Evolution of product quality in European,Japanese and US automotive firms: An exploratory longitudinal analysis

For years we have been hearing that US automobile manufacturers have been losing market share to their Japanese rivals who are reputed to make better quality vehicles. Most such reports are based on the initial quality surveys on new automobiles. In this paper we address two exploratory questions: (1) how does the quality of an automobile change with its age, and, (2) can firm level variables help explain differences quality. To answer these questions, we collected Consumer Reports’ reliability ratings on approximately 300 automobile models made by European, Japanese and US automotive firms during the 1998–2007; and approximately 240 models made by these firms over period of 2008–2015. For both periods we found that not only do automobiles made by Japanese firms have higher initial quality, but, as automobiles get older the difference in the product quality between Japanese versus European and US firms increases. We also found that the more generalist a European or US automobile firm, i.e., the wider is the firm׳s product offering in the marketplace, the lower its overall automobile quality during the 1998–2007 period. Conversely, Japanese generalist firms were found to have higher quality than specialist firms over the same period. The result is partly explained by the fact that Japanese firms have taken a different path to broadening their product variety – they have ensured a high level of quality of their initial offerings before entering newer market segments. The rate of reliability decline was found to be slower for all firms, and the differences in reliability across the 3 groups of firms were much less pronounced during the 2008–2015 period. This improvement may be as result of restructuring done by US automobile firms.     

Technical innovation and international competitiveness in the television industry

The television industry has undergone significant changes in competitive structure internationally. In the past the industry was characterised by rapid growth as first black and white and then colour television diffused throughout developed countries. More recently, recessions and market saturation have constrained growth and competition has grown more intense. Competition has intensified further with the introduction of new television-based products, such as video recorders, dises and home information systems. All the major Japanese consumer electronics firms have invested in the US and Europe in both component manufacture and set assembly. This has threatened the established US and European manufacturers. Innovation has played a major role in international competitiveness. Innovation in products and manufacturing processes has changed the nature of competition in the industry. Japanese firms have been the most successful innovators. By applying advanced automation in assembly, testing and handling to large production volumes, the Japanese have achieved dramatically superior performance in terms both of productivity and of quality. European and US firms have only responded to the challenge belatedly.     

The Impact of Stakeholder Management on Corporate International Diversification

This article explores the relationship between stakeholder management and international diversification. We differentiate between strengths and concerns in stakeholder management to demonstrate the differential effects of the two aspects of stakeholder management. Previous research on stakeholder theory often focuses on the importance of stakeholder relations, trying to build a business case of relational capital that results from strong stakeholder management. Such a relational approach, however, overlooks the process of managing stakeholders, a process that allows firms with strengths in stakeholder management to develop an important capability of managing tensions. In this study, we argue that this capability, an inherent part of stakeholder management, can be critical when firms face increased complexity during the process of international diversification. We therefore propose that strengths in stakeholder management are positively related to international diversification, while concerns in stakeholder management are negatively related to international diversification. Using panel data for 169 US multinational firms over a 10‐year period, we find support that strengths in stakeholder management facilitate international diversification. We discuss the contributions of our findings to stakeholder theory and international business research.     

Analysis of human capital development in Puerto Rico: summary and conclusions

This study explored whether perceptions of organizational business ethics differ by hierarchical levels. The study sample included more than 40,000 executives, mid-level managers and non-managerial employees from business organizations in six countries: Brazil, China, Germany, India, the UK and the US. We found that executives provided the most positive assessment of ethical business culture within their respective organizations. Employees’ assessments were less positive, and mid-level managers’ assessments fell in the middle. Organizational size and respondents’ age were not related to differences in responses. Statistically significant differences among hierarchical levels were found in Brazil, the US, Germany, the UK and China. Differences were not significant in India. Executives with longer tenure at the same organization tended to provide higher ratings of organizations’ ethical cultures, while managers’ and employees’ ratings tended to decrease with time.     

Stakeholder strategies for the physician executive.

If physician executives are to be effective in confronting the environmental turbulence and uncertainty facing their organizations, they must effectively manage their stakeholders. This article extends the stakeholder approach described in the May-June 1989 issue of Physician Executive as a tool for the physician executive in the development of practical strategies to cope with turbulence and uncertainty. We suggest four generic strategies physician executives can use: involve supportive stakeholders, monitor marginal stakeholders, defend against nonsupportive stakeholders, and collaborate with mixed-blessing stakeholders. As an overarching strategy, a physician executive should try to change the organization's relationships with a stakeholder from a less favorable category to a more favorable one. The stakeholder can then be managed using the generic strategy most appropriate for the category.     

Comparing corporate governance practices and exit decisions between US and Japanese firms

This study examines how widespread the similarities between US and Japanese corporate governance practices have become. Results suggest that, in spite of convergence in many areas of business practices, Japanese board structures and governance practices still differ greatly from those in the United States—particularly in Securities and Exchange Commission-mandated reforms such as independent audit and compensation committees. Our results suggest that corporate governance differences between Japanese and US firms may be driven, in part, by differences in directors’ recognition of investors’ performance expectations. In particular, results indicate that the exit barriers related to employment influence decision-making for Japanese directors more strongly than they affect US directors’ decisions. Board independence—particularly with respect to audit and compensation committee membership—reduces the height of perceived exit barriers. Results suggest that, in spite of convergence in many areas of business practices, Japanese board structures and governance practices still differ greatly from those in the United States although it does not conclude that the transition is necessarily desirable.     

Why an MBA?

As physicians move into medical management, leaving clinical practice behind to play a major role in managing physician performance and clinical processes, they are having to deal in the business world. Physician executives are donning the pinstripe suit instead of the white coat, and adding a business acumen to their clinical skills. Many have opted to pursue executive MBA programs to learn the business competencies they need to manage health care organizations. This article summarizes the educational opportunities available in executive MBA programs and discusses the value of business training for aspiring physician executives.     

Strategic planning in an age of uncertainty

Strategic planning and decision making in the face of uncertainty have always presented a serious challenge to top management, but the present scale of uncertainty is unprecedented. Decision makers used to be able to rely on the past to predict the trends of the future. Now they are increasingly being forced to make important decisions that depend upon highly uncertain external factors for which the past offers little guidance. In all areas of business and government, there is a vital need to understand and implement procedures that enable decision makers to deal more effectively with uncertainty for planning and allocating their organizations' resources.Because of differences in their social, political and economic environments, European and Japanese managers are today affected by many acute areas of uncertainty— such as industrial democracy, floating exchange rates, changing social and political values, growing environmental awareness, government regulation, technological change, pollution control regulation, energy cost, and raw material availability—earlier than their counterparts in the U.S.A. These uncertainties affect not only private sector manufacturing industries, but also financial and service industries as well as nationalized industries and government organizations.This article shows how ineffective methods of dealing with uncertainty can lead to serious mistakes with costly consequences. The cost of overconfidence and people's natural but futile tendency to ignore or to try to eliminate uncertainty is illustrated by the crises seen recently in the world steel and shipbuilding industries. The article then demonstrates how decision analysis procedures that focus directly on the major decision points in the strategic plan enable executives not only to include uncertainty directly in their strategic planning, but also to increase their understanding of the decision process and their ability to communicate the results to others.     

Stakeholder Theory: The State of the Art

Abstract

For the last 30 years a growing number of scholars and practitioners have been experimenting with concepts and models that facilitate our understanding of the complexities of today’s business challenges. Among these, “stakeholder theory” or “stakeholder thinking” has emerged as a new narrative to understand and remedy three interconnected business problems—the problem of understanding how value is created and traded, the problem of connecting ethics and capitalism, and the problem of helping managers think about management such that the first two problems are addressed. In this article, we review the major uses and adaptations of stakeholder theory across a broad array of disciplines such as business ethics, corporate strategy, finance, accounting, management, and marketing. We also evaluate and suggest future directions in which research on stakeholder theory can continue to provide useful insights into the practice of sustainable and ethical value creation.     

The corporate energy policy: A management planning perspective

The energy problems facing the world have been receiving increasing attention in the press and in business journals. This article examines the attitudes of 224 U.S. business executives toward the energy crisis and examines the role of a corporate energy policy in minimizing the economic impact of future energy price increases and/or shortages. A plan for a corporate energy policy is proposed.     

The principles of war applied to business

The search for excellence in business is not enough. First a company has to survive before it can become excellent. Competition in the marketplace is a form of warfare. Twenty centuries of military history have produced principles of warfare that business executives can adapt for use in today's competitive environment. The Chinese have a “Society for the Study of Ancient Management Thinking.” Japan's success after World War II, they explain “a little bitterly”, owes much to its study of ancient Chinese wisdom, particularly Sun Tzu'sThe Art of War, which the Japanese use as a treatise on market strategy. Businessmen must use all the tools available to them to survive and prosper.     

Is CSR the panacea for SMEs? A study of socially responsible SMEs during economic crisis

There is increasing research attention as to how SMEs might realize corporate social responsibility opportunities. Most studies focus on the pursuance of responsible business strategies that result in favourable business outcomes. This study investigates SMEs who actively participate in CSR activities in a south-eastern European country during the economic crisis of the Eurozone. Data collected reveals that stakeholder salience and proximity moderate the relationship between CSR and financial performance. The context of this study is important as it addresses the paucity of research carried out in countries during economic crisis and sheds light on the positive aspects of CSR practices adopted during crisis.     

Executives’ Views of Factors Affecting Governance Change in a Not‐for‐Profit Setting

Knowing the factors that executives deem critical to governance change can improve our understanding of how such changes come about and can help us evaluate those changes. Interviews with business and finance executives at 11 colleges reveal the importance to governance change of chief executive and board member leadership and interactions, as well as executive communication style. Costs are clear constraints to action, particularly since benefits are not quantified and are difficult to describe. Efforts to discuss governance with internal stakeholders require persistence to overcome narrow, individualized concerns. Communication about governance to external stakeholders is rare and represents a missed opportunity for stakeholder feedback and the development of trust. Executives appear willing to adopt governance forms without considering the idiosyncrasies of their institutional field, limiting the working definition of governance and its potential. For corporations and not‐for‐profit enterprises these findings hold implications for the context in which leadership is exercised and the shape of governance structures. They also pose a fundamental ethical dilemma for leaders to address.     

Developing alliances between U.S. and Portuguese executives: The impact of executive courage

This study represents an effort to gain insights into the differences between U.S. and Portuguese executives with regard to their attitudes toward the role of executive courage in the business organization. Eighty Portuguese and 40 American executives participated in the study. Four research questions were formulated and investigated. Results show that the two groups of executives tended to be more similar than different. However, some statistically significant differences between the two samples were detected. Portuguese organizations exhibited significantly more control over the actions of their executives and rewarded efficiency rather than effectiveness, when compared to American business organizations. Implications for strategic alliances between Portuguese and American executives are discussed and recommendations for future research are provided.     

Leadership qualities: Europe's CEOs are surveyed by management centre Europe

Today's Chief Executive may think of himself as a great business leader. But he's wrong. This so-called business leader is not within spitting distance of possessing the qualities expected of him by his management team. In a tightly-structured survey of over 1,500 top and middle managers, chief executives were found seriously wanting in critical areas that have been defined as key parts of the leadership equation for decades.That is the basis of the following article. It holds many lessons, and hints at the managerial anatomy of the successful future business leader.     

Culture: A key to management communication between the Asian-Pacific area and Europe

Western culture, and therefore Western management methods and thinking, has devalued other cultures, and it has been assumed that the high culture of dominant nations has taken over. But this is not so; cultures of everyday life are complex and not easily destroyed. They are also systems in motion, that can adapt easily.Tzöl Zae Chung explains the striking differences between Asian and European thinking and ways of managing and doing business. Misunderstandings can occur if two cultures meet without adequate prior preparation. But increasingly, Japanese management methods are revitalizing Asian values and attracting attention. The cultural factor in globalization — especially in the ‘triad’ of trade between the US, the Asian-Pacific region and Europe is becoming critically important.     

Marketing for women in management

Participating successfully in the Single European Market as in any other competitive business situation depends on an adequate supply of managerial and specialist skills.Together with the issue of recognising, employing and integrating women experts and executives as a highly qualified resource, a strategic approach is established for managing personnel. Five steps towards a marketing strategy for women — as well as men — employees are discussed.     

Factors affecting the change of top executive nationality in MNCs’ foreign affiliates in Japan

Using archival data published in 2003 and 2007, we investigated factors that influence the change of nationality of the most senior executives in foreign affiliates of MNCs operating in Japan. Our results show that as the length of operation in Japan increased, the likelihood of a non-Japanese top executive in the affiliate being replaced by a Japanese one, was higher than that of a Japanese top executive being replaced by a non-Japanese one. We also found that when an affiliate had a Japanese top executive at time one, it was more likely that a non-Japanese executive replaced the Japanese one if the affiliate’s foreign ownership ratio increased at time two. In addition, there were notable differences between affiliates of Asian, North American and European MNCs in top executive staffing patterns of Japanese affiliates. Implications from this study and future research directions are discussed herein.     

The MBA mystique

Is an MBA the solution for you? Do physician executives need to have a business degree to compete in today's competitive marketplace? What are clients looking for when they make hiring decisions? The answers may surprise you. This column is an attempt to dispel myths about physician executives and the MBA degree. Clients want to attract and hire physician executives who possess sometimes intangible skills--with or without the MBA credential. These intangible skills include the ability to educate other physicians to the new health care realities, a sales orientation emphasizing effective communication that focuses on patients and payers as customers, comfort with ambiguity, flexibility, and tact and sensitivity in negotiations.     

Netchising: The Next Global Wave?

Companies have long taken ‘going global’ to mean having a physical presence at locations everywhere. It has meant executives in transit and bricks-and-mortar facilities on the ground. Based on extensive field interviews with executives at 35 different MNCs, our research shows that an increasing number of companies are succeeding overseas without massive foreign investment by adopting the global business model we call netchising. This new business model relies on the Internet for procurement, sales, and maintaining customer relationships, and non-equity partnership arrangements to provide direct customer interfaces and local adaptation and delivery of products and services. Netchising offers potentially huge benefits over traditional exporting or foreign direct investment approaches to globalization.