A nice thing to do but is it critical for business? Corporate responsibility and Australian business

There is said to be a “new paradigm in business” proposing that business has far broader social and environmental responsibilities than simply making profits for shareholders. This paper examines the concept of corporate responsibility to see how far Australian business has moved towards the new paradigm. Fifty‐four different stakeholders from one large business were interviewed about the meaning of corporate responsibility. Most acknowledged that business has a responsibility beyond simply making profits, however, profit remained the primary motivation in moves towards corporate citizenship, community involvement and social responsibility.     

Experiences of adolescent participation in a four-week community-based workshop designed to improve psychosocial skills: what are the key benefits?

The present study sought to explore the experiences of young adolescents who participated in a community-based workshop designed to improve psychosocial competence. The workshop involved 14 adolescent children aged between 10 and 14 years, who lived in socially disadvantaged areas of Liverpool, UK. Focus groups were employed to assess whether participation in ‘Skills for the Street’ workshops improved adolescents’ psychosocial functioning and personal development. A number of themes were identified in the analyses, including increased confidence, increased self-awareness, admiration and team building. These themes are discussed, and we argue that the findings attest to the benefit of community-based approaches for young people living in socially disadvantaged neighbourhoods in the UK.     

Decision-making Autonomy in UK International Equity Joint Ventures

This paper investigates approaches to decision making in international joint ventures (IJVs) from the perspectives of the transactions cost and resource‐based theories of the firm. In particular, the concept of autonomy in decision‐making in a sample of UK‐European equity joint ventures is examined. The study adopts a multi‐method personal interview and self‐administered questionnaire approach to examine managerial perceptions of decision‐making and autonomy in the parent firms and the joint venture. The findings show that there are differences in the perception of autonomy between each of the parent firms, and between the parent firms and the IJV management. When we unpack the nature of autonomy in detail, it is found that IJV managers have greater degrees of operational autonomy than strategic autonomy and that decision making by IJV managers takes place within the context of constraints set within the IJV's business plan. This confirms the transaction cost theory which posits that key internal markets (for management, technology and capital) will be under parent control and also supports the resource based view that key capabilities are protected under the business plan established by the parent firms. The influence on IJV autonomy of the moderating variables IJV performance and IJV duration are also examined.     

UK International Joint Ventures: An Analysis of Patterns of Activity and Distribution

To date no study has presented data which systematically considers the detailed activity of UK firms in joint venture formation over a significant period of time. This paper attempts to rectify this position by providing key statistics on the formation of joint ventures between UK firms and partner firms in Western Europe, the USA and Japan over the 1980s. The study examines several dimensions of activity: Trends in UK joint ventures over time, geographic distribution, industry characteristics, joint venture purpose, number of partners, contractual form and the equity share of UK partners.     

Understanding the Processes Underlying Inter‐firm Collaboration: Mutual Forbearance and the Principle of Congruity

This paper makes a theoretical innovation by integrating two key principles – mutual forbearance and the principle of congruity – into one general process model. It examines the micro‐mechanisms underlying the formation of a mutual‐forbearance agreement and explicates the role of time and of individual actions. We further understanding of the process of cooperation building by drawing a parallel between early stages of the formation process of mutual forbearance and cooperation, and argue that mutual forbearance may, under certain conditions, lead to long‐term cooperation or, if mismanaged, completely smother any chances of it. A prospective agreement may be put at risk when potential contributions are evaluated differently by each party and no action to mitigate the consequences is taken; even more so in a mutual‐forbearance context when the parties can only observe their counterparts’ actions through the market. Our model takes into account the micro‐mechanisms associated with the time between the actions of one entity/individual (e.g. the top manager) and the reaction of another entity/individual, the boundary conditions of the background to those actions and the alternative actions available during this time. Propositions for further exploration and implications are drawn.