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1 – 10 of over 6000Roger Chen and Zhan Li
An Interview with Chuck Geschke and John Warnock, Founders and Chairmen of Adobe Systems. Geschke and Warnock discuss their Asian operations, particularly focusing on their…
Abstract
An Interview with Chuck Geschke and John Warnock, Founders and Chairmen of Adobe Systems. Geschke and Warnock discuss their Asian operations, particularly focusing on their experiences in Japan. They also discuss competition, regulation, threats and policies relating to doing business in Asia.
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Roger Chen and Zhan Li
Samsung Electronics is a great success story in Asia and many parts of the world. To understand the company’s history, its development, and its success secrets, we wrote this…
Abstract
Samsung Electronics is a great success story in Asia and many parts of the world. To understand the company’s history, its development, and its success secrets, we wrote this report based on interviews with the managers and former executives of Samsung Electronics.
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Roger Chen and Zhan Li
A Conversation with Dominic Barton, Chairman of McKinsey & Company Asia‐Pacific Region. Barton offers advice for MNCs on doing business in Asia, and discusses the challenges of…
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A Conversation with Dominic Barton, Chairman of McKinsey & Company Asia‐Pacific Region. Barton offers advice for MNCs on doing business in Asia, and discusses the challenges of entering the Asian market. Conversely, he also talks about Asian companies becoming global players.
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Mercedes Ubeda-Garcia, Enrique Claver-Cortés, Bartolome Marco-Lajara, Francisco Garcia-Lillo and Patrocinio Zaragoza-Sáez
The purpose of this paper is twofold: first, to analyze which policies of human resource management (HRM) contribute to exploratory learning and which to exploitation learning;…
Abstract
Purpose
The purpose of this paper is twofold: first, to analyze which policies of human resource management (HRM) contribute to exploratory learning and which to exploitation learning; and second, to determine the influence of the two types of learning on organizational performance.
Design/methodology/approach
The research hypotheses are tested by partial least squares with data from a sample of 100 Spanish hotels.
Findings
The results confirm that, in order of importance, selective staffing, comprehensive training and an equitable reward system lead to exploratory learning. Exploitative learning seems to be fundamentally driven by comprehensive training and an equitable reward system (but in a different way than with exploratory learning). Finally, both types of learning have a positive impact on performance.
Practical implications
Both exploratory and exploitative learning result from HRM practices. To maintain performance expectations managers should develop both learning types, which entails the utilization of the best HRM practices.
Originality/value
This study presents empirical evidence around the findings of other studies (Laursen and Foss, 2014; Minbaeva, 2013) which call for further research into whether strategic HRM configurations have positive effects on the two learning types. The results find some practices that have a positive effect in both cases, but with different intensities in their explanations. This finding reveals the need for more detailed exploration around which combinations of HRM practices, in terms of exploratory vs exploitative learning, are advisable for organizations. The study also finds that the two learning types have a positive influence on organizational performance.
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Yingying Chen, Gayathri Chandrasekaran, Eiman Elnahrawy, John‐Austen Francisco, Konstantinos Kleisouris, Xiaoyan Li, Richard P. Martin, Robert S. Moore and Begumhan Turgut
The purpose of this paper is to describe a general purpose localization system, GRAIL. GRAIL provides real‐time, adaptable, indoor localization for wireless devices.
Abstract
Purpose
The purpose of this paper is to describe a general purpose localization system, GRAIL. GRAIL provides real‐time, adaptable, indoor localization for wireless devices.
Design/methodology/approach
In order to localize as diverse a set of devices as possible, GRAIL utilizes a centralized, anchor‐based approach. GRAIL defines an abstract data model for various system components to support different physical modalities. The scalable architecture of GRAIL provides maximum flexibility to integrate various localization algorithms.
Findings
The authors show through real deployments that GRAIL functions over a variety of physical modalities, networks, and algorithms. Further, the authors found that a centralized solution has critical advantages over distributed implementations for handling privacy concerns.
Originality/value
A key contribution of this system is its universal approach: it can integrate different hardware and software capabilities within a single localization framework. The deployment of such a system in academic and research environments allows researchers to explore issues beyond algorithms and investigate effects in real deployments.
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The current paper extends previous studies on the match between CEO and firm and explores whether certain characteristics of young CEOs make them more desirable to young firms…
Abstract
Purpose
The current paper extends previous studies on the match between CEO and firm and explores whether certain characteristics of young CEOs make them more desirable to young firms. Results in this paper will provide useful information to startup companies when they need to find managers leading the firms.
Design/methodology/approach
This study use a large sample of panel regression to study the match between CEOs and firm via a difference-in-differences approach.
Findings
The author finds that young firms hire a disproportionately higher percentage of young CEOs than established firms. Young firms led by young CEOs exhibit higher growth rates in sales and assets and invest more in capital expenditure and R&D activities than similar firms led by older CEOs. Young CEOs in young firms also receive higher compensation than both older CEOs working in young firms and young CEOs working in established firms.
Originality/value
There are many studies examining how CEO age affect their decision-making process. There are also many studies examining the differences between young firms and established firms. However, there is no study so far examining the intersection of the two questions above. Specifically, whether the differences between young vs established firms make certain characteristics of young CEOs beneficial to young firms.
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This paper aims to determine whether performing an emotional intelligence (EI) intervention improves employees’ self-perceived emotional–social competencies (ESC) to achieve…
Abstract
Purpose
This paper aims to determine whether performing an emotional intelligence (EI) intervention improves employees’ self-perceived emotional–social competencies (ESC) to achieve relational outcomes in firms based in China.
Design/methodology/approach
Based on a qualitative, interpretive approach through purposive sampling, this paper explored the impacts the Strengths Deployment Inventory (SDI) 2.0 intervention might have upon Chinese employees regarding ESC and relational outcomes. Data was collected from 18 semi-structured interviews with Chinese executives and individual contributors.
Findings
The findings suggested that ESC could be developed and improved in Chinese employees. The SDI 2.0 intervention may effectively bring about positive EI shifts and relevant attitudinal and behavioral changes related to work relationships.
Practical implications
The developed ESC and relational outcomes provide practitioners with insight to better understand the role training plays in organizational effectiveness, as well as to implement the SDI 2.0 program in human resource practices of Chinese organizations to develop personnel and promote high-quality work relationships.
Originality/value
This study gains significance by highlighting the effectiveness of the SDI 2.0 intervention in enhancing respondents’ ESC with relational outcomes from the perspectives of Chinese firms. Thus, supporting the effectiveness of EI training in the Chinese workplace and introducing the EI training literature the SDI 2.0 tool.
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The case has been used in a first-year required course called Global Economies and Markets in a module on monetary policy. On October 24, 2005, President Bush nominated Ben S…
Abstract
The case has been used in a first-year required course called Global Economies and Markets in a module on monetary policy. On October 24, 2005, President Bush nominated Ben S. Bernanke to be chairman of the board of governors of the Federal Reserve System for a term of four years along with a 14-year term on the board of governors. With the U.S. Senate confirmation widely anticipated, Bernanke was expected to take over stewardship of the U.S. monetary policy from Chairman Alan Greenspan when he retired in January 2006. While the U.S. economy was in good shape at the end of 2005, Bernanke had to prepare to deal with two challenges when charting a course for managing U.S. monetary policy. First, the sharp rise in energy prices that began in 2002 had the potential to bring back the specter of inflation and dampen desired consumer and business spending. Second, the housing boom could turn into a housing bust, throwing the mortgage industry into turmoil and weakening consumer business confidence. There was also the possibility that the housing bust could affect broader financial markets. Bernanke had to consider his options for dealing with contingencies in the not-so-distant future.
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