19th Jan 2012 - 12:00 pm
Venue: Room 6, Darlington Centre
Speaker: Dr Niclas Hellman, Stockholm School of Economics
Title: Evaluating corporate acquisitions: Exploratory studies of financial analysts' use of accounting information
Abstract: Recent changes in the accounting for business combinations and goodwill have, arguably, resulted in more complex and comprehensive financial reports. In light of the changes, there may be consequences in regard to how analysts evaluate corporate acquisitions and, in turn, how the stock-market will react to such transactions. The International Accounting Standards Board (IASB) aims for its standards to be useful to capital market participants and the Board further states that users should have a reasonable degree of financial knowledge and are responsible for studying the information with reasonable diligence (IASB, 2010). The paper reports results from two exploratory studies. The first one is based on semi-structured interviews with five Swedish sell-side analysts concerning how they incorporate information about acquisitions into the analysis and the valuation of specific companies that they follow, and their subsequent communication with customers. The second study, based on a questionnaire sent to members of the Swedish Society of Financial Analysts, aims to capture the following topics: the analysts' knowledge of relevant International Financial Reporting Standards (IFRS) in the area of acquisitions (IFRS 3 and IAS 36), their use of such accounting information for the evaluation of acquisitions, their use of valuation-related measures, their communication of with customers, and a psychological variable concerning the analysts' need for cognition (NC). The interview study suggests that acquisitions are handled in a context where analysts spend most of their time and effort on giving prompt feedback to customers in response to news and events, including corporate acquisitions. The analyst seldom finds the time for more comprehensive analyses of the companies followed, and the communication with customers is framed around 'on the margin' effects. The impact of acquisitions on the analysts' use of accounting information should be seen in this context. When the acquisition is announced, the amount of accounting information is generally very limited, but the analysts must still give their views very quickly on expected share price effects and the impact on company fundamentals. More accounting information is then gradually added in the subsequent company presentations, quarterly and annual reports, and the prospectus, but the additional details do not generally represent significant events worth reporting to the customer. Results from the questionnaire study suggest, among other things, that the analysts had a low level knowledge of IFRSs directly related to acquisitions (IFRS 3 and IAS 36), but they still considered accounting information based on these standards to be of great importance for their evaluations of acquisitions (e.g., the acquisition analysis and impairment information). The paper discusses implications related to analysts' use of accounting information where they have limited knowledge of how the information has been prepared and also the implications of promoting analysts' skills in communicating 'on the margin' effects of news and corporate events rather than more in-depth analyses.
BIO: Dr. Niclas Hellman is Acting Professor in Accounting at the Stockholm School of Economics (SSE), Sweden. His research interests pertain to financial accounting and auditing and he has published papers in the areas of international accounting, the impact of accounting information on the behavior of financial analysts and investors, auditor-client interaction, and corporate governance. Niclas is the head of the SSE master specialization in Accounting and Financial Management and teaches international programs for students, financial specialists and executives in his areas of expertise. Niclas is also Vice Chairman of the Swedish Accounting Standards Board.
7th Feb 2012 - 12:00 pm
Venue: Room 6, Darlington Centre
Speaker: Masao Nakamura, University of British Columbia, Vancouver
Title: Wages, Overseas Investment and Ownership: Implications for Internal Labor Markets in Japan.
Abstract: Japanese firms expanded their outward foreign direct investment (FDI) rapidly in the emerging economies in Asia in the post-1990 period. The Japanese public feared that companies would increasingly rely on cheaper foreign workers and that large numbers of home country workers would find their responsibilities, and hence their earnings, dwindling over time. However, using several recent data sets on workers in firms with and without FDI investments, we show that workers received earnings premiums if they were with firms that engaged in outward FDI involving ownership of at least 50% in some foreign firm. Higher ranked workers benefited more, but even some non-managerial workers did benefit as well. These wage benefits crucially depend on the level of ownership in FDI projects. Increased foreign employment, on the other hand, did not benefit workers' wages except those in the highest ranks.
BIO: Masao Nakamura received his B.S. and M.S. degrees in administration engineering from Keio University in Tokyo and his Ph.D. degree in operations research and industrial engineering from The Johns Hopkins University. He has also worked for Toshiba as a systems engineer. His research interests include economic behavior of firms and households, corporate governance, international business and Japanese economy, and management of technology and environment. Since 1994 he has been a Professor and the Konwakai Japan Research Chair in the Sauder School of Business and the Institute of Asian Research of the University of British Columbia in Vancouver, Canada. He has published books and also articles in academic journals. His recent publications include: Adoption and Policy Implications of Japan's New Corporate Governance Practices after the Reform, Asia Pacific Journal of Management 28, 2011, 187-213; and Changing Corporate Governance Practices in China and Japan: Adaptations of Anglo-American Practices (Ed.), Palgrave Macmillan, 2008. For further details please see his home page.
23rd Feb 2012 - 11:00 am
Venue: Room 214/215, H69 - Economics and Business Building
Speaker: Alex Eapen, University of Sydney
Title: Transferring tacit know-how through licensing or joint venture: Is opportunism really redundant?
Transaction cost theory (TCE) scholars argue that MNEs exist due to failure of markets, a main stimulus of which is opportunism. On the contrary, proponents of the knowledge based view (KBV) claim that the opportunism assumption is redundant; the existence of the MNE can be explained without recourse to opportunism. This debate still persists (e.g., Fransson, Hakanson, & Liesch, 2011), but a key feature is that despite competing causal mechanisms, predictions of TCE and KBV are identical. We see this lack of predictive uniqueness as the prime bottleneck in resolving the question of whether opportunism matters, and contribute to the debate in two ways: (1) conceptually, we exploit the contingency logics inherent in KBV and TCE to build distinctive predictions from both theories and (2) empirically, we test the competing logics of both theories, bringing empirical evidence to the debate which has this far been largely on conceptual turf alone. Our results suggest that, subject to certain caveats, opportunism matters
Dr. Alex Eapen earned his doctoral degree from Tilburg University, The Netherlands in June 2007, and is currently a lecturer in International Business at the University of Sydney Business School. His research seeks to better understand the impact of multinational enterprises (MNE) on host country firms and economies. The question his research seeks to answer is: what are the conditions that make international expansion of MNEs beneficial to host country firms? This issue has far reaching implications, not only theoretically, but also for practice. To find the right answers, his research has focused on better understanding (1) the spillover process and (2) the entry and evolution of foreign firms in a host country. His research has been published in journals such as Journal of International Business Studies and Canadian Journal of Administrative Sciences.
5th Apr 2012 - 11:00 am
Venue: Room 6, Darlington Centre
Speaker: Prof. Farok J. Contractor, Rutgers Business School, Rutgers University, USA
Title: Relative Value Appropriation by Partners in Cross-Border Technology Transfer Alliances: How the Alliance Value Pie is Split Between the Allies
Abstract: This paper tests different determinants of partner shares of alliance returns, for a sample of cross-border technology transfer alliances. Findings suggest the importance of bargaining power as an influence on partner shares of alliance returns and suggest that firms with better absorptive capacity (relative to their partners) gain more from alliances. There is a positive correlation between risk and return in alliances; in other words, firms that want a greater share of total returns from an alliance may be able to reach that objective by also agreeing to accept more risk or volatility. On a related point, shifting risk to a partner by insisting on minimum sales or minimum royalty requirements is typically accompanied by a smaller share of total alliance returns for the partner offloading risk. Finally, the findings suggest that return and risk are evaluated in a holistic manner by those negotiating and designing alliances. Implications for theory and practice are explored and further research about issues raised in this paper is recommended.
Speaker: Dr. Farok Contractor is Professor in the Management and Global Business department at Rutgers Business School. He has also taught at the Wharton School, Copenhagen Business School, Fletcher School of Law and Diplomacy, Tufts University, Nanyang Technological University, Indian Institute of Foreign Trade, XLRI (India), Lubin School of Business, Theseus, EDHEC and conducted executive seminars in the US, Europe, Latin America and Asia.
He is a graduate of the Wharton School, University of Pennsylvania, where he received his Ph.D. (Managerial Science and Applied Economics) and MBA, and the University of Michigan, where he received an M.S. in Industrial Engineering. Farok Contractor's research has focused on corporate alliances, outsourcing and offshoring, valuation of intangible assets, the technology transfer process, licensing, and foreign direct investment. He is particularly focused on the negotiated, inter-firm aspects of International Business such as alliances between firms from different nations, including joint ventures, and licensing, as well as negotiations between investors and governments. His work treats the strategic implications of companies sharing their expertise and markets with other firms, and has involved gathering data from a large number of companies.
Dr. Contractor has written well over a hundred scholarly papers on these topics, and books: (1) International Technology Licensing: Compensation, Costs and Negotiations (Lexington Books), (2) Licensing in International Strategy; A Guide for Planning and Negotiations (Quorum Books), (3) A co-authored textbook, Introduction to International Business (Kendall Hunt), (4) Cooperative Strategies in International Business (co-edited) (Lexington Books), (5) Government Policies and Foreign Direct Investment (UNCTAD), (6) Economic Transformation In Emerging Countries: The Role of Investment, Trade and Finance (edited) (Elsevier), (7) The Valuation of Intangible Assets In Global Operations (edited) (Quorum Books), (8) Cooperative Strategies and Alliances (co-edited) (Oxford: Elsevier), (9) Global Outsourcing and Offshoring: An Integrated Approach to Theory and Corporate Strategy (co-edited) (Cambridge University Press, 2010).
Prof. Contractor has among the highest citation counts amongst scholars in the field of International Management (Academy of International Business (AIB), or Academy of Management (AOM)) with Google Scholar citation totals exceeding 4200 citations in other scholarly papers. Prof. Contractor has also been rated by several surveys as among the top-ranked contributors of scholarly papers to the field.
Over the past 15 years, Dr. Contractor has chaired or been on the supervisory committees of 14 doctoral dissertations on International Strategic Management topics, and served on the faculty of several Doctoral and Junior Faculty Consortiums organized by the Academy of Management, Academy of International Business, and CIBERs. Dr. Contractor has served on the Executive Board of the Academy of Management's International Management Division, was Chair of the division and Program Chair at the at the Academy of Management. Earlier, he was elected to a two year term on the Executive Board of the Academy of International Business, and is an active member in other professional bodies in the field of International Management.
He was elected a permanent Fellow of the Academy of International Business, an honor reserved for approximately 60 out of an academy membership exceeding 3,500 persons worldwide. Prof. Contractor has also held other term fellowships such as the Fulbright Fellowship and Unilever Fellowship. Recently he has been Nanyang Visiting Professor at Nanyang Technological University.
Conferences organized by Dr. Contractor have had a catalytic influence on company practices. The Rutgers/Wharton/IMD conferences on Cooperative Strategies in International Business served to spark interest in corporate alliances which subsequently proliferated to the point where alliances today comprise a central facet of corporate strategy. The conference books continue to be used in graduate and executive programs worldwide. Recently, he initiated a conference at Bocconi University on Global Outsourcing and Offshoring strategies resulting in a definitive compilation of papers on the subject.
He has served Rutgers University in many capacities such as Department Chair for the International Business Department for six years, as Research Director of the CIBER (Center for International Business Education and Research), Coordinator of the Ph.D. program in International Business, the Dean's Leadership Council, and several other key school and university initiatives.
Before his academic career, Prof. Contractor was an executive with the international arm of the Tata Group of Companies, an India-based multinational group. Besides Rutgers, Prof. Contractor also taught at the Wharton School, full time, for four years, conducted courses at universities in Europe and Asia and lectured and given executive seminars throughout the world.
18th Apr 2012 - 12:00 pm
Venue: Room 11, Darlington Centre
Speaker: Prof. Ram Mudambi, Fox School of Business, Temple University, USA
Title: A Global Value Chain Approach to Emerging Market Catch-up
Abstract: Value chain analysis is an innovative tool that views economy in terms of activities instead of its constituent industries and firms (Mudambi, 2008). The value chain approach analyses, at the sector level, each link in the 'chain of activity' - from the ideation of the product or service to its post-use disposal.1 A value chain for any product or service consists of a number of inter-linked activities extending from upstream R&D, to raw materials and component supply, production, through delivery to international buyers, and often beyond that to disposal and recycling. Modern value chain analysis enables us to pinpoint the relative contributions to value creation associated with each activity, from basic raw materials to final demand. This approach helps us to understand that as far as a geographic location is concerned, success in terms of creating prosperity is based on the local activities performed rather than the identity of local firms or industries. GVCs are part and parcel of international trade and have existed as long as there have been trade relations between countries. However, two fundamental trends have arisen over the last few decades that have changed the characteristics of GVCs in fundamental ways. First, the advance of technology, especially information technology has enabled firms to re-configure themselves in very basic ways so that they can now outsource activities deep in the heart of the firm with surgical precision and focus on activities where they have superior competencies. It is now routine for firms to outsource functions involving sensitive information like payroll, pensions and accounts receivable (Metters, 2008). The robustness of modern information technologies allows firms a great deal of latitude in terms of the geographic location to which these outsourced activities re-located (Mithas and Whitaker, 2007). Some of these activities are knowledgeintensive and create a great deal of value for the location where they are eventually undertaken. Second, the number of locations where such activities can be undertaken has risen dramatically over the last two decades with the increasing sophistication of infrastructure and other resources in a wide range of emerging markets from China and India to Mexico and Turkey. GVCs today are truly global within industries ranging from apparel (Gereffi, 1999; Smakman, 2003) and shoes (Pyndt and Pedersen, 2006), to electronics
The importance of fragmented production and intermediates trade has been widely documented in academic research (e.g., Baldwin, 2006). When trade is disaggregated and geographically dispersed across national borders, a global value chain (GVC) exists. GVCs incorporate all the activities related to producing a good or service and delivering the product or service to the end user. This type of trade is especially important in China and other emerging economies due to the great importance of GVCs in their economywide catch-up processes. In some emerging markets such as China, the percentage of high technology exports in total exports (or high technology output in GDP) has been increasing at unprecedented rates. Na??ve interpretation of this data would suggest that technological catch up and convergence are well advanced. However, these traditional output-based measures are undertaken as the industry level, thus facing two important shortcomings:
Speaker: Ram Mudambi is professor and Perelman Senior Research Fellow in General and Strategic Management at the Fox School of Business and Management at Temple University. He has published over fifty refereed journal articles and six books on the multinational strategies of entrepreneurial firms; the location and research and development strategies of multinational firms, and the politics of international business. Mudambi serves on the Editorial Boards of the Journal of International Business Studies, the Asia Pacific Journal of Management and the Journal of International Management.
Prior to joining Temple University, Mudambi taught at Case Western Reserve University in Cleveland, Ohio and the University of North Carolina at Chapel Hill. He taught in Europe for seven years at the University of Reading and the University of Buckingham. He retains a Readership at the University of Reading Business School  and is a Fellow of the Academy of the University of Messina in Italy. He completed his Masters degree at the London School of Economics in the United Kingdom and his Ph.D. at Cornell University.
23rd May 2012 - 12:00 pm
Venue: The Board Room, Darlington Centre
Speaker: Timothy Divenney, University Technology Sydney, Sydney
Title: Being in Good Standing: The Value of a Corporate, Workplace & Social Reputation to Potential Employees
Abstract: It has been readily accepted that prospective employees, including MBA students seeking jobs after graduation, put great stock in a potential employer's reputation - particularly that relating to its social responsibility and workplace practices. However, other than potentially biased results from self-report surveys we have little information as to whether or not job seekers would actually trade-off salary and other utilitarian aspects of a job contract to work at firms with supposed greater reputational standing. In the present study we use a structured experimental approach to determine the extent to which the facets of reputation - corporate, social and workplace - drive job contract choice. We discover that while some aspects of corporate and workplace reputation matter marginally, MBA job seekers appear to put little value on social reputation and those in other professions even less so. Even in the specific cases where we can discern individuals who do value social reputation, this is unrelated to their stated preferences revealed using standard survey methods. The implication is that firms seeking to entice potential employees should focus on utilitarian aspects of the employment contract that may impact their reputation rather than attempting to manipulate that reputation directly.
Speaker: Timothy Devinney is a Professor of Strategy at the University of Technology, Sydney and Professor (Conjoint) in the Faculty of Medicine at the University of New South Wales. Prior to that he was a Professor and Professorial Research Fellow at the Australian Graduate School of Management (AGSM), Director of the Centre for Corporate Change and the AGSM Executive MBA. Before joining the AGSM he held positions on the faculties of The University of Chicago, Vanderbilt University and UCLA and has been a visiting faculty member at numerous universities in Europe (Copenhagen Business School, Humboldt University-Berlin, Wirschaftsuniversitat Wien, and the Universities of Hamburg, Trier, Konstanz, Ulm & Frankfurt) and Asia (Hong Kong University of Science and Technology & City University, Hong Kong) and taught at many others (e.g., CEIBS, Helsinki University of Technology & Helsinki School of Economics). He has published seven books -- e.g., Managing the Global Corporation (with J. de la Torre and Y. Doz, 2000) and The Myth of the Ethical Consumer (with P. Auger and G. Eckhardt) -- and more than eighty articles in leading journals including Management Science, the J. of Business, The Academy of Management Review, J. of International Business Studies, Organization Science, California Management Review, Management International Review, J. of Marketing, J. of Management, Long Range Planning, J. of Business Ethics and the Strategic Management Journal. He has presented papers and addresses at more than 200 universities and conferences in the last ten years. In 2008 he was the first recipient in management of an Alexander von Humboldt Research Award and was Rockefeller Foundation Bellagio Fellow. In 2008 he was elected a Fellow of the Academy of International Business.
Timothy is heavily involved in the international networks of scholar. He served as Chair of the International Management Division of the Academy of Management. He is the co-editor of The Academy of Management Perspectives, co-editor of the Advances in International Management series (Emerald Publishers), and the Director of the International Business & Management Network of SSRN. He operated, jointly with the University of Illinois, the annual Workshop in Theory and Measurement in International Business and ran the 2001 Academy of International Business Conference in Sydney. He was a member of the Executive of ANZAM (Australia New Zealand Academy of Management) and was named a Fellow in 2008. He is a former Chair of the Intl Mgt Division of the Academy of Management. He is on the editorial board of more than 12 of the leading international journals. He is an International Fellow under the auspices of the AIM Initiative in the UK, which gave him a Professorship at London Business School. He is one of the largest recipients of Australia Research Council funding in the last five years having won over $11,000,000 in supported research from the ARC and other organizations.
Timothy has taught in numerous executive programs in Australia, USA, Germany, Austria, France, Finland, Korea, India, China, Turkey and the Netherlands, as well as having worked and consulted with corporations world wide, including Apple Computer, Anadolu (Turkey), Telekom Austria, LG (Seoul), Boral, AT Kearney, GEC-Alsthom, AMP, TMP, GM/Holden, CSR, Mobil, Koppers Industries, SAP, Rolls Royce (UK), SAS Institute, Hanimex/Rabbit Photo, Sabanci Holdings (Turkey), Thomson Publishing, Transfield, and Westfield Holdings-as well as many small Internet startups-e.g., Agribuys (US), Haburi (Denmark), Maconomy (Denmark), and ChateauOnline (France)-and governments and non-profits-e.g., the State Council of the PRC (China), the government of PNG, Amnesty International, The Property Council of Australia, Invest Australia, Australian Manufacturing Council and the City of Sydney, to name only a selection. He was a panel member of the Australian Federal Government's Research Quality Framework, responsible for the allocation of $600M in annual funding.
19th Jun 2012 - 12:00 pm
Venue: Meeting Room 6, Darlington Centre
Speaker: Prof. Elango Balasubramanian, Illinois State University
Title: Response Strategies of Local Firms to Import Competition in Emerging Markets and Its Impact on Firm Performance
Abstract: In recent decades, emerging markets have undergone significant change in their competitive landscape. These markets, which were relatively free from import competition, have become characterized by a significant import presence in most industry segments. We analyze the impact of three strategic options that can be implemented by local firms given the changed circumstances in their domestic market. Using a sample of 3804 firms from 1996 to 2007 we find, on average, firms with greater investments in intangible resources and tighter corporate focus do better, while firms with greater international sales performed worse compared to their peers. However, import competition moderates the relationship between intangible resources, corporate focus, and international sales and firm performance.
Bio: Dr. Elango (Ph.D., Baruch College-CUNY) is a Professor of International Strategy at the College of Business, Illinois State University. Recently, he has been selected as the Country Insurance & Financial Services Faculty Scholar and was also appointed as Director of Research at the College of Business. His primary research interests are in the area of international strategy and competition and secondary research interests include entrepreneurship and technology innovation management. He has published over forty-five articles in top-tier journals and his work has been cited over 1000 times according to Google Scholar. He serves on the Editorial Review Board of the journal Management International Review and is a research fellow at the Katie School of Insurance and Financial Services. He has been recognized for his work through awards in teaching innovation and research. These awards include: 2011 AIB Best Paper Award (Emerging Markets Track); Wilma Jean Alexander Faculty Technology Award; Caterpillar Faculty Scholar Award; College of Business Outstanding Researcher; and the Illinois State University Research Initiative Award.
23rd Aug 2012 - 12:00 pm
Venue: Meeting Room 7, Darlington Centre, School Building
Speaker: Dr Joyce Osland, San Jose State University
Title: Expert cognition in global leaders
Abstract: The purpose of this research is to determine how global leaders think and behave in order to accelerate their effective training. The investigated sample consists of outstanding leaders, mostly from the high tech industry in Silicon Valley. The presentation will include preliminary results of the investigation as well as an overview of the field of global leadership research.
Speaker: Dr. Joyce Osland, a senior partner of The Kozai Group, Inc., is a specialist in international management with a focus on global leadership, Latin America, and organization development. As the Lucas Endowed Professor of Global Leadership, Joyce founded the Global Leadership Advancement Center at San Jose State University. She has won numerous awards for teaching, research, and leadership, and was a Senior Research Fellow at the Army Research Institute.
Joyce has over 80 articles and chapters in academic journals and professional publications. She is the co-author of two OB textbooks: The Organizational Behavior Workbook: An Experiential Approach and The Organizational Behavior Reader. The second edition of her co-authored book on Global Leadership is due out in October. Joyce has lived and worked overseas for 14 years in seven different countries, mostly in Latin America and West Africa, and continues to be a visiting professor in graduate programs all over the world.
6th Sep 2012 - 12:00 pm
Venue: Room 214/215, H69 - Economics and Business Building
Speaker: Associate Professor Maria Aluchna, Warsaw School of Economics
Title: Corporate governance - the Polish perspective
Abstract: The main aim of the class is to present the information and case studies on selected corporate governance issues to provide the understanding of the functioning of control structure that emerged and function worldwide. A crucial part of the class are case studies analyses, discussions and practical examples. Particularly, the global experience of corporate governance is referred to the reality transition in Central and East European (mostly Poland) when the creation of control mechanisms was the crucial element of the reform agenda as well as the reality of emerging market (the surge of newly funded companies) and the EU accession (the harmonization of law). The Polish experience may be currently referred to reforms in China, Ukraine, Russia and other emerging markets. The class is not only to provide information and develop the understanding on control mechanisms, but aims also at the development of the certain skills such as analytical skills, critical thinking, knowledge integration of different topics, awareness and openness for current initiatives in the economy, understanding of interdependence of social, economic and legal systems both on the national as well as on the international level.
Speaker: Maria Aluchna - associate professor at Department of Management Theory, Warsaw School of Economics, Poland. She specializes in corporate governance (ownership structure, board, executive compensation, transition economies) as well as in strategic management. Additionally, she conducts research on corporate social responsibility. She was awarded Deutscher Akademischer Austauschdienst (DAAD) scholarship for research stay and Universit¿¿t Passau and Polish-American Fulbright Commission scholarship for the research stay at Columbia University. She received Polish Science Foundation award for young researchers (2004, 2005). Recently, within a grant financed by the EU she completed a visiting scholar stay at London Metropolitan Business School. Maria Aluchna teaches "Corporate governance" (both in Polish and English), "Strategic management" (in English) and "Transition in Central and Eastern Europe" (in English). She is the author of a number of articles for national and international journals as well as conference papers. She was serving on two boards, in 2008 she was the editor in chief of Warsaw Stock Exchange portal on corporate governance best practice. Currently, she provides advice for the law firm G¿¿uchowski, Siemi¿¿tkowski i Zwara and conducts research projects for the Capital City of Warsaw.
9th Oct 2012 - 12:00 pm
Venue: Meeting Room 6, Darlington Centre
Speaker: Professor Cristina Gibson, University of Western Australia
Title: A Journey Toward Collaborative Cultural Competency Building to Increase Sustainable Social Impact
Abstract: In this talk, Cristina discusses a recently launched research program which develops theory, tests relationships, and pushes the boundaries of practice in the domain of collaborative competency building and social impact. She will discuss the overarching framework that she and her colleagues at UWA have been evolving for increasing sustainable community development and social impact in the resources sector. Next, she describes one component of the framework - a model of collaborative cultural competency building - which she is investigating using a multi-method longitudinal design among university partners, corporate partners and Jawun, a non-profit organization that provides work experiences in Indigenous communities.
Bio: Cristina B. Gibson is Winthrop Professor of Management and Organization and Australia Research Council Future Fellow at the University of Western Australia School of Business. Her area of expertise is the nexus of organizational behavior, international management, and cross-cultural psychology. She is a leading scholar on collective cognition, developing and testing theories and practical techniques for the shared use of information and knowledge in groups and teams.
In particular, she has conducted preeminent research on multinational, geographically dispersed, and electronically enabled teams. Her work has appeared in over sixty scholarly articles in the field's most prominent journals such as Administrative Science Quarterly, Academy of Management Review, Academy of Management Journal, and Journal of Applied Psychology. She is the co-author of the book Multinational Teams: A New Perspective (Lawrence Erlbaum Associates, 2002), that extends and consolidates the evolving literature on multinational teams, developing a comprehensive model that incorporates a dynamic, multi-level view, focusing on various features of the team's members, their interactions as a team, and the organizational context in which they operate. She is also co-editor of Virtual Teams That Work (Jossey-Bass, 2003), a collection of scholarly writings by leading researchers in psychology, sociology, engineering, information technology, political science, and economics, which focuses on developing implication of research for the practice of managing and working in virtual teams.
Cristina has received nearly 5 million dollars in external funding for her research from prestigious granting institutions such as the Australian Research Council, U.S. National Science Foundation, the Center for Innovation and Management Studies, Carnegie Bosch Institute for Applied International Management, and the Center for Research on Information Technology in Organizations. In her work with teams in multinational organizations, she strives to increase performance, sustainability, and quality of work life for team members from various cultures. She has two decades of experience conducting research and training on team development, cross-cultural interaction, and social impact for over 30 major multinational firms, including Woodside, BHP-Billiton, General Electric, General Motors, Johnson & Johnson, Lockheed Martin Aerospace, DaimlerChrysler, Booz-Allen & Hamilton, and Merck. Teams have been located in over 20 countries, encompassing the U.S., Canada, Australia, Latin America, Western Europe, and Southeast Asia.
25th Oct 2012 - 12:00 pm
Venue: Meeting Room 6, Darlington Centre
Speaker: Prof David Thomas, School of Management at the Australian School of Business, University of New South Wales
Title: Cultural Intelligence and All That Jazz. An examination of the state of the field of assessing inter-cultural competence
Abstract: In recent years international management research has focused on the cultural competency of managers as increasingly important in a complex, dynamic and multicultural business environment. As part of what might be called a cognitive revolution in international management research several individual difference constructs have been introduced that promise to improve upon our ability to link culture to action beyond the study of dimensions of cultural variability. In this presentation I examine two of these ideas, global mindset and cultural intelligence. I examine their conceptual similarities and level of development, and indentify five criteria that need to be satisfied for these new ideas to have utility in international management research.
I suggest that in order for measures of intercultural competence to have utility five criteria need to be satisfied. We need to know (a) what is included and what is not included in the construct; (b) the process through which these facets are developed in individuals; (c) if multidimensional, how these underlying facets combine to form the higher level construct; (d) the process through which the construct influences intercultural effectiveness; and (e) how this individual-level construct crosses levels to influence groups and organizations. I contrast the major conceptualizations of global mindset (e.g., Javidan, Steers, & Hitt, 2007 and Levy, Beechlor, Taylor, & Boyacigiller, 2007) and cultural intelligence (Earley & Ang, 2003 and Thomas & Inkson, 2003) and their subsequent operationalization (Ang & Van Dyne, 2008; Hough, Fandre, & Oswald, 2008; Thomas et al., 2008) on the previously outlined criteria. Based on this comparison I suggest that theses ideas promises to relegate inventories of cultural competencies to the past, but also discuss what is required for them to make good on this promise. I then describe the development of a multi-method web based assessment of cultural intelligence.
Bio: David C Thomas (PhD University of South Carolina) is currently Professor of International Business in the School of Management at the Australian School of Business, University of New South Wales, Sydney.
He is the author of eight books including the bestselling Cultural Intelligence: Living and Working Globally, (2009, Berrett-Koehler Publishers). His book Cross-Cultural Management Essential Concepts (2008, Sage Publications) was the winner of the R. Wayne Pace Human Resource Development book of the year award for 2008. In addition, he has recently edited (with Peter B. Smith and Mark Peterson) The Handbook of Cross-Cultural Management Research from Sage Publications. His research on cross-cultural interactions in organizational settings has appeared in numerous journals. He is currently the Area Editor of the Journal of International Business Studies and serves on the editorial boards of the Journal of World Business, Journal of Organizational Behavior, and European Journal of Cross-Cultural Competence and Management.
His previous academic postings have included positions at the Beedie School of Business, Simon Fraser University, the Pennsylvania State University and The University of Auckland, New Zealand, where he was also Director of the Master of International Business Program. He has held visiting positions at Koc University, Istanbul, Turkey, The Chinese University of Hong Kong, the University of Hawaii, Massey University, New Zealand, and ESCEM, Tours, France. In addition to teaching at both undergraduate and post graduate level, Dr Thomas has consulted on diversity issues with numerous organizations including, the Canadian Police College, the Royal Canadian Mounted Police, Citizenship and Immigration Canada, and Correctional Service Canada. When not writing or teaching he can often be found scraping or varnishing (or sometimes sailing) his Cheoy Lee ketch "Pounamu".
8th Nov 2012 - 12:30 pm
Venue: The Darlington Centre Room 6
Speaker: Dr Martin Bliemel, UNSW
Title: On the Resource Foundations and Triggers of Lucky Events
Principal Topic (300-400 words)
This study takes an inductive approach to different contingencies that create lucky events for entrepreneurs. By comparing the resource base (internal versus external) and trigger (exogenous versus endogenous) of 39 lucky events, I reveal a 2x2 categorization scheme. Each category is described by a different ethos and related to a different type of activity. This study expands the scope of serendipity research (Dew, 2009), contributes to research regarding the ability to anticipate events and outcomes (Isabella, 1990), research on opportunity recognition (Kaish & Gilad, 1991; Baron, 2006; Ozgen & Baron, 2007), effectuation theory (Sarasvathy, 2001) and exaptation (Dew, Sasarvathy & Venkataraman, 2004, Chandra & Yang, 2011).
Method (200-300 words)
This is an inductive study, in the spirit of grounded theory development (Glaser & Strauss, 1967), in which themes emerge from interviews while comparing them to the extant literature. Data were collected in the form of interviews using a Life History approach (McAdams, 1993). The interviews elicited stories about significant events in the life history of the venture as perceived by the entrepreneur. Of the over 200 significant events in the evolution of 27 ventures, I focus on 39 stories in which the entrepreneurs describe the event in terms of luck. Building on a working definition of luck - a contingent event with better than expected outcomes - I contrast and compare these 39 stories using case study methods (Eisenhardt, 1989; Yin, 1994) to reveal two dominant types of contingencies: the trigger and the foundation. Triggers are categorized whether the event has endogenous or exogenous origins, and the foundation is categorized whether the event was contingent on prior internal resources (including knowledge) or one or more external resources. The latter foundation includes coincidences of multiple (interrelated) external resources unexpectedly becoming available to the entrepreneur.
The 39 stories are categorized according to the trigger and foundation to reveal four archetypes of lucky events (experimenting, trend watching, pitching, and social networking). The categorization shows that most lucky events are based on resources and related opportunities that unexpectedly become available through the entrepreneur's network; i.e., fewer events are based on experiments or other forms of knowledge generation done by the entrepreneur in isolation. Roughly half the events have exogenous (or endogenous) triggers. Interestingly, four stories are combinations of two of the four archetypes of lucky events, and can thus be interpreted as exceptionally lucky events. Analysis of the words chosen by the entrepreneurs to describe their luck shows inconsistent use of the words luck, serendipity, chance, circumstance, fortune, coincidence, happenstance, and ¿¿¿out of the blue'. Perhaps mirroring the lack of an agreed upon definition of luck in the literature. Entrepreneurs use these words and descriptions interchangeably.
Results and Implications (300-400 words)
The implications of the findings in this study and the literature indicate that there are significant benefits to increasing exposure to opportunities by networking in general, as well as by ¿¿¿shooting for the moon' in targeted pitches. While one cannot predict what the outcome will be, one can at least expect that there will be an outcome. However, such implications must also be taken in light of the opportunity costs involved in over-exploring opportunities, and not developing internal resources. This research synthesizes recent developments in effectuation theory, exaptation and opportunity recognition and expands these areas by being more explicit about the unpredictable nature of many entrepreneurial events.
Martin Bliemel is a Lecturer in Innovation and Entrepreneurship, and joined the School of Management (formerly the School of Strategy and Entrepreneurship) at the Australian School of Business, UNSW, in 2009. Since 2010, he is also the Director of the Centre for Innovation and Entrepreneurship (CIE) at UNSW. The CIE's administers the newly revised Diploma in Innovation Management, an inter-faculty undergraduate diploma, unique to UNSW, with an emphasis on experiential learning.
Prior to his PhD he worked as a mechanical engineer in one of Canada's 50 Best Managed companies, completed his MBA at Queen's University, ran a non-profit organization, and started a business consulting firm specializing in technology commercialization. For 5 years, he was also a mentor with New Ventures Business Competition (Canada's largest business plan competition) and a presentation room manager at the Angel Forum (Canada's oldest angel network). Martin draws on these experiences for his research on entrepreneurial networks of high-tech entrepreneurs, and their evolution. Additional research interests include industry emergence with focus on the bio-nano industry, and innovation systems. New projects include investigation of the motivations and aspirations of entrepreneurs, and the role of luck and reactivation of dormant ties.
Martin is a Visiting Scholar in our Discipline (through to the end of 2012), and can be found in room 441 working on revise-and-resubmissions to Entrepreneurship: Theory & Practice and the Journal of Business Venturing, while also pursuing new submissions to these journals and more.
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