Making sense of pragmatic and charismatic leadership stories: Effects on vision formation

For some time, it has been argued that stories articulated by leaders are an important vehicle for exercising influence, but stories of leadership might also serve as a means for developing leadership potential. One critical activity involved in leadership is vision formation, which involves constructing and communicating a future state that guides followers in “making sense” of complex organizational events. Like leader visions, analyzing stories also, by nature, evokes sensemaking processes. As a result, analyzing stories of leadership may provide a natural means for practicing the art of sensemaking. In the present investigation, undergraduates were asked to read six short stories about incidents of either pragmatic or charismatic leadership in business settings. After reading each story, questions were asked to encourage sensemaking of story events, causes, and emotions. Participants were subsequently asked to formulate visions for leading a secondary school –– a transfer task. It was found that stronger visions were produced when participants were asked to analyze both story events and the causes of these events. The implications of these findings for the use of leadership stories in leader development initiatives are discussed.     

Marketing as an Investment in Shareholder Value

We present resource‐based and capability‐based arguments of marketing investment intensity to offer a strategic view of marketing as an investment in shareholder value. We find that marketing investment intensity has a U‐shaped quadratic effect on shareholder value creation (Tobin's q) that calls for marketing investment to be protected and increased, not surrendered. We show how marketing investments interact with investments in R&D, human capital and operations to reveal how strategic co‐investments can alter the shareholder value of marketing. Finally, we show how competitive intensity and failings in the firm's investment productivity (its ability to convert investment expenditure into sales) point to malaise in the firm's own strategic architecture as a fault for perceived poor returns from marketing investments. Our findings suggest that marketing investment should not be scapegoated when its contributions to shareholder value are not as expected. When invested in strategically and in combination with other investments, marketing can unlock exciting improvements in shareholder value.     

Strategic Shared Leadership and Organizational Dynamic Capabilities

We propose that the purposeful sharing of strategic decisions and the process of making and taking those between the dominant coalition of an organization (Strategic Shared Leadership or SSL thereafter), initiated and supported by a focal strategic leader or small team, engenders Organizational Dynamic Capabilities (ODCs) though the transfer of individually-residing DCs within the SSL team, the transformation -co-creation of novel ones and their embeddedness-institutionalization within the organization. It also enhances organizational cognition which mediates the relationship by enriching co-created ODCs and their capacity to deliver reliably change through sensing, seizing and reconfiguring. Accordingly, SSL serves as a co-creator and key predictor of the emergence of ODCs. This helps address the challenges of DCs to marry stability with change, be predictable and to be capable of predicting.     

THE EFFECT AND COST OF FORECAST ERROR BIAS FOR MULTIPLE-STAGE PRODUCTION-INVENTORY SYSTEMS

This paper examines forecast error with an intention not to minimize forecast error so much as to bias the resultant error in order to achieve better managerial results. Much work has been accomplished by other researchers toward the goal of minimizing forecast error—sometimes by the use of sophisticated forecasting techniques. The results of this paper indicate that manipulating forecast error bias may be the better managerial strategy as opposed to going to great lengths to minimize forecast error. Subject Areas: Forecasting, Aggregate Planning, Capacity Planning, and Production/Operations Management.     

农户生计策略识别及其动态转型

利用中国健康与养老追踪调查(CHARLS)2013和2015年两期调查数据,构建收入—资产指数识别了中国农户的生计策略及其跨期动态转型,并从生计阶梯的视角阐释了生计转型对贫困治理的意义。研究发现:(1)农户兼业化和生计多样化程度在不断提高;(2)低收益生计策略退出率和高收益生计策略进入率比较低,生计转型主要发生在中等收益的生计策略中,最终整个生计阶梯演化为“葫芦型”,是对“金字塔”型生计阶梯的一种改善;(3)农户家庭当期的生计策略选择对上一期生计策略具有显著的依赖性。自然资本、人力资本、社会资本和金融资本的积累显著促进了农户生计策略的向高收益流动,而物质资本中的农用固定资产所形成的沉没成本,其捆绑效应阻碍了农户的生计多样化。因此,现阶段扶贫政策应该对农户生计资本提供保障,防止各类外生冲击(包括政策、自然)对农户资产的侵蚀,降低农户生计策略向低收益流动或者单一化的风险。     

Social Harmony in Hong Kong: Level,Determinants and Policy Implications

This study aims at ascertaining how Hong Kong people perceive Hong Kong as a harmonious society. It also identifies the elements that are most conducive to social harmony in Hong Kong, so that the government could take reference when formulating new policies. 1,062 adults residents were asked to rate their perceived level of social harmony and their satisfaction with 36 items (divided into three dimensions: public governance, society, and economy, family and work) for which the research team believes would be influencing the perceived level of social harmony. Results show that the average rating of social harmony was 5.57 (out of 10), delineating a moderate level of social harmony. Subsequent multivariate factor analysis and regression analysis show that the four extracted factors (from the three dimensions) had significant impacts on the level of social harmony. These were, in order of significance: (a) public governance, (b) social solidarity and respect, (c) economy/family/work and, (d) social tolerance and progressiveness. According to the factor loadings of each significant factor, we identified four core values which we hope the government would consider when formulating new policies, as follows: (1) A Justice Government with Sincerity on Communication, (2) Mutual Support and Respect with Integrity and Dedication, (3) Dedication to One’s Job and Community by Helping the Needed and, (4) Creativity and Progressiveness with Tolerance. Implications for policy making are discussed. The study was conducted under the direction and guidance of the Fostering Social Harmony Task Force of the Hong Kong Professionals and Senior Executives Association (HKPASEA). The authors acknowledge the kind support and assistance provided by the Council Members of HKPASEA and staff members of the Centre for Corporate Governance and Financial Policy at Hong Kong Baptist University. We are also grateful to Prof. Alex Michalos and Prof. P. K. Ip for their comments and suggestions given at the International Conference on National Well-Being held in November 2006 at the National Central University, Taiwan.     

A New Malaysian Quality of Life Index Based on Fuzzy Sets and Hierarchical Needs

The Malaysian Quality of Life Index (MQLI) released by the Economic Planning Unit (EPU), has led authors to search for alternative method of expressing this index. One of the limitations in MQLI computations is the failure to recognise unequal weights for each accounted component. This paper offers a new way of expressing the quality of life index using a mathematical modelling based on fuzzy sets theory and the proposed weights based on Maslow’s theory of hierarchical human needs. The indices of 11 components that were used to compute MQLI, again be gathered as a basis in expressing a new Malaysian Fuzzy Quality of Life Index (MFQLI). The new indices for each component yielded through a normalisation process prior weighting and aggregation to compose a new MFQLI. It was found that a fuzzy sets approach with the inclusion of weights based on human needs yielded a better index of quality of life than the MQLI.     

Determinants of business success: an examination of Asian-owned businesses in the USA

Using confidential microdata from the US Census Bureau, we investigate the performance of Asian-owned businesses. Using regression estimates and a special non-linear decomposition technique, we explore the role that class resources, such as financial capital and human capital, play in contributing to the relative success of Asian businesses. We find that Asian-owned businesses are more successful than white-owned businesses for two main reasons—Asian owners have high levels of human capital and their businesses have substantial start-up capital. Using detailed information on both the owner and the firm, we estimate the explanatory power of several additional factors.