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This paper empirically investigates the profit impact of externally sourcing technology through acquisition. Specifically, it questions whether biopharmaceutical acquirers benefit from taking over technologies which are pre-marketed more than those that have already been approved for market. This paper utilizes the resource-based view to determine that the decision depends on the relative value chains of the acquirer and target. We assert that companies with lower research and development (R&D) intensity than their targets benefit from acquisitions of pre-marketed drugs more than they would with marketed drugs because of a complementary combination of competitive assets. Estimations from the U.S. biopharmaceutical sector in the 1990s show that acquirers that take over pre-marketed drugs from targets with higher R&D intensity than themselves have post-acquisition returns between 2% and 11% higher than if they took over marketed drugs.

We combine insights from the strategic management and international business literatures in order to explore the moderating role of business group characteristics on the link between innovation and internationalization in the context of the pharmaceutical sector in India. We test our three hypotheses on a sample of 219 Indian pharmaceutical firms affiliated with business groups, over a five-year period (2005–2010) in a panel of 1,096 firm-year observations. Results indicate that, contrary to our contention, research expenditure is negatively associated with export intensity, implying that firms in the Indian pharmaceutical sector may face a trade-off between investing in innovation and international expansion. As expected, business group characteristics significantly impact the strength of the relationship between innovation and internationalization. Theoretical and practitioner implications are discussed.

Patent data have been exploited to track invention and international technology diffusion. We review evidence on research activity, international patenting, and income differences across countries. Guided by that evidence, we construct a model of ideas in the world economy that includes the decision of whether and where to patent them. The model makes precise connections between international patent statistics and cross-country differences in innovation, technology diffusion, market size, and strength of patent protection. We use it to organize our discussion of existing empirical studies, which typically focus on one of five core relationships: (i) national pools of knowledge and international spillovers from basic research; (ii) aggregate productivity and international technology diffusion from applied research; (iii) international patenting and the production of ideas, international diffusion, market sizes, and intellectual property regimes; (iv) the value of ideas and diffusion, market sizes, and the intellectual property regimes; or (v) investment in research and research productivity, the cost of research, and the value of ideas. While distinguishing between these five relationships proves useful, they are, of course, logically intertwined. Taking these interconnections into account will contribute to the goal of building a quantitative model of the creation, diffusion, and adoption of ideas in the global economy.

This chapter presents a compassionate response model of workplace anger. The model incorporates an interpersonal feedback loop to show how compassionate responses to workplace anger have the potential for generating gratitude within the angry individual. Both reactions should ultimately result in more favorable organizational outcomes from anger episodes. In addition, the model identifies message, individual, relational, and organizational factors moderating the likelihood that an anger expression, compassion, and gratitude progression take place. The model proposes that anger expression is not inherently negative for individuals and organizations, but may initiate a series of potentially positive exchanges of emotion and caring.

This research addresses the question of whether market competition influences a firm's implicit tax burden. Implicit taxes are defined as the pretax rate of return disadvantage earned on an investment that is taxed preferentially. The Scholes and Wolfson (1992) model predicts that implicit taxes will fully offset any benefit from preferential tax treatment leading to no benefit from lower explicit taxes; however, their theory assumes perfect market competition. This chapter relaxes the assumption of perfect market competition and finds that firms in industries with lower competition bear lower implicit taxes and firms in industries with higher competition bear higher implicit taxes. These findings are consistent with monopoly and oligopoly behavior predictions where firms in less competitive industries have greater price setting power and can retain more of their tax savings while market forces in competitive industries force companies to pass along any savings to customers (Mason, 1939). Furthermore, these findings answer the call in the literature for more research on determinants of cross-sectional variation in implicit taxes (Shackelford & Shevlin, 2001).

The theme of collegiality and more broadly of changes in the governance of universities has attracted growing interest within the sociology of higher education. As institutions, contemporary universities are inhabited by competing logics often defined in terms of market pressures and are shaped by the higher education policies of governments. Collegiality is an ideal-type form of university governance based on expertise and scientific excellence. Our study looks at manifestations of collegiality in two publicly funded universities in Canada. Collegiality is explored through the structural attributes of governance arrangements and academic culture in action as a form of self-governance. Case studies rely on two data sources: (1) policy documents and secondary data on various aspects of university development, and (2) semi-structured interviews with key players in the governance of these organisations, including unions. Two main findings with implications for the enactment of collegiality as a governance mode in universities are discussed. The first is that governance structures are slowly transitioning into more hybrid and corporate forms, where academics remain influential but share and negotiate influence with a broader set of stakeholders. The second is the appearance of forces that promote a delocalisation of collegiality, where academics invest in external scientific networks to assert collegiality and self-governance and may disinvest in their own institution, thus contributing to the redefinition of academic citizenship. Status differentiation among academic colleagues is associated with the externalisation of collegiality. Mechanisms to associate collegiality with changes in universities and their environment need to be further explored.

This chapter aims to determine the financial performance impacts of environmental strategies. The chapter builds upon a sample of firms operating in Belgium and includes both domestic firms and affiliates of foreign multinational enterprises. It appears that an environmental leadership approach is associated with an increase in financial performance, much in line with the mainstream literature on this subject. The surprising result is that a clear linkage can be established between environmental strategy and financial performance for Belgium-based companies, but not for affiliates of foreign multinational enterprises. In contrast, the industry growth rate does not appear to affect the linkages between environmental leadership and financial performance.

This chapter discusses the growing importance of research-related information in the face of increased complexities and competitiveness within higher education environments globally. It provides some reflections on the importance of institutional research cultures to effectively address these challenges, focussing on the African context, and the role of effective research support through institutional structures such as a dedicated research office. The increasingly strategic role of research management has led to the need for a more active and visionary role in the positioning of institutions by supporting decision-making and contributing to the development and visibility of institutional research portfolios. The authors provide their insights into the scope of research-related information, the need for research offices to perform this strategic function, how these information sets can be applied in reports, evidence-based decisions, institutional showcasing, and enhanced research support. The chapter includes aspects to consider when establishing a research-related information management function within institutions.