish between more and better information. Concerning the latter the new regulations are critical. Cognitive limitations and bounded rationality highlight the risk of information overload. Asymmetric information illustrates that self induced disclosure can do better than a mandatory one. Therefore the legislator should not be asked for specific informational contents but for regulations on the way of information provision.JEL Codes: K22, G34, D82     

Situational leadership theory: A test of three versions

Three versions of the leadership dynamics derived from Hersey and Blanchard's Situational Leadership Theory were identified: (1) the original, 1972, statement of the theory; (2) the revised, 2007, theory; and (3) an alternative statement of the theory's essential principle of differential follower response to “autonomy afforded by the leader” in conjunction with “follower developmental level” (as indexed by employee job experience). Survey data collected from 357 banking employees and 80 supervisors, sampled from 10 Norwegian financial institutions, were analyzed for predicted interactions. Results indicated that the 2007 revised theory was a poorer predictor of subordinate performance and attitudes than the original version. The third, alternative, version (which predicted an autonomy × job experience interaction) offered promise for further exploration of the theory's essential principle that employee outcomes are associated with prescribed leader behaviors in combination with follower developmental level, although this version also did not add substantially to accounting for criterion variance.     

Requirements for successful implementation of new manufacturing technologies

This paper addresses the issue of why many U.S. companies have had major problems implementing “programmable automation” technologies in a manner to exploit their full potential. Many competitors in Japan and Europe have been much more successful. The theme of the paper is that the real impediment to the effective use of this new manufacturing hardware lies in some deeply entrenched attitudes and ways of doing things that are incompatible with the requirements and unique capabilities of the new hardware. Barriers to successful implementation are explored and implications for managerial practice are discussed.     

Is there early take-off phenomenon in diffusion of IP-based telecommunications services?

Traditionally, the diffusion of telecommunications services has been considerably affected by the presence of critical mass and network externalities, and thus has shown the so-called “late take-off” phenomenon. However, as telecommunications networks evolve from circuit switching to packet switching, especially IP networks, and thus enabling diverse new services, it seems these traditional telecommunications diffusion patterns are changing. By comparing the diffusion of IP-based services with those of circuit-based services and durable goods, we have found the late take-off phenomenon is not involved in the diffusion of newly introduced IP-based services. Moreover, we concluded that the diffusion of IP-based services is much faster than that of durable goods, thus showing an “early take-off” phenomenon. Based on this empirical result, we suggest that telcos (telecommunications companies) and (ISPs) Internet service providers should pay as much attention to the growth stage as the introduction stage in their development, in order for their IP-based services to be successful in the market.     

Developing high-technology latecomer firms to compete internationally: A three-sector growth model

In contrast to the mainstream approach, which focuses exclusively on how foreign multinational enterprises move into developing countries, this paper researches how high-technology latecomer multinational enterprises grow from the domestic institutional context into the international market. It draws on the economic development theory and the dynamic capabilities perspective to present a three-sector growth model to understand how high-technology latecomer firms establish themselves in international competition through the interplay of the social sector, the state, and the market. The three sectors may work together when they are pushed by external threats or pulled by internal interests. High-technology latecomer firms, at the stage of “getting there,” would call for the caring hand of the social sector; at the stage of “staying there,” would need the competition of the market; and between these two stages, the discipline of the state.     

Acquiring technological competencies through inter-organizational collaboration: An organizational learning perspective

Firms are becoming increasingly sophisticated in their technology strategies and are procuring know-how through a variety of collaborative methods including licensing agreements, joint ventures, minority investments, and equity acquisitions. This paper examines the relationship between an organization's learning capability and inter-organizational collaboration in acquiring technological competencies. Organizational learning is posited to be a mediating mechanism through which technological competencies are developed via varying levels of organizational interaction. A general model is developed which suggests an “efficient fit” relationship between an organization's ability to learn, characteristics of the technology, and mode of inter-organizational collaboration. The concept of a “learning gap” is introduced, and managerial implications are suggested. Finally, propositions are developed to facilitate future empirical research.     

Authentic leadership and positive organizational behavior: A meso, multi-level perspective

Authentic leadership (AL) and positive organizational behavior (POB) are two important emerging approaches in the organizational sciences. To date, published work on AL and POB has been primarily leader-focused and based on individual differences. In this article, after verifying this individual-level focus via content coding of AL articles, AL and POB are explicated and integrated using a meso, multi-level perspective. Essentially, viewed in terms of multiple levels of analysis, AL promotes various multi-level “primary” criteria and outcomes of POB that, in turn, enhances various multi-level “secondary” criteria and outcomes of performance. Direct effects of AL on performance at multiple levels of analysis also are plausible. Implications for future meso perspectives on leadership theory and research in general and on AL and POB in particular are discussed.