Events


The Stigmatization of CEOs once their Chairmen of Board are under Criminal Investigations

Dr Kehan Xu, University of Wollongong
10th Mar 2016 12:00pm-1:30pm Rm 4150, Abercrombie Building (H70)

Abstract

This study examined the executive labor market consequences borne by CEOs once they suffer unexpected stigmatization. Our empirical results, based on unique panel data across 13 years with 103 chairmen of the board who were under criminal investigation, support both the singling-out and settling-up mechanisms. We found that CEOs suffer from compensation share losses as soon as the stigmatization process starts, even years before the criminal charges against their colleagues are proven. We also contribute to the literature by adding differentiated influences provided by different arbiters: (a) state capitalists versus non-state controlling shareholders, and (b) governments versus journalists. Our results show that white-collar crimes at the executive level not only cause direct economic losses to firms but also initialize a very complicated stigmatization process. Our findings suggest that governmental decision-makers reduce financial support to non-state-owned stigmatized firms more than to state-owned ones; however, the media more aggressively disapproves state-owned stigmatized firms than non-state-owned ones.
 Keywords: Stigmatization, CEO compensation share, disapproval, executive labor market, principal score matching (PSM).

Bio

Dr. Xu’s research interests include innovation, branding strategy and market-based assets, delegation, CEO decision-making and executive crimes. He has published papers in the Journal of Management and Academy of Management Perspectives. Before entering academia, Kehan Xu cofounded software ventures in Singapore and Hangzhou, China. He also served as Executive Director and Chief Financial Officer for a pharmaceutical manufacturer listed in Hong Kong Stock Exchange (market cap >1 Billion USD).

PhD (Texas A&M), MBA (Miami)

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Please rsvp to frank.schoenig@sydney.edu.au


Studying Indian Technical Professionals in Japan

Anthony P. D’Costa, University of Melbourne
22nd Feb 2016 11:30pm - 23rd Feb 2016 12:30am Rm 4150, Abercrombie Building (H70)

Abstract

This presentation based on my just published book International Mobility, Global Capitalism, and Changing Structures of Accumulation: Transforming the Japan-India IT Relationship, is the third one on industrial restructuring in a global capitalist context. The first two were on steel and auto industries. This third one is on the IT industry with a specific focus on the global mobility of technical professionals. Rather than simply view this as driven by this or that factor and agency, I situate the ‘problem’ in the larger context of changing capital accumulation structures and Japan’s demographic crisis through the movement of people and illustrate that despite the “stickiness” of national institutions such as Japanese culture and business practices both Indian and Japanese companies are trying to break in and break out of the status quo for increased capital accumulation for both parties.

Bio

Anthony P. D’Costa is Chair and Professor of Contemporary Indian Studies at the Australia India Institute and teaches Development Studies at the School of Social and Political Sciences, University of Melbourne. He has published on the political economy of development, global capitalism, and industrial restructuring using the steel, auto, and IT sectors. His co-edited Transformation and Development: The Political Economy of Transition in India and China (2012), edited Globalization and Economic Nationalism in Asia (2012), and After-Development Dynamics: South Korea's Contemporary Engagements with Asia (2015) were all published by Oxford University Press. His International Mobility, Global Capitalism, and Changing Structures of Accumulation: Transforming the Japan-India IT Relationship (Routledge 2016) and currently co-editing The Land Question in India: State, Dispossession, and Capitalist Transition (Oxford University Press). He also edits Dynamics of Asian Development book series. He has held several fellowships, including Fulbright-Hays, American Institute of Indian Studies, Korea Foundation, Abe of the Japan Foundation, and POSCO at the East West Center. He has taught at the University of Washington, Copenhagen Business School, National University of Singapore, Indian Institute of Management, Calcutta, and Bordeaux École de Management.

RSVP

Please rsvp to frank.schoenig@sydney.edu.au


Industry Workshop - Innovative Governance Model of Indian Business Group

S.P. Shukla, Group President & CEO, Mahindra’s Aerospace, Defense & Steel Business
17th Feb 2016 12:00pm Rm 5050, Abercrombie Building (H70)

This workshop will be an opportunity for listening & interacting with industry leaders from emerging markets

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Please confirm attendance with organizers for catering purpose by RSVP

frank.schoenig@sydney.edu.au

 

More information

Vikas Kumar, Director EMIRG & Director of Research Engagement vikas.kumar@sydney.edu.au

 


The role of government in Russian MNEs’ internationalization

Ms Anna Zubkovskaya, The University of Auckland Business School
17th Jul 2015 12:00pm-1:30pm Room 321, Level 3, Economics & Business Building

Abstract: I investigate the relationships between key actors who have significant impact on the internationalization of Russian MNEs, namely CEOs, oligarchs, regional governments and the federal government. The CEOs consult both the federal and regional governments in order to make decisions in regards to their companies’ internationalization. However, this relationship and the CEOs’ conformity to the governments’ requirements is often a formality. CEOs often break formal rules and make their own rules, especially when confronted with institutional uncertainty. They use established chains of connections between government officials, oligarchs and CEOs of other companies to operate domestically and internationally. These chains of connections are developed over years and can be a very powerful tool when dealing with bureaucracy and formal institutions’ instability. The interplay between formal and informal institutions in Russia’s business environment is facilitated by established connections and plays an important role in the internationalization of Russian MNEs.
In order to understand this interplay and the way it impacts the internationalization of Russian MNEs, I utilize institutional theory and extend current conceptualizations on the interplay between formal and informal institutions in International Business by drawing upon relevant concepts from the Political Science literature. To investigate how Russian CEOs deal with the relationships between key actors and overcome formal institutional instability to facilitate the internationalization processes of Russian MNEs, I undertook empirical fieldwork in Russia for two months. Based on the findings, I aim to develop a framework that illustrates the impact the interplay between formal and informal institutions has on the internationalization process of Russian MNEs.

Speaker: Anna is in the final year of her Ph.D at the Department of Management and International Business, University of Auckland Business School. She emigrated to New Zealand from Russia as a teenager and has since completed degrees in hotel management and international business. During the course of her Master of International Business degree, completed at Auckland in 201x, Anna developed research interests in emerging market multinationals, business-government relationships, and Russian firms’ internationalization, all themes in her doctoral research. Anna is an active teaching assistant in international business at undergraduate and postgraduate levels in the Business School.


The role of dynamic capabilities in enhancing the performance effects of internationalization: A study of indian firms

A/Prof Amit Karna, Indian Institute of Management Ahmedabad
14th May 2015 12:30pm-2:00pm Room 321 Economics and Business Building (H69)

Abstract: Based on the marginal benefits and marginal costs arising out of  internationalization, its overall effect on performance is widely accepted to  have a horizontal S-curve shape. The relationship has been tested across  different empirical settings including those from emerging markets. In this  paper, we argue that dynamic capabilities such as dynamic management of  resource investment and dynamic management of resource deployment enable firms  to improve the positive effects of internationalization. We test our hypotheses  using data on internationalization of 837 Indian firms between 1995 and 2014.  Our results support the horizontal S-curve relationship including high  internationalization with a negative performance effect. We also find support  for a moderating role of dynamic capabilities in enhancing the performance  effects of internationalization.

Speaker: Amit Karna  works as Associate Professor at the Business Policy area of Indian Institute of  Management Ahmedabad (IIMA), where he is also the Chairperson for the Centre  for Innovation Incubation and Entrepreneurship (CIIE). Amit’s research focuses  on capabilities, innovation, industrial clusters, and internationalisation of  emerging market firms. His research is published in journals such as Strategic  Management Journal, Industry and Innovation, and European Management Review. He  also serves on the editorial board of Journal of Management. He teaches courses  in Strategy, International Strategy, and Innovation. Amit worked as Assistant  Professor at the European Business School (Germany) from 2009-2014. He has also  been a Visiting Scholar at University of California Berkeley’s Haas School of  Business in 2011. Amit obtained his doctoral degree in Strategy from Indian  Institute of Management Ahmedabad. Prior to academics, he worked in the  industry for five years with an Indian multinational business group.


Globalization of Emerging Market Firms: Implications for Australian Companies

Klaus Meyer, CEIBS, Shanghai
25th Nov 2014 3:30pm-5:30pm CBD Campus, 17th Floor, 133 Castlereagh Street, Sydney 2000


Industry Workshop - The New Emerging Market Multinationals: Four Strategies for Disrupting Markets and Building Brands

Prof Amitava Chattopadhyay, INSEAD Singapore
2nd Apr 2014 3:00pm-5:00pm The University of Sydney Business School CBD Campus, Level 17, 133 Castlereagh Street, Sydney


Matrix Structures - For Which Firms Are They Appropriate and How Should Decisions Be Made?

Prof Joachim Wolf, Christian-Albrechts-University of Kiel, Germany
23rd Jan 2014 12:00pm-1:30pm Room 214/215, Economics and Business Building (H69)


Internationalization and innovation: A surprising link in Russian innovative firms

Dr Irina Mihailova, Aalto University, Finland
20th Jan 2014 12:00pm-1:30pm Room 214/215, Economics and Business Building (H69)


Industry Workshop - Emerging Market Turbulence: Implications for Australian Organizations

Vikas Kumar; Hans Hendrischke, The University of Sydney
1st Nov 2013 9:30am-12:30pm The University of Sydney Business School CBD Campus, Level 17, 133 Castlereagh Street, Sydney

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Industry Workshop - Outsourcing and Offshoring for global competitiveness

Vasudeva Rao Gollamudi (Vasu), Director, Credit Operations, Citibank
28th Oct 2013 2:30pm-4:00pm Darlington Centre, Conference Room


Industry Workshop - Managing in a global organization

Jane Hodgen, TATA Consultancies Services, Australia
11th Sep 2013 11:00am-1:00pm Darlington Centre, Conference Room

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Culture, Gender, Family Firm and Entrepreneur Characteristics, and Firm Performance and Work-Life Balance in India and Brazil

Ravi Sarathy, Northeastern University, Boston, USA
11th Mar 2013 12:00pm-1:30pm Darlington Centre The Boardroom


Global Strategies for an Emergent India

Vikas Kumar, University of Sydney; Nandakumar MK, Indian Institute of Management, Khozikhode; Saptarshi Purkayastha, Indian Institute of Management, Khozikhode,
27th Dec 2012 - 28th Dec 2012 Khozikhode, India

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Home country resource munificence and firm internationalization: A multilevel analysis of MNEs from emerging and developed economies

A/Prof Bo Nielsen, Copenhagen Business School, Denmark
24th Apr 2012 12:00pm-1:30pm Room 6, Darlington Centre


Leveraging India: Strategies for Global Competitiveness

Sid Gray; Vikas Kumar; Ram Mudambi; Chinmay Pattnaik,
11th Apr 2012 9:00am - 12th Apr 2012 5:00pm Sydney, Australia
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An Exploration of the Role of Local Entrepreneurship and Multinational Firms in the Growth of Bangalore's IT Sector

K. Kumar, Indian Institute of Management, Bangalore, India
4th Apr 2012 12:00pm-1:30pm Room 6, Darlington Centre


Organisational Ecology and Economics Transition in China

Jane Lu, National University of Singapore, Singapore
22nd Mar 2012 12:00pm-1:30pm Room 310, China Studies Centre, Old Teachers' College, The University of Sydney


Emerging Market Firm Competitiveness: Internationalization, Innovation and Institutions (3Is)

Convenors: Sid Gray, University of Sydney; Vikas Kumar, University of Sydney; Ram Mudambi, Temple University,
11th Nov 2011 - 12th Nov 2011 Philadelphia, Pennsylvania

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Entrepreneurs' political capital and resource acquisition: How does institutional change matter in a transition economy?

Haiyang Li, Rice University
7th Jun 2011 12:00pm-1:30pm
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