Comparing Chinese and the Indian Software MNCs: Domestic and Export Market Strategies and Their Interplay

China and India are emerging as major new entrants in the international software industry. Both are rapidly learning through outsourcing with multinational enterprises from advanced nations. Yet, their paths to this dynamic sector are very different. Chinese software firms have focused on their domestic market by working with foreign MNCs, while they move cautiously abroad. Indian firms, despite already being large, continue to expand overseas as well as to climb the value chain. We show that a macro perspective on the global movement of work can be gained by utilizing concepts from different approaches to the MNC. At the same time, the innovation systems perspective is necessary to explain the foundations of the industry. The paper provides hypotheses and performs an initial validation of them. It concludes that the internationalization and learning processes are somewhat different in the Chinese and Indian MNCs, and provides explanations for the different patterns.outsourcing, software industry, industrial development, MNCs, MNEs, multinational enterprise, China, India

Facing the Trial of Internationalizing Clinical Trials to Developing Countries: Some Evidence from Mexico

In pursuit of innovation, developing countries play an increasingly relevant role for multinational pharmaceutical firms. Driven partly by cost considerations but also by some host country-specific scientific and technological factors, global drug companies increasingly relocate part of their drug development activities to those countries. In particular, expansion of clinical trials performed in some of the more advanced developing countries is notable over the last years. This paper critically addresses some of these issues with particular reference to Mexico. The latter case equally illustrates some challenges developing countries face to accommodate and govern local performance of clinical trials according to strict internationally accepted regulatory and ethical principles.Internationalization of R&D, Governance of clinical trials, Developing countries, Mexico

Personal Development Planning and the Economics Tribe

The experience of outsourcing personal development planning (PDP) for first-year economics students to a central team is examined in the context of a research-led university. A pilot programme running PDP as a conference for 120 students was evaluated. The process suggests that there are differences between tutor and student perceptions which can be usefully addressed, especially the issue of developing conceptual understanding. The prevailing pedagogy of economics is reviewed to try to illuminate some of the barriers towards introducing PDP.

ILR Faculty Publications 2015-2016

The production of scholarly research continues to be one of the primary missions of the ILR School. During a typical academic year, ILR faculty members published or had accepted for publication over 25 books, edited volumes, and monographs, 170 articles and chapters in edited volumes, numerous book reviews. In addition, a large number of manuscripts were submitted for publication, presented at professional association meetings, or circulated in working paper form. Our faculty's research continues to find its way into the very best industrial relations, social science and statistics journals.FacultyPublications_2015_16.pdf: 21 downloads, before Oct. 1, 2020

Adding a temporal dimension to the analysis of argumentative discourse: justified reframing as a means of turning a single-issue discussion into a complex argumentative discussion

This paper seeks to extend existing models of argumentation by considering an important dimension of real-life argumentative discourse: how complex argumentative discussions evolve over time. We define a complex argumentative discussion as a multi-issue discussion, in which the different issues are interrelated in the form of a hierarchy. We claim that justified reframing might be used to transform a single-issue argumentative discussion into a complex argumentative discussion. To illustrate this, we examine the Facebook discourse of the Rhodes Must Fall movement in South Africa. We analyse how reframing is justified by means of arguments, allowing the protagonists to claim as legitimate their reframing of a single issue into a complex argumentative discussion. Our findings complement existing sociological research on social movements by highlighting how their goals are achieved by means of argumentative discourse

К вопросу формирования корпоративной культуры российских газодобывающих компаний

Статья посвящена проблемам формирования корпоративной культуры в российских газодобывающих компаниях, преимуществам организационной структуры, корпоративных ценностей, человеческого капитала.Article is devoted to problems of formation of corporate culture in gas producing companies of Russia, advantages of organizational structure, corporate values, and human capital

A Primer on Intellectual Capital

{Excerpt} Born of the information revolution, knowledge management has arisen in response to the belated understanding that intellectual capital is a core asset of organizations and that it should be circumscribed better. From this perspective, it is the growing body of tools, methods, and approaches, inevitably underpinned by values, by means of which organizations can bring about and maximize a return on knowledge assets, aka intellectual capital. That, Thomas Stewart explained pithily (yet broadly) is organized knowledge that can be used to generate wealth. (Conversely, it also helps to think of what intellectual capital is not, that is, monetary or physical resources.) More specifically, aggregated intellectual capital comprises • Human capital—the cumulative capabilities and engagement of an organization\u27s personnel, rooted in tacit and explicit knowledge, that can be invested to serve the joint purpose. • Relational (or customer) capital—the formal and informal external relationships, counting the information flows across and knowledge partnerships in them, that an organization devises with clients, audiences, and partners to co-create products and services, expressed in terms of width (coverage), channels (distribution), depth (penetration), and attachment (loyalty). • Structural (or organizational) capital—the collective capabilities of an organization—any of them codified, packaged, and systematized, including its governance, values, culture, management philosophy, business processes, practices, research and development, intellectual property, performance metrics, and information systems, as well as the systems for leveraging them

Reframing Financial Regulation

Financial regulation today is largely framed by traditional business categories. The financial markets, however, have begun to bypass those categories, principally over the last thirty years. Chief among the changes has been convergence in the products and services offered by traditional intermediaries and new market entrants, as well as a shift in capital-raising and risk-bearing from traditional intermediation to the capital markets. The result has been the reintroduction of old problems addressed by (but now beyond the reach of) current regulation, and the rise of new problems that reflect change in how capital and financial risk can now be managed and transferred. In this Article, I begin to assess the current U.S. approach to financial regulation, in light of recent changes in the financial system, and offer a tentative way forward to address gaps in proposals for regulatory reform. Regulators must focus on the principal problems that financial regulation is intended to address – relating to financial stability and risk-taking – without regard to fixed categories, intermediaries, business models, or functions. Doing so, however, requires a prospective assessment of the markets, a different approach from the reactive process that characterizes much of financial regulation today

Best value and workplace partnership in local government

Purpose – This paper explores employee experiences concerning job security/insecurity, workload, job satisfaction and employee involvement in the aftermath of Best Value reviews in a local authority. Design/methodology/approach – Using a mix of quantitative and qualitative data collection techniques employees’ experiences of Best Value reviews in a local authority are compared and contrasted with council staff employed elsewhere in the authority to establish the extent to which workplace partnership principles have taken hold under a Best Value regime. Findings – Little evidence of positive outcomes was found from partnership at work under a Best Value regime. The constraints imposed by central government, under which managers in the public sector operate, contributed significantly to partnership at work remaining little more than a hollow shell. Originality/value – This paper provides a recent in-depth case study of the experience of workplace partnership, which was developed not discrete from but as part of the Best Value modernisation programme in a local authority

From the Commercial to the Communal: Reframing Taboo Trade-Offs in Religious and Pharmaceutical Marketing

Although consumers typically expect organizations to profit from marketing goods and services, they also believe that certain organizations, like those that focus on religion and health, should prioritize communal obligations. Indeed, consumers may find it morally distressing when communally focused organizations use overtly commercial marketing strategies like rebranding or value-based pricing. We demonstrate how moral distress and consumer backlash result from such taboo trade-offs and investigate when communal-sharing rhetoric for religious and pharmaceutical marketing reduces distress. Communal justifications used by communally focused organizations are particularly effective when consumers are not closely monitoring the motives of the organization or when the product is need-based. However, communal justifications become less effective and market-pricing justifications become more effective when consumers are attuned to the persuasive intentions of the organization. Implications for consumer goals are discussed