Made in China at a crossroads: a recourse‐based view

• The brand ‘Made in China’ has long stood for low cost and good value. But recent revelations about the quality of some Chinese products exported overseas have begun to put this brand at risk. In the end, much of what constitutes this country brand depends on the strategies Chinese firms pursue, which in turn subject to the firm resources. Drawing from the resource‐base theory, this paper investigates the sources of the competitive advantage of the brand ‘Made in China’ and discusses the choices to be made by the Chinese firms and government in order to maintain a stable and better country brand.

Copyright © 2009 John Wiley & Sons, Ltd.     

Entrepreneurial orientation and generic competitive strategies for emerging SMEs: Financial and nonfinancial performance perspective

In the competitive markets, business ventures have not only emphasized financial performance but nonfinancial performance has also become the need of the day due to its significant role in increasing customers. However, minor attention is given to the relationship between entrepreneurial orientation, business strategy and nonfinancial performance of emerging small and medium enterprises (SMEs). This study scrutinizes the effect of each dimension of entrepreneurial orientation (i.e., innovativeness, risk‐taking, and proactiveness) and each of generic competitive strategies (i.e., differentiation and cost leadership) on the performance (financial and nonfinancial) of emerging SMEs. We surveyed 373 SMEs operating in Pakistan through a structured questionnaire. For the data analysis and hypotheses testing, we used AMOS.21. The findings display that innovativeness, proactiveness, and risk‐taking significantly improve financial performance while insignificantly impact nonfinancial performance. Differentiation and cost leadership strategies significantly spur financial as well as nonfinancial performance of SMEs. This study advises that top managers of SMEs in the emerging economies need to maintain a focus on entrepreneurial activities and formulate unique competitive strategies to attain higher performance. This research further recommends policymakers to initiate entrepreneurship programs for SMEs to configure entrepreneurial posture of the businessmen. Further recommendations have stated.     

“Capacity‐building” in global Internet governance: The long‐term outcomes of “multistakeholderism”

“Capacity building” is a catch phrase from the UN development discourse. In recent years, it has entered the global Internet governance (IG) arena. At World Summit of the Information Society (WSIS 2003), “capacity building” was identified as a key public policy issue. It is proposed in this study that ‘capacity building’ be defined in a different manner – as the principal outcome of the experimental multistakeholder (MSH) process in global IG. The open and inclusive process of stakeholder deliberation leads to accumulation of intellectual capital, development of relational infrastructure for the domain (epistemic community), and emergence of common global consciousness. When cast as a capacity‐building process, MSH collaboration at global Internet governance arenas exhibits long‐term and large‐scale intangible outcomes. This study contributes to the understanding of the capacity‐building potential of MSH collaboration in IG. By employing concepts from International Relations and Organizational Learning, the author develops a model of tangible and intangible outcomes of MSH collaboration. This unique model can be used for studying the effects in other stakeholder venues of governing global resources and processes.     

A conceptual look at the strategic resource dynamics of public affairs

• The goal of this paper is to build an understanding of core public affairs resources, their development and their relationship to competitive advantage. The perspective employed is that of the resource‐based view (RBV) of the firm and the resources associated with public affairs are viewed in strategic terms. Public affairs is conceptualized as a dynamic capability whose function is to ‘catalyse’ latent socio‐political resources into operational ones that can be used in pursuit of sustainable competitive advantage. The types and development of public affairs resources are described. A model of the dynamics of resource development and exploitation is offered, along with simple typologies of the major operational resource categories of access and legitimacy.

Copyright © 2008 John Wiley & Sons, Ltd.     

Firm‐level political capabilities and subsequent financial performance

While there is a robust literature on corporate political activity, scholars have not adequately framed these activities as being part of a strategy to garner political capabilities. In this paper, we incorporate political capabilities and argue that those firms that more intensely commit resources to political activities have associated subsequent performance benefits. In a sample of 87 Fortune 500 firms from 2005 to 2011, we find that both political action committee and lobbying intensity were associated with higher return on invested capital and return on assets after controlling for other factors. Additionally, we find support that the cumulative effect of political action committee and lobbying intensity on performance is also significant. Finally, we moderate the main effects with industry concentration and find that returns are greater in more consolidated industries. Copyright © 2015 John Wiley & Sons, Ltd.     

Managerial Experience and Organizational Performance: A 15‐Year Panel Study of Local Assessors

The proposition that managerial experience improves performance is an empirical claim, yet panel studies with long time dimensions exploring the relationship are uncommon. This article investigates the impact of managerial experience on organizational performance using a 15‐year panel of local property assessors in Washington State from 1999 to 2013. Each additional year of experience improves assessment quality as measured by the coefficient of dispersion by three‐tenths of a percent. However, although the relationship is statistically significant, the size of the effect is quite small, with administrative practices and the environment surrounding the assessment task being stronger predictors of assessment performance.     

Cream‐Skimming,Parking and Other Intended and Unintended Effects of High‐Powered,Performance‐Based Contracts

As performance‐based contracting in social welfare services continues to expand, concerns about potential unintended effects are also growing. We analyze the incentive effects of high‐powered, performance‐based contracts and their implications for program outcomes using panel data on Dutch cohorts of unemployed and disabled workers that were assigned to private social welfare providers in 2002 to 2005. We employ a difference‐in‐differences design that takes advantage of the fact that contracts gradually moved from partial performance‐contingent pay to full (100 percent) performance‐contingent contracting schemes. We develop explicit measures of selection into the programs and find evidence of cream skimming and other gaming activities on the part of providers, but little impact of these activities on program outcomes. Moving to a system with contract payments fully contingent on performance appears to increase job placements, but not job duration, for more readily employable workers.     

Citizen co‐production of cyber security: Self‐help,vigilantes, and cybercrime

Given the limited resources and capabilities of states to maintain cyber security, a variety of co‐production efforts have been made by individuals or by collectives, of varying degrees of organization and coordination. This article identifies different forms of citizen co‐production of cyber security and notes the risk of unintended consequences. Safeguards and principles are proposed in order to facilitate constructive citizen/netizen co‐production of cyber security. Although co‐production of security can contribute to social control, only those activities within the bounds of the law should be encouraged. Activities of private citizens/netizens that test the limits of legality should be closely circumscribed.     

Political Control and Managerial Survival in State‐Owned Enterprises

This article explores the impact of political determinants on the survival of managers in state‐owned enterprises (SOEs). Drawing on theories of bureaucratic delegation, it is argued that preference divergence between principals and agents as well as among principals is a major driver of managerial turnover. More specifically, the partisan affiliation of SOE‐managers with the government, the opposition, or individual ministers can serve to explain the length of their tenure. The analysis employs Cox proportional hazard regressions to test these hypotheses on an original data set of 1,671 managers serving in 87 public corporations in Austria between 1995 and 2010, thus presenting one of the first large‐n analyses of political appointments in a parliamentary system. The results strongly support the proposition that partisan affiliation drives managerial survival.     

“Promoter” as an agency in decline of “market orientation” across small scale enterprises in Andhra Pradesh: Study on three selected districts

The study emphasizes the exploration of the influences that “promoter” of the small‐scale unit exerts in shaping the loss of market orientation in regional perspective. The small‐scale firm‐based “inefficiencies” have been measured with aid of the factors “promoter's entrepreneurial orientation,” “faulty resource based planning,” “inefficient managerial control,” and “improper capacity utilization.” The factors were shortlisted after extensive review of the existing literature, theoretical frameworks, and the conceptual notes with regard to the phenomenon of the market orientation decline or industrial sickness across the small‐scale units. The study across promoters of 300 sick industrial units observed the incidence of the sizable and quantifiable impact of the promoter in shaping the prospects for small‐scale unit‐based survival.     

Post‐ministerial occupation in advanced industrial democracies: Ambition,individual resources and institutional opportunity structures

The post‐office occupation of former cabinet members remains basically unexplored in both single‐case and comparative studies. Is being a minister just a career tout court, or does serving in executive office facilitate movement to other positions? This article sheds new light on this question by advancing the theoretical development and empirical understanding of the various types of post‐ministerial occupation. The analysis takes into account ex‐ministers’ ambition, political capital resources and the institutional opportunity structures that might well affect both ambition and individual resources. Additionally, given that access to executive office is profoundly gendered, the article addresses the central question of whether post‐ministerial occupations similarly present differential patterns for women and men. The empirical results of a cross‐national comparison of 23 advanced industrial democracies show that, for most departing ministers, serving in executive office is indeed a stepping stone to other positions. Post‐office trajectories are not only shaped by ex‐ministers’ political capital resources such as seniority, party office, policy expertise and type of portfolio held while in cabinet, but also by different institutional factors that present country‐specific combinations. Specifically, systemic variables shape the relevance of political capital resources and affect how ambition is constructed and towards which goals. Strong gendered post‐office patterns are not found, although some intriguing gender differences are observed.     

Recentralization and vertical alignment in the French health‐care system

In foreign exemplars, key new public management (NPM) features such as decentralization and devolution of health‐care responsibilities had outcomes below expectations. Other NPM traits such as the patient as overseer of reforms or the empowerment of patient remained elusive. In France, the integration of public values such as greater participation of patients and local actors (NGOs and elected officials) and NPM‐driven private values such as performance evaluation has yet to be seen. Taking advantage of NPM's failings and austerity agenda, a French welfare elite regained control over health‐care policy decisions at the expense of regions and other local actors. NPM outcomes were below expectations. Austerity cures led to weakening of the regional decision spaces, which can be explained under the principal–agent relationship. Accountability shifted to managerial (the professionalization of hospital managers) and legal (governance via regulations) forms in a bid to restore central government control. A democratic recess results from the lack of public engagement in recent health reforms.     

Taking a Closer Look at the Empowerment‐Performance Relationship: Evidence from Law Enforcement Organizations

This article examines the influence of empowering leadership practices on police officers' job performance, perceptions of managerial effectiveness, and unit performance. These relationships are examined using multisource survey data collected from 100 law enforcement managers, 446 of their subordinates, and 98 of their direct supervisors. The analysis shows that empowering leadership contributes positively to subordinate officers' job performance and unit effectiveness. Empowering leadership is also positively associated with subordinate but not with supervisor ratings of managerial effectiveness. Task‐oriented leadership, however, is positively associated with both subordinate and supervisor ratings of managerial effectiveness. Implications of these results for managerial leadership in law enforcement organizations are discussed.     

The Strategic Use of Information Technology by Nonprofit Organizations: Increasing Capacity and Untapped Potential

How are nonprofits using information technology to enhance mission‐related outcomes and boost organizational performance? The authors examine a large‐scale survey of nonprofits’ technology planning, acquisition, and implementation to assess the strategic use of IT in these organizations. They evaluate nonprofits’ strategic technology‐use potential by examining IT‐related competencies and practices that are critical for the successful strategic employment of technology resources. Several promising developments are found, alongside significant deficits in the strategic utilization of IT, especially in the areas of financial sustainability, strategic communications and relationship building, and collaborations and partnerships. To boost IT’s mission‐related impact, nonprofits must enhance their organizational capacities in long‐term IT planning, budgeting, staffing, and training; performance measurement; Internet and Web site capabilities; and the vision, support, and involvement of senior management.     

The Role of Management and Representation in Improving Performance of Disadvantaged Students: An Application of Bum Phillips's “Don Shula Rule”1

Scholars and practitioners within the U.S. education system have focused considerable attention on developing new programs aimed at raising educational achievement for disadvantaged students. New programs are only one way to improve student performance, however; recent work in public administration suggests that public management and implementation practices might also have a large impact on student performance. Existing research shows that managerial networking, managerial quality, and effective personnel management can significantly improve the quality of the education received by disadvantaged students. Additional work highlights the contribution of representative bureaucracy. Because these research agendas have targeted the public administration literature rather than the education policy literature, this article seeks to bring this research back to education policy. Using data from several hundred Texas public school districts, spanning 1995 to 2002, and focusing on disadvantaged student performance (Latinos, blacks, and low‐income students), this article illustrates how both management and processes to enhance the representativeness of teaching faculty produce benefits for disadvantaged students.     

在华跨国公司管理本土化及其影响分析

在人员配备方面,跨国公司海外经营的扩张主要依赖于母国外派人员,他们在跨国公司国外子公司中占据着重要管理岗位.随着跨国公司全球经营的成熟以及外部环境的变化,跨国公司管理本土化的趋势日益明显.伴随跨国公司在华直接投资的发展,这些跨国公司在华的管理本土化进程也日益加快,表现为在关键管理岗位上,愈来愈重视培训和开发中国本土管理人员并使之逐步替代母国外派管理人员.跨国公司的管理人员本土化对我国的人力资源开发、配置与人才竞争都带来了重要的影响.本文在分析跨国公司管理本土化的全球趋势与特征的基础上,重点考察在华跨国公司管理本土化的发展过程及其背后的推动因素,分析在华跨国公司管理本土化对我国的影响.     

E‐government in China

The article analyses e‐government progress in China. It provides a brief overview of benchmarking studies and their evaluation of China, plus a contextual analysis of e‐government initiatives in China and of the changing official position witnessed in the past two decades. It then takes stock of e‐government in China in the first quarter of 2004. On this basis, it considers the significance of contemporary e‐government activity for Chinese governance. The argument is that e‐government is currently having no more than a limited impact on the Chinese public sector. However, there are strong grounds for optimism about future development. Copyright © 2005 John Wiley & Sons, Ltd.     

Public affairs,issue management and political strategy: methodological issues that count — a different view

In the preceding article, Doug Schuler makes two challenges to scholars in the areas of public affairs, issues management and corporate political strategies to advance the state of empirical knowledge: (1) to make use of more sophisticated methodology, and (2) to adopt a grand theory to guide our empirical efforts. This paper is a commentary on these challenges. In it, I agree that our field of inquiry requires additional sophistication in methods, measures and statistical tools. However, I disagree that a grand theory would aid us in advancing our field. Instead, I propose that advancement is more likely to occur with the acceptance of a common dependent variable to guide our efforts. I propose that until we agree why we study what we do, we will have difficulty building a coherent stream of knowledge that speaks to the managerial audience. I advocate adopting firm performance as our ultimate dependent variable and defining our area of inquiry as ‘What makes some firms outperform others in the nonmarket environment?’ and ultimately, ‘How does non‐market performance affect overall firm performance?’ Copyright © 2001 Henry Stewart Publications     

Capacity,Leadership, and Organizational Performance: Testing the Black Box Model of Public Management

According to recent “black box” models of public management, managerial capacity is a critical component for achieving service delivery improvement. In particular, black box models assume that the impact of management systems is maximized through integration with effective leadership. This assumption is tested by analyzing the effects of managerial capacity and organizational leadership on the performance of English local governments, while controlling for a range of other variables, including organizational size, resources, external constraints, and past performance. Empirical results show that capacity possesses a positive statistical association with local government performance and that leadership can enhance the impact of effective management systems.     

Pay‐as‐You‐Go Financing and Capital Outlay Volatility: Evidence from the States over Two Recent Economic Cycles

Pay‐as‐you‐go (pay‐go or cash) and pay‐as‐you‐use (pay‐use or debt) are two mechanisms to finance capital projects. While pay‐go faces multiple constraints, pay‐use smoothes outlays, stabilizes tax rates, and improves inter‐generational equity. Thus, pay‐use has dominated infrastructure financing for decades. In recent years, there has been revived academic interest in pay‐go as an alternate financing mechanism; however, there is a large gap in the literature and inadequate evidence on the effects of pay‐go, especially its effects on capital outlay volatility. This paper fills in the niche. Examining state experience over the two recent economic cycles, this paper finds evidence that suggests that pay‐go is associated with lower volatility in capital spending in the long run, but may increase short‐run variability. We recommend that states couple pay‐go in boom years with pay‐use in lean years. In unison, the two mechanisms can reduce aggregate volatility and increase long‐run stability of capital expenditures.