bluuebunny/crossref_metadata_2025 huggingface dataset:
Mismatch in working hours and affective commitment
Authors: Hetty van Emmerik I.J. , Sanders Karin
Published: January 2007

Purpose

This study examined the relationship between two types of mismatch (i.e. non‐correspondence between preferred and actual number of hours), and affective commitment. It was argued that specific groups of employees, i.e. women and part‐time working employees, attach more importance to their working hours and, therefore, are less likely to show affective commitment when they experience a mismatch.

Design/methodology/approach

Using data from 222 employees of a Dutch Ministry, hypotheses were tested using regression analyses.

Findings

It was shown that a mismatch of working more hours was differentially related to the affective commitment of employees who wanted to work more and who wanted to work fewer hours. Moreover, gender and full‐time status were found to moderate the negative relationship between a mismatch and the affective commitment of employees who wants to work less.

Research limitations/implications

The focus is on affective commitment; however, it is possible that other types of commitment are also associated with perceptions of psychological contract breach.

Practical implications

Tailored HRM is needed: assisting employees with a mismatch wanting to work fewer hours can be achieved by allowing them more flexibility in their working schedules. Employees with a mismatch of wanting to work more hours can be assisted with additional support, e.g. shopping services.

Originality/value

HRM practices can be tailored to different preferences: the value of this paper is the examination of different types of mismatch for different group of employees.
Dysfunctional organization culture
Authors: Van Fleet David D. , Griffin Ricky W.
Published: January 2007

Purpose

The purpose of this article is to expand and extend previous work on the role of organizations in influencing deviant or dysfunctional behavior in those organizations.

Design/methodology/approach

Conclusions from previous work on the role of individuals and organizations in influencing dysfunctional behavior is used to lead to a discussion of the interactions between those two especially through organizational culture and leadership.

Findings

A model is developed that more carefully identifies how all of these factors come together, resulting in no, little, some, or a lot of dysfunctional behavior.

Research limitations/implications

The model developed here can be employed to improve understanding of the role of organization culture and leadership in motivating dysfunctional work behaviors. Both the individual and the organization constructs utilized in the framework need more complete conceptual development. In each instance, a more complex and integrative analysis of diverse literatures needs to be undertaken. Clear messages regarding individual tendencies toward violent behaviors are embedded in the literatures from such diverse areas as psychology, psychiatry, criminal justice, medicine, sociology, organizational behavior, biology, social psychology, and anthropology. A comprehensive review and synthesis could theoretically yield far more insights than currently exist.

Practical implications

The proposed manifestations of dysfunctional behavior are most likely to occur as the result of the interactive relationship between an individual displaying a relatively high predisposition for violent behavior and an organization with a relatively high propensity to elicit violence. Clearly, a better understanding of the characteristics of such an organization would assist practicing managers in reducing the likelihood of occurrence of dysfunctional behavior.

Originality/value

This paper fills a gap in the literature about the role of organizations in influencing dysfunctional behavior by delineating more fully the role of organizational culture and leadership.
Causal reasoning in dysfunctional leader‐member interactions
Authors: Harvey Paul , Martinko Mark J. , Douglas Scott C.
Published: January 2007

Purpose

The purpose of this article is to develop a conceptual model predicting the influence of biased causal explanations for subordinate behaviors and outcomes on a leader's functionality and the quality of leader‐member relationships.

Design/methodology/approach

Attribution theory is used to analyze the effect of leader perceptions and emotions on the functionality of leader‐member relationships. It is predicted that the negative emotions and expectancies stemming from biased leader attributions will promote dysfunctional leader behaviors. These dysfunctional behaviors, in turn, are believed to reduce the quality of leader‐member relationships.

Research limitations/implications

Although much of the proposed model is based on empirical evidence, it is acknowledged that some key relationships have not been tested directly in past research. It is suggested that future research can seek to validate these aspects of the model. It is also suggested that future research explore the role of subordinate, as well as leader, attributions in dysfunctional relationships.

Practical implications

Several implications of the model for promoting functional leadership in organizations are described. The importance of leaders being aware of their attributional biases is indicated and information provided on how to assess one's attribution style. Also discussed are implications for reducing situational ambiguity and increasing causal feedback in the workplace.

Originality/value

This paper builds on past attribution theory research to address a shortage of research on the cognitive, interpersonal aspects of functional and dysfunctional leadership.
Why don't I trust you now? An attributional approach to erosion of trust
Authors: Elangovan A.R. , Auer‐Rizzi Werner , Szabo Erna
Published: January 2007

Purpose

The purpose of this paper is to examine the effects of the trustor's responsibility‐attributions for a trust violation and the trustee's frequency of prior violations on the subsequent erosion of trust in the relationship.

Design/methodology/approach

Data were collected from 120 middle‐senior level managers using a two‐part scenario‐based experimental design to test the impact of attributions and frequency of violations. Respondents' levels of trust and distrust were measured pre‐ and post‐violation as well as forgiving and a range of demographic variables.

Findings

Results showed that trust eroded (and distrust increased) more when trustors perceived the trustees as not wanting to fulfill the trust‐expectations than when they could not do so. Further, trustors were willing to tolerate a maximum of two violations before trust in the relationship eroded significantly. The results also showed that trustors who were relatively more forgiving were less likely to lose trust in the trustee after a violation, as were younger and less experienced individuals.

Research limitations/implications

Although scenario‐based experiments assess the cognitive states of the respondents rather than actual behaviors, they serve as a valuable first step. By highlighting the two‐step sequence that may underlie the trust erosion process and emphasizing the importance of using an attributional perspective, the paper invites future research on a range of factors such as patterns of violation, degrees of damage, etc. Collectively, they ought to lead to an integrated model of trust erosion.

Practical implications

For practicing managers, the results underscore the importance of maintaining trust by constantly meeting expectations. While they may be forgiven for one‐time mistakes in maintaining trust, they cannot be repeated without severely damaging the trust in the relationship. Also, employees need to be convinced that the erring manager or colleague has done his/her very best to prevent the violation.

Originality/value

This paper addresses an under‐investigated facet of trust research in organizations – erosion of trust – which is especially crucial in light of the growing awareness that most organizational relationships actually start off with high levels of trust rather than low trust. Thus, this study offers insights into maintaining (as opposed to building) trust.
The shadow group
Authors: Hede Andrew
Published: January 2007

Purpose

The purpose of this paper is to introduce the concept of the “shadow group” as a partial explanation of intragroup relationship conflict in organizations. Also, to offer a new model of the “self‐in‐group” comprising a binary pair of opposite selves (“overt self” and “shadow self”) held in balance by the awareness of the “inner observer”.

Design/methodology/approach

It is proposed in the paper that when an individual is triggered into emotional reactivity, especially as a result of projection, their shadow self engulfs their overt self and replaces it as the operational entity. In a group setting, the overt selves of the individual members constitute the overt group while their shadow selves comprise the normally dormant shadow group. As group conflict escalates from one member's initial emotional outburst, more and more members experience shadow‐self engulfment and eventually the shadow group may operationally replace the overt group. The dynamics of the shadow group are illustrated by means of two case studies.

Research limitations/implications

The study identifies a number of empirically‐testable hypotheses that arise from the shadow group approach including the hypothesis that individuals who have high inner‐awareness are less likely to experience negative emotionality (shadow‐self engulfment).

Practical implications

The paper shows how emotionally‐based relationship conflict can be prevented by the exercise of emotional intelligence competencies to keep the shadow group in check.

Originality/value

The study builds on Jungian theory to provide new constructs that help explain the dynamics of negative emotionality in relationship conflict.
Job satisfaction of managers in tourism
Authors: Akin Aksu A. , Aktaş Aylin
Published: January 2007

Purpose

To investigate job satisfaction of middle and upper level managers working in 5‐star hotels and first‐class holiday villages and to note interests of tourism professionals regarding the subject of job satisfaction.

Design/methodology/approach

Questionnaire technique was used for the sample of 102 middle‐ and upper‐level managers. For data evaluation SPSS program was used. T‐tests, correlation, Anova and Scheffe tests were carried out.

Findings

According to the findings it can be mentioned that there is a general satisfaction among middle‐ and upper‐level managers in the sample. This finding can be evaluated as being hopeful according to Turkey's working conditions. In Turkey, generally personnel have long working hours, poor physical working conditions, lack of support from their colleagues and by international standards, insufficient salaries. Therefore the research findings are surprising.

Research limitations/implications

The results are limited within the sampled middle‐ and upper‐level managers in 5‐star hotels and first‐class holiday villages, so the results cannot be generalized.

Practical implications

This study can be evaluated as useful information for tourism industry professionals regarding the subject of job satisfaction.
Conversations with internal auditors
Authors: Van Peursem K.A.
Published: January 2007

Purpose

Aims to examine the New Zealand internal auditor role and conceptualise on the auditor's influence over that role. At its heart lies the question of how an effective internal auditor can overcome the tension of working with management to improve performance while also remaining sufficiently distant from management in order to report on their performance.

Design/methodology/approach

An Eisenhardt‐inspired multiple case‐based approach in which the researcher made observations, examined documents and interviewed senior internal auditors in six New Zealand organisations.

Findings

Three concepts characteristic of those who best balanced their role: the internal auditor's external professional status, the presence of a formal and informal communication network, and the internal auditor's place in determining their own role. Informing these concepts is the auditor's ability to manage ambiguity.

Research limitations/implications

Limitations of the research include those typical of qualitative study generally and that it is less objectively‐measured; however, compensating procedures suggested by Eisenhardt (1989) are employed. Further study could explore each source of influence in more detail and in different contexts, and examine the framework's application elsewhere. Gender studies may be of value.

Practical implications

Results reveal how independence dilemmas are addressed by those internal auditors who are most successful in balancing their sometimes conflicting professional role.

Originality/value

An original contribution is the conceptualisation of the internal auditor's role as both an independent evaluator of and consultant to management.
How to achieve organizational trust within an accounting department
Authors: Smith Gene
Published: January 2007

Purpose

To provide accounting department management and employees issues to consider when building trust within an accounting department.

Design/methodology/approach

A range of published (1994‐2005) publications, which aim to show the importance of building trust within an organization, are reviewed to show management accountants the importance of accomplishing organizational trust within an accounting department.

Findings

Accounting departmental employees need to trust accounting management. Accounting departmental employees need to feel comfortable communicating with accounting management. Employees will feel more comfortable communicating honestly and frankly if they feel their opinions and viewpoints are respected by accounting management. Accounting management should remember organizational trust is very important and a top priority in a well‐managed department.

Value

This paper identifies the importance of accounting departmental management building organizational trust in their daily activities as professional managers. Management accountants will be more cognizant of the need to continually build organizational trust within the accounting department after they read the article.
Evidence for increasing the focus on strategic risk in HRM audits
Authors: Verreault Daniel A. , Hyland MaryAnne
Published: January 2007

Purpose

To communicate the development and results of strategic human resource management (HRM) research to the audit research community in order to stimulate audit research specific to HRM audits.

Design/methodology/approach

Prior research that served as impetus for this paper is discussed. The findings of other studies are presented to make a case for the business impact of strategic human resource management practices.

Findings

Studies on the competitive environment of firms, theoretical development in HRM, empirical work on the link between HRM practice and firm performance, and emerging models based on intellectual capital, suggest that there are compelling reasons for internal audit to devote substantial resources to the evaluation of strategic risk in HRM audits.

Research limitations/implications

The literature is still developing. The literature presented here is not an exhaustive list and does not include all findings, but rather what we perceive to be the most important findings.

Practical implications

Both “high performance work systems” and “strategic fit” should guide internal audit in planning, designing audit programs, and executing strategic audits of human resources consistent with the risk management paradigm.

Originality/value

This paper bridges a gap between the human resource management literature and the internal auditing literature.
Internal auditing practices and internal control system
Authors: Hanim Fadzil Faudziah , Haron Hasnah , Jantan Muhamad
Published: January 2007

Purpose

Two main objectives and they are: to determine whether the internal audit department of the companies listed in the Bursa Malaysia complies with the Standards for the Professional Practice of Internal Auditors IIA (2000); and, to determine whether compliance to SPPIA will affect the quality of the internal control system of the company.

Design/methodology/approach

Two sets of questionnaires were used in the study. Internal auditing practices was measured by the items listed in the SPPIA and the internal control was measured by means of the statement on internal control: guidance for directors of public listed companies. The population used in this study was all the companies listed in the Bursa Malaysia in 2001. This study used both descriptive and inferential analyses.

Findings

It was found that management of internal audit department, professional proficiency, objectivity and review significantly influence the monitoring aspect of the internal control system. Scope of work and performance of audit work significantly influences the information and communication aspect of the internal control system while performance of audit work, professional proficiency and objectivity significantly influence the control environment aspect of the internal control system. The study also shows that management of internal audit department, performance of audit work, audit program and audit reporting significantly influences the risk assessment aspect of the internal control system. Lastly, performance of audit work and audit reporting significantly influences the control activities aspect of the internal control system.

Research limitations/implications

The research has contributed to the agency theory with respect to the bonding costs that management has to pay to the internal auditors for the best interest of the principals of the companies. Another important implication pertains to the extent of the internal auditing practices among internal auditors in Malaysian public listed companies. Research has also shown that the compliance with internal auditing practices partially influence certain aspects of the quality of the internal control system.

Originality/value

This is the first empirical study that has linked the compliance of the internal auditing function to the SPPIA and its effect on the internal control system.
The public sector audit expectations gap in Bangladesh
Authors: Chowdhury Riazur R. , Innes John , Kouhy Reza
Published: January 2007

PurposeTo explore whether there is an audit expectations gap in the public sector between the Comptroller and Auditor General's (CAG) auditors in Bangladesh and the users of the CAG reports namely the Public Accounts Committee (PAC) of the Parliament that examines the CAG audit reports and the international funding agencies (IFAs) that provide external funding in the public sector in Bangladesh.Design/methodology/approachThe perceptions of CAG auditors and users of their reports were explored using a questionnaire based on a theoretical framework of accountability and six related audit concepts.FindingsThere were statistically significant differences in perceptions between 17 CAG auditors and the 15 members of the PAC on 13 of the 25 variables and between these 17 CAG auditors and nine representatives of the IFAs on 14 of these variables.Research limitations/implicationsThe relatively small number of respondents to this questionnaire is a limitation of this research project.Practical implicationsBetter training for the CAG auditors into their report users' information requirements and expectations and better training for the members of the PAC and the representatives of the IFAs coupled with more cooperation between the CAG auditors, the PAC and the IFAs might help to reduce this audit expectations gap in the public sector in Bangladesh.Originality/valueThis is the first time that statistical evidence has confirmed the existence of an audit expectations gap between CAG auditors and users of their audit reports in the context of the public sector.
Reversing the decreasing trend of students majoring in accounting
Authors: Smith Gene
Published: January 2007

Purpose

To provide accounting practitioners and educators some of the reasons for the decreasing trend of students majoring in accounting and describe some of the activities that can be undertaken by accounting educators and practitioners to reverse the trend.

Design/methodology/approach

A range of published (1995‐2005) publications, which aim to show the reasons for the decreasing trend of students majoring in accounting, are reviewed. A study was conducted at a regional US university identifying – when student made the decision to major in accounting; the influence accounting instructors had on their decision to major in accounting; and the influence of the courses Managerial and Financial Accounting on their decision to major in accounting.

Findings

The majority of students majoring in accounting decide their major prior to their first university accounting course. A significant percentage of accounting majors rate accounting instructors as having no or minimal influence on their decision to major in accounting. A majority of students rate the Managerial and Financial Accounting courses as significantly impacting their decision to major in accounting.

Originality/value

This paper identifies the importance of accounting practitioners and educators working together to more actively recruit students to major in accounting. The paper provides suggestions for accounting practitioners and educators to become more active in recruiting students to major in accounting.
An analysis of the impact of locus‐of‐control on internal auditor job performance and satisfaction
Authors: Patten Dennis M.
Published: January 2007

Purpose

To examine whether internal auditors' job performance and/or job satisfaction are related to differences in the personality variable locus‐of‐control (LOC) and its relation to perceived audit structure.

Design/methodology/approach

A sample of 50 internal auditors drawn from six US firms completed a survey instrument used to identify respondents' degree of LOC, perceived audit structure and job satisfaction. Performance ratings were provided by participants' managers.

Findings

The study finds that those internal auditors with more internal LOC tendencies appear to outperform cohorts with more external traits. Contrary to expectations, reported job satisfaction levels for internals are not significantly different from sample members with more external LOC. However, internal auditors with an apparent conflict between their LOC and their perceived level of audit structure do report significantly lower levels of job satisfaction than cohorts without such conflict.

Research limitations/implications

The relatively small sample size may reduce the power of some of the tests performed. Future studies might want to also attempt to control for other personality or task‐related attributes.

Practical implications

Results suggest that an understanding of audit structure and its relation to LOC may aid audit departments (and firms) looking to increase performance and/or retention of their staff.

Originality/value

This study expands LOC/structure research both by extending the examination to the internal audit environment and by investigating the impacts on job satisfaction as well as performance.
An institutional perspective of the Sarbanes‐Oxley Act
Authors: Baker Richard L. , Bealing William E. , Nelson Donald A. , Blair Staley A.
Published: January 2007

Purpose

In the light of recent financial scandals, such as Enron, Global Crossing and WorldCom, the purpose of this paper is to use an institutional theory perspective to examine the interactions between the accounting profession, the SEC and the Congress.

Design/methodology/approach

The paper takes an institutional perspective of the Sarbanes‐Oxley Act and reviews how historical events have led to various institutional developments, which, in turn, have resulted in accountancy changes.

Findings

The end result is posited to be an outcome that enhances the legitimacy of the SEC to regulate the accounting profession. At the same time, the accounting profession will emerge from the events able to proclaim that it is improved. Finally, politicians will garner favor from the voters since they have acted to protect the public from financial frauds.

Originality/value

Describes how the relationship among the three parties is in reality a highly predictable set of behaviors that will allow all of the participants to demonstrate legitimacy to their external constituents and enable each party to secure enhanced future resources.
Internal auditors' perception about their role in risk management
Authors: Sarens Gerrit , De Beelde Ignace
Published: January 2007

Purpose

The purpose of this paper is to describe and compare in a qualitative way how internal auditors perceive their current role in risk management within US and Belgian companies.

Design/methodology/approach

In order to get adequate data, Chief audit executives from 10 different companies were interviewed and relevant documents were analyzed.

Findings

In the Belgian cases, internal auditors' focus on acute shortcomings in the risk management system creates opportunities to demonstrate their value. Internal auditors are playing a pioneering role in the creation of a higher level of risk and control awareness and a more formalized risk management system. In the US cases, internal auditors' objective evaluations and opinions are a valuable input for the new internal control review and disclosure requirements mentioned in the Sarbanes Oxley Act.

Research limitations/implications

Given the qualitative nature of this study, generalization to all Belgian and US companies is not possible. The time specific character of the subject is an opportunity for future longitudinal research.

Practical implications

In Belgium, the internal auditing profession is actually in a kind of “transition phase”. In order to survive this transition phase, internal auditors need to assume a “teaching role” vis‐à‐vis the different management levels to make them aware of their responsibilities in risk management. After this transition period, internal auditors will be able to focus more on their core activities.

Originality/value

In addition to a number of quantitative studies, this paper extends in a qualitative and comparative way the understanding of the specific role of internal auditors in risk management within US and Belgian companies.
The use of internal audit by Australian companies
Authors: Goodwin‐Stewart Jenny , Kent Pamela
Published: January 2007

Purpose

The purpose of this study is to explore the voluntary use of internal audit by Australian publicly listed companies and to identify factors that lead listed companies to have an internal audit function.

Design/methodology/approach

Drawing on the Institute of Internal Auditors' definition of internal auditing, the paper predicts that internal audit use is associated with factors related to risk management, strong internal controls and strong corporate governance. To test the predictions, the study combines data from a survey of listed companies with information from corporate annual reports. The paper also provides descriptive information on the use of internal audit.

Findings

The results indicate that only one‐third of the sample companies use internal audit. While size appears to be the dominant driver, there is also a strong association between internal audit and the level of commitment to risk management. However, the study finds only weak support for an association between the use of internal audit and strong corporate governance.

Research limitations/implications

A limitation of our study is that some of the variables in the model may not be good proxies for the factors being measured. Refinement of the model and the variables used provides an opportunity for future research.

Practical implications

The limited use of internal audit by Australian companies has important implications for sound corporate governance.

Originality/value

This is the first study that identifies factors associated with the use of internal audit by Australian listed companies.
Effects of the PricewaterhouseCoopers merger on the UK audit services market
Authors: Duxbury Darren , Moizer Peter , Azmimi Wan‐Mohamed Wan
Published: January 2007

Purpose

This paper seeks to investigate the effect of the PricewaterhouseCoopers (PwC) merger on the market for audit services in the UK. To this end a “what if” analysis is conducted comparing estimated outcomes prior to the merger with those expected under post‐merger conditions. Particular attention is given to the effect of the merger on the relative performance of the top tier and non‐top tier audit firms.

Design/methodology/approach

The paper employs a Markov chain model to estimate the long‐term market shares of audit firms' pre‐merger and post‐merger. Concurrently, an optimisation model is employed to generate parameters reflecting the relative attractiveness of audit firms and the probability that a client company continues with the current audit firm.

Findings

Prior to the PwC merger, this model would predict a large reduction in the share of the non‐Big Six from 17 per cent to a long run 7 per cent. However, the effect of the PwC merger appears to be that the position of the non‐Big Five has been improved and the model predicts a slight increase in long‐term market share to 18 per cent.

Research limitations/implications

The Markov model employed makes a number of assumptions that may restrict the generality of the implications that can be drawn from the analysis.

Practical implications

The results show that, contrary to the worries of the competition authorities, the long‐term impact of the PwC merger, ceteris paribus, would be to improve the position of the non‐top tier of auditing firms.

Originality/value

Auditor concentrations studies have been mostly descriptive. This paper reports an analytical study of the potential effect of audit mergers on market concentration.
Accounting firms cautiously maneuver in the new audit environment – a note
Authors: Nagy Albert L. , Cenker William J.
Published: January 2007

Purpose

This paper seeks to discuss the effect that the Sarbanes‐Oxley Act (SOA) had on both the nature of the external audit function and overall audit quality. Additionally, it aims to discuss how audit firms maneuvered through the newly regulated environment, and what their strategic actions are for the future.

Design/methodology/approach

This discussion is based on interviews conducted with auditors from nine public accounting firms located in Northeast Ohio, United States of America. The sample consisted of five national and four regional firms, and the interviewees included mostly partners and a few senior managers.

Findings

The increased oversight and workload resulting from the SOA requirements has changed the nature of the external audit function to more compliance type work, and the environment has created much anxiety for the auditors. The new reform has significantly impacted the audit environment in terms of: scope of services; client assessment procedures; management and audit committee relationships with the external auditor; audit firm personnel management; and the long‐term outlook of the profession. The details of these impacts are discussed throughout the paper.

Research limitations/implications

This paper provides detailed insight as to how the SOA impacted the audit profession. Hopefully, such an understanding will benefit future research in measuring the costs and benefits of the new reform. Lastly, a future research showed further examine the effect that the SOA has had on overall audit quality.

Originality/value

This paper summarizes the insightful comments obtained in structured interviews with several leading audit professionals. The sample was judged to be highly knowledgeable of the changing audit environment caused by the SOA. With an improved understanding of its impacts, regulators, practitioners, and academics can better assess the effectiveness of the SOA.
Follow the leader
Authors: Dalton Catherine M. , Dalton Dan R.
Published: January 2007

Purpose

Looks at the current structure of boards where the CEO fills all leadership roles. Benefit is in having a single voice. Disadvantage is having CEO self‐monitor.

Findings

A lead independent director (LID) can crate an effective system of corporate governance. The LID is chosen form among the ranks of outside board members and serves as a liaison between corporate management and the outside board members.

Practical implications

Provides managers with information on the benefits of creating a LID position.

Originality/value

Of particular value to CEOs and other board members and outside recruiters of board members.
Cross‐border alliances: advice from the executive suite
Authors: Klaas Jagersma Pieter
Published: January 2007

Purpose

How does a company make its way through the cross‐border alliance jungle? The article seeks to address several issues facing companies that are considering or managing cross‐border alliances.

Design/methodology/approach

The author conducted 106 face‐to‐face interviews and 86 telephone interviews.

Findings

In this research study, three questions were answered: Why should I form a cross‐border alliance? How should I select a proper alliance partner? What are the key factors for capturing substantial (alliance) value?

Research limitations/implications

The study focuses on the views of senior executives and top managers of public companies and senior executives and top‐managers in state‐owned enterprises (especially in the energy sector), subsidiaries (of big global firms) and large private enterprises. The study does not include small and medium‐sized companies. The research does not focus on cross‐cultural management issues.

Practical implications

The research indicates that some simple guidelines can improve the success rate of a cross‐border alliance. Many cross‐border alliances do not realize their full potential because the preparation, planning and implementation process fails to clearly define what success means. Companies should use structured approaches because cross‐border alliances are a means to an end, i.e. they need to be viewed as a sequence of actions in the context of an overall business strategy – not as one‐off transactions. Time and patience are required to design a cross‐border alliance, structure the deal, and manage the implementation process. Cross‐border alliances should not be viewed as romantic. They should be evaluated for what they are – a way of competing.

Originality/value

The article extends the current globalization debate by bringing into focus the issues faced by cross‐border alliance participants. The conclusions are embedded in an extensive global study.
Sarbanes‐Oxley legislation and the private company: if not a marriage, then certainly an engagement
Authors: Dalton Dan R. , Dalton Catherine M.
Published: January 2007

Purpose

Looks at attempts to avoid Sarbanes‐Oxley guidelines over past few years. It has been widely reported, for example, that the number of public companies announcing their intention to privatize has increased 30 percent since the enactment of SOX. Some other companies will elect not to seek initial public offerings but will remain private enterprises.

Findings

Private firms have so far avoided such Sarbanes‐Oxley regulations changes. Pressure is mounting, however, to ensure that whether public or private, firms operate in compliance with SOX. Some states are considering Sarbanes‐Oxley‐like legislation.

Practical implications

Provides managers with information on progress toward applying Sarbanes‐Oxley guidelines to private corporations.

Originality/value

Of particular value to CEOs and other board members.
When bad things happen to good companies: strategy failure and flawed executives
Authors: Finkelstein Sydney
Published: January 2007

Purpose

To develop a perspective on strategy that builds off of case histories of failure to provide insights on what works and doesn't work in corporate strategies.

Design/methodology/approach

Several original case studies are presented, along with a series of analytical points that are suggested from these studies. The case studies are based on both primary (interviews) and secondary data. The paper used these case studies to make several basic points about corporate strategy.

Findings

The critical findings relate to how executives misread the competitive landscape, fall into the trap of believing in their own strategy in the absence of confirming evidence, and sometimes engage in desperate decisions to try to remedy fundamental problems that cannot be so easily resolved.

Research limitations/implications

The data in the paper are all based on subjective assessments of the competitive and business arenas firm were engaged in, and hence may subject to a variety of biases.

Practical implications

The paper focuses on how individual executives can use the analysis presented to prevent and/or avoid the same pitfalls companies often succumb to.

Originality/value

The data, approach, and analysis are all original to this paper. It presents a counterweight to the dominant approach in research on strategy that focused solely on best practice by providing examples of how failure can be used as a learning device in organizations. The paper should be of value to practicing executives, as well as researchers interested in corporate mistakes and failures.
Rethinking strategic marketing: achieving breakthrough results
Authors: Fodness Dale
Published: January 2007

Purpose

To provide a practical overview of strategic thinking concepts and practices for marketing and other managers that can help them improve their strategy making.

Design/methodology/approach

The raw materials of strategic thinking are illustrated by case studies and examples from a range of industries to aid managers in their successful application. The principles and techniques are presented in four categories: thinking strategies, strategic decision making, strategic competencies and visualizing strategy.

Findings

Offers marketers an approach for moving beyond the automatic application of traditional strategic frameworks to identify and to achieve breakthrough strategies. Recognizes the real power of strategic thinking as a source of competitive advantage.

Practical implications

The principles and practices proposed represent a practical system for enhancing strategic promise and performance, as well as for reducing the risks of strategic failure.

Originality/value

The marketing discipline is long overdue in applying the same attention and rigor to strategic thinking that it applies to strategic planning and this paper offers managers practical help in identifying and developing strategic thinking competencies.
Are you at the top of your game? Checklist for effective leaders
Authors: Xavier Stephen
Published: January 2007

Purpose

To use case studies to describe and demonstrate how improvements in adaptability and emotional intelligence (EI) can assist executives in effectively performing their employee and leadership roles.

Design/methodology/approach

Three case studies are highlighted. They document how actively recognizing EI deficiencies and working to develop these through coaching and practice improve employees’ capabilities to identify and control their behaviors and actions, leading to a more productive work environment. A brief history of EI origins and research is explained along with descriptions and solutions of common leadership stumbling blocks.

Findings

Each case study presents the history of the problem, the solution and the results. Additional information is provided on several EI research studies.

Research limitations/implications

Research on improving EI and how it relates to performance and work environment has been conducted in a variety of settings. Only a few of these are presented here. Many EI studies are still in progress to determine lasting effects.

Practical implications

Manuscript represents a good primer for use by executives and human resources personnel when implementing EI coaching and practice in work environments. Content also includes identification of common leadership errors and suggested corrective action.

Originality/value

Using case studies to describe EI and adaptability issues provide practical advice to those striving to bring change to the work environments and increase the productivity of both themselves and their teams.
The intelligent clean room: ensuring value capture in mergers and acquisitions
Authors: Chanmugam Ravi , Shill Walt , Mann David , Ficery Kristen , Pursche Bill
Published: January 2007

Purpose

To illustrate the importance of speeded up merger integration process that creates value part of the M&A lifecycle.

Design/methodology/approach

This paper relies on recent case studies, client work and a survey.

Findings

Mergers that create maximum value treat the transaction as a complete lifecycle – beginning with pre‐deal strategy, progressing through deal execution and continuing with post‐merger integration. Most successful merger and acquisition (M&A) transactions are characterized by the superior execution of an explicit value‐capture strategy, which we call the “life‐cycle approach.” To achieve this, top managements in the most successful transactions have relied on four key principles: treat M&A as a holistic process; focus on value creation, not just integration; accelerate merger planning and execution; and use culture as a value‐creation tool.

Practical implications

Companies which already have an in‐built M&A capability, will adopt new best practices in merger integration that treat post‐merger integration earlier in the M&A process.

Originality/value

For companies who have an active M&A growth strategy, a speeded up merger integration allows for the early capture of M&A deal value.
A new tool for strategy analysis: the opportunity model
Authors: Morris Donald
Published: January 2007

Purpose

To streamline the process of opportunity recognition and make it more effective by clarifying the meaning of opportunity and making its elements explicit.

Design/methodology/approach

Clarifying opportunity is effected by providing a model and illustrating its effectiveness through application to examples and to SWOT (strengths, weaknesses, opportunities and threats) analysis.

Findings

Provides support for the practical benefits of applying an explicit model for recognizing opportunity.

Originality/value

The model facilitates opportunity recognition by encouraging avoidance of common dead ends, including mistaking catalysts for opportunities, associating opportunities with negative conditions, equating options with opportunities and the circular process of defining opportunities in terms of strengths and weaknesses.
Corporate governance reforms: profiling at its worst
Authors: Dalton Catherine M. , Dalton Dan R.
Published: January 2007

Purpose

Looks at modern guidelines for corporate governance as essentially an exercise in profiling. Sarbanes‐Oxley, oversight agencies, and self‐regulatory agencies focus on the adoption of certain board composition configurations in a purely subjective way and on the basis of factors not clearly linked to outcomes. This paper suggests that other behaviors can more accurately measure performance.

Design/methodology/approach

Delineates the more salient behaviors and activities that inform whether boards are effectively meeting their responsibilities.

Findings

The following characteristics are more predictive of board performance than those presently used: having an independent board budget; appointing lead independent directors; including emeritus directors; not including a retired CEO on the board; executive sessions for independent board members; elimination of executive committees; refraining from related party transactions.

Practical implications

Provides managers with information on important factors to consider when selecting, measuring and evaluating boards of directors.

Originality/value

Of particular value to CEOs and other board members.
Either/or
Authors: Marren Patrick
Published: January 2007

Purpose

To provide the author's opinions about key issues in strategy and the future to the readership.

Design/methodology/approach

Opinion column.

Findings

Discussion of the difficulty of reconciling different personality types in the strategy process.

Research limitations/implications

Speculative, and based not on rigorous research but on the author's experience of planning engagements across a wide variety of private and public enterprises.

Practical implications

Warns strategists about the difficulties of getting disparate personality types to work together.

Originality/value

Expresses several opinions that the author believes have not been expressed (or adequately appreciated) elsewhere.
Restoring trust in American business: the struggle to change perception
Authors: Goodman PhD Michael B.
Published: January 2007

Purpose

To analyze the challenges for business posed by rising anti‐Americanism and anti‐globalism, the need to restore trust in business, and the demands of transparency. These considerable, but surmountable challenges are met by keeping pace with rapid change, through communicating and building reputation, and through modeling the concepts of “truth” and “trust” as the common currency of a robust world civilization.

Design/methodology/approach

Focus on recent research into global attitudes toward business by Pew Global Attitudes Project, Edelman Annual Trust Barometer, NOP World, Global Market Insite; and on the PR Coalition White Paper, Restoring Trust in Business.

Findings

Emerging best practices for combating anti‐Americanism and for restoring trust through ethical behavior, transparency, and board‐level commitment.

Practical implications

Corporate development of public affairs and issues management strategies designed to mitigate the negative impact of rising anti‐Americanism and declining trust in business.

Originality/value

Understanding a shift in global attitudes toward business results in informed decision making, strategic planning, and effective issues management and thought leadership.
Value‐changing behavior: getting the habit
Authors: Wortman Brent
Published: January 2007

Purpose

To help corporate business executives convert what they know about value into what they can do about creating value in their organizations.

Design/methodology/approach

In October 2004 Deloitte Consulting LLP surveyed 124 financial executives about the creation of value at their companies, and subsequently focused on the companies with which they have worked with that do know how to make value creation real.

Findings

Deloitte Consulting identified eight value‐inhibiting behaviors and in their place constructed eight value‐creating behaviors that collectively motivate companies to get beyond what they know and to act on their knowledge.

Practical implications

Pragmatic advice on building organizational behaviors that create value by encouraging clear, consistent and efficient communication habits.

Originality/value

Guidance and actionable advice to business leaders on changing value‐destroying behaviors within their organizations and implementing value‐creating behaviors.
Finding the best marketing mix
Authors: Wise Rick , Sirohi Niren
Published: January 2007

Purpose

Looks at how to find the best marketing mix for a particular company and how to track and measure marketing activities for return on investment.

Design/methodology/approach

Opinion piece.

Findings

Six guidelines will help to identify and implement the best marketing mix: Set up the right scorecards; Track and analyze; Don't be afraid to experiment; Keep both brand and revenues in mind; Look over the fence; and Build a test and learn culture.

Practical implications

Provides managers with guidelines for determining marketing budgets and activities.

Original/value

Of particular to strategic planners, CEOs, senior executives, brand managers, marketing.