Gender and the Politics of Death: Female Representation,Political and Developmental Context,and Population Health in a Cross-National Panel

There is considerable speculation that female political empowerment could improve population health. Yet, evidence to date is limited, and explanations for why political empowerment would matter and the conditions under which this might be enhanced or muted are not well understood. In this article, we draw on theoretical work on the politics of representation to frame an investigation of whether increases in the percentage of females in a country’s parliament influence mortality rates. We further examine whether the relationship is conditioned by extent of democracy and economic and social development. Through multivariate longitudinal regression, we analyze four indicators of mortality in 155 countries spanning 1990 to 2014 with controls for initial country conditions, time-stable structural predispositions to higher mortality, and a number of time-varying potential confounders. Results indicate that a high level of female representation—30 % or greater in our models—has large negative associations with mortality, that these are particularly strong in lesser developed and weak democratic contexts, that high female political representation effectively offsets liabilities associated with low development, and that the relationships are robust to various operationalizations of social development. In the end, our research provides a particularly thorough accounting of the relationship between female political representation and population health, particularly by specifying the conditions under which female representation is most salient. In doing so, the research suggests important links between issues of female empowerment, political context, and developmental trajectories of countries more generally.     

Dramatically reducing cycle times through flash development

The reduction of cycle time has emerged as a fundamental element of new product development strategy. Many companies look solely at speed enhancement and increase the human, capital and technical resources allocated to development projects. However, additional resources do not guarantee significant reductions in cycle time. As well as speed enhancement activities, there exist two other sets of activities that are key to shortening the development cycle: those that act to prevent delays (friction) in the development process and those that define the scope of the final outcome (direction). This paper describes flash development as an alternative approach to reducing product development cycle times. Flash development works by creating a process that focuses on speed, friction and direction. The process is illustrated through an analysis of the Galileo Project at Nortel Networks.     

Leveraging middle managers’ brokerage for corporate entrepreneurship: The role of multilevel social capital configurations

Building on recent efforts to bring a socio-political perspective to social capital research, we develop and test a multilevel framework that explains why middle managers who occupy brokerage positions differ in their ability and willingness to engage in entrepreneurial behavior. More specifically, we provide a contextualized understanding of the links among middle managers' brokerage, their political-support ties, and their personal initiative. Results derived from data on 383 middle managers and 72 top managers in 34 business units indicate that political-support ties with top managers strengthen the relationship between middle managers’ brokerage and personal initiative. However, this positive effect depends on the social capital resources available in the focal business unit. It is attenuated in business units with a supportive and trusting social context and amplified in business units with high levels of internal connectedness. By uncovering these incompatibilities and complementarities, our study demonstrates the value of accounting for different social capital configurations and the interplay of their inherent social capital resources when examining the effects of brokerage on corporate entrepreneurship.     

Managerial Involvement and Perceptions of Strategy Process

Prior academic research attests to both positive and negative effects of involvement on the process of developing strategy. On the one hand, it has been argued that involvement strengthens shared vision, increases rationality and improves adaptiveness in strategy-making. On the other hand, involvement is said to lead to intense political behaviour, increased cultural inertia and more constraints in the strategy process. The purpose of this study is to investigate the relative importance of these effects. In a survey of over 6,000 managers, we find that their reported levels of involvement are positively associated with perceptions of strategy development processes that are more rational, more focused by a shared vision, and more adaptive. In addition, involvement is negatively associated with statements describing the process as top-down, influenced by politics and slowed by internal culture. Moreover, those who are more involved tend to see business and non-business constraints as less important in determining strategy. We argue that these associations between involvement and desirable features of strategy process are important because perceptions are the basis of managerial behaviour. Thus, managers who are more involved in strategy not only see the process in a more favourable light but also act in ways that make the process more effective. The main implication of these findings is that for most organisations increasing involvement improves the strategy process.     

The Blinders of Dominant Logic

This article argues that the dominant logic embedded in an organisation may keep it on the road ahead, but it also acts as a blinder to peripheral vision. It says that managers need to look at beyond the borders of their industries and geographies to find new opportunities and rethink the logic of the business. It refers to corporate examples where shifts in organisations’ dominant logic allowed traditional assumptions about value creation to be reassessed and resulted in successful forays into the periphery.     

Mining the Periphery for New Products

Revolutionary products often come from upstart players or companies outside the industry, while mainstream operators follow a risk-averse path of concentrating on their current business. This article urges companies to channel resources into looking at the periphery for ideas that could be profit-drivers of the future. It suggests three strategies for finding new products: frame the landscape; develop game-changing hypotheses; and use targeted hunting. It concludes by saying that these approaches will encourage managers to combine broad searching and thinking with focused evaluation and execution.