- Email: [email protected]
1
Contents VOLUME 21 NUMBER 1 FEBRUARY 2003
Editorial PERSONAL HUMAN CAPITAL 1
Managing Personal Human Capital: New Ethos for the ‘Volunteer’ Employee Lynda Gratton, and Sumantra Ghoshal, at London Business School, suggest that democratisation of work in organisations is leading employees to seek more personal satisfaction from the work they do - particularly by aligning it more closely with their own personal identities and values. The authors detail three ethos or beliefs that individuals should embrace to maximise their success.
E-PROCUREMENT 11
Moving Procurement Systems to the Internet: The Adoption and Use of E-Procurement Technology Models Despite mixed results, companies are increasingly using the Internet for the procurement of goods, via a variety of e-procurement technologies. Antonio Davila, at Stanford University, Mahendra Gupta, at the University of Washington, St Louis, and Richard Palmer at Eastern Illinois University, document this trend and its advantages, and recommend that aggressive corporate adopters share their experiences of technologies and business risk to speed up the benefits.
REGIONAL MULTINATIONALS 24
Retail Multinationals and Globalization: The Evidence is Regional Alan Rugman, at Indiana University, and Ste´phane Girod, at Templeton College, Oxford, produce incontrovertible evidence to show that large retail multinational enterprises are not global in their operations or strategy. One implication is that business schools should drop their emphasis on global management strategies.
Personal Human Capital
E-COMMERCE 38
An E-Commerce Sales Model for Manufacturing Companies: A Conceptual Framework and a European Example Tawfik Jelassi, at the Ecole Nationale des Ponts et Chausse´ es, Paris, and Stefanie Leenen, at St Gallen University, analyse three aspects of B2C commerce from a manufacturer’s perspective. They include an e-commerce sales model and a case study of Italian motorcycle manufacturer Ducati which successfully followed the model.
VIRTUAL SERVICE WEBS 48
Critical Competencies in Virtual Service Webs The traditional, transaction cost framework associated with Williamson (1975) is challenged in this article by Julian Jones and Douglas Wood, both at Manchester University, and B. Bowonder, at the Administrative Staff College of India. Using a sample of servicebased innovations, the authors detail a “service web model” which shows lower transaction costs and impacts on comparative advantage conventionally focused primarily on goods exchange.
KNOWLEDGE MANAGEMENT 62
Global Knowledge Management Strategies Kevin Desouza, and Roberto Evaristo, at the University of Illinois, Chicago, examine a sample of firms operating across multiple countries to find insights into their management of knowledge. Three strategies for knowledge management are uncovered. The authors also discuss challenges faced in implementing knowledge management initiatives across borders.
IMAGERY 69
Images of Strategy Much of the metaphorical imagery related to organizational strategy is unimodal, abstract, and highly conceptual. Peter Bu¨rgi and Johan Roos, at the Imagination Lab Foundation in Lausanne, introduce “multi-modal” schemes of imagery to enable strategy-makers to crystallise insights into organizational strategy. Data are produced from the authors’ workshop looking at strategizing in a large organization as part of an ongoing action research project.
SMEs Multimodal Imagery
79
Strategic Uses of E-Commerce by SMEs in the East of England Although not always an unmitigated blessing, the Internet and ecommerce are increasingly being adopted by SMEs in the East of England. Survey results by Stephen Drew, at the University of East Anglia, also show that SMEs in different industry sectors may adopt
different e-commerce strategies and have different training and support needs.
TOP MANAGEMENT 89
Internationalization of Top Management Teams in Europe On the basis of data collected, Marie¨ lle Heijltjes and Ursula Glunk, at Maastricht University, and Rene´ Olie, at Erasmus University, examine national diversity in the composition of top management teams in two highly international countries, Sweden and The Netherlands. Results show national diversity in these countries has not progressed to the same level as the internationalisation of the companies at large.
BUSINESS ETHICS 99
The Diamond of Managerial Integrity Muel Kaptein, at Erasmus University, examines aspects and characteristics of a manager with integrity. With empirical evidence, he develops the “Diamond of Managerial Integrity”. It contains two layers, each with three qualities. Each of the six qualities is developed into three elements. The Diamond can be employed to assess and enhance the integrity of a manager.
STRATEGY FAILURE 109 An ‘ODD’ Reaction to Strategy Failure in America’s (Once) Largest Telco Faced with turbulence in the telecoms industry and emerging strategy failure, employees at AT&T (the Opportunity Discovery Department, or ‘ODD’) sought to meet this challenge and even go beyond just new strategy creation. Displaying rare spirit and courage, their story is very inspiring for corporate activists. Authors Amy Muller and Liisa Va¨ likangas writing from the Strategos Institute, California, provide a manual in corporate revolution for use by others.
Business Ethics
CORPORATE RISK 119 Corporate Risk Strategy: Does it Vary Across Business Activities? A study of Israel’s largest industrial companies by Eli Noy and Shmuel Ellis, both at Tel-Aviv University, reveals that risk strategy is not a unified whole and an integral part of an organisation’s Total Strategy. By contrast, it varies across activities - generally dependent on the company’s core competencies and competitive advantage. The results encourage new perceptions of risk strategy.
129 BOOKS FOR MANAGERS
This journal is part of ContentsDirect, the free alerting service which sends tables of contents by e-mail for Elsevier Science books and journals. You can register for ContentsDirect online at: http://contentsdirect.elsevier.com
Editorial PERSONAL HUMAN CAPITAL 1
Managing Personal Human Capital: New Ethos for the ‘Volunteer’ Employee Lynda Gratton, and Sumantra Ghoshal, at London Business School, suggest that democratisation of work in organisations is leading employees to seek more personal satisfaction from the work they do - particularly by aligning it more closely with their own personal identities and values. The authors detail three ethos or beliefs that individuals should embrace to maximise their success.
E-PROCUREMENT 11
Moving Procurement Systems to the Internet: The Adoption and Use of E-Procurement Technology Models Despite mixed results, companies are increasingly using the Internet for the procurement of goods, via a variety of e-procurement technologies. Antonio Davila, at Stanford University, Mahendra Gupta, at the University of Washington, St Louis, and Richard Palmer at Eastern Illinois University, document this trend and its advantages, and recommend that aggressive corporate adopters share their experiences of technologies and business risk to speed up the benefits.
REGIONAL MULTINATIONALS 24
Retail Multinationals and Globalization: The Evidence is Regional Alan Rugman, at Indiana University, and Ste´phane Girod, at Templeton College, Oxford, produce incontrovertible evidence to show that large retail multinational enterprises are not global in their operations or strategy. One implication is that business schools should drop their emphasis on global management strategies.
Personal Human Capital
E-COMMERCE 38
An E-Commerce Sales Model for Manufacturing Companies: A Conceptual Framework and a European Example Tawfik Jelassi, at the Ecole Nationale des Ponts et Chausse´ es, Paris, and Stefanie Leenen, at St Gallen University, analyse three aspects of B2C commerce from a manufacturer’s perspective. They include an e-commerce sales model and a case study of Italian motorcycle manufacturer Ducati which successfully followed the model.
VIRTUAL SERVICE WEBS 48
Critical Competencies in Virtual Service Webs The traditional, transaction cost framework associated with Williamson (1975) is challenged in this article by Julian Jones and Douglas Wood, both at Manchester University, and B. Bowonder, at the Administrative Staff College of India. Using a sample of servicebased innovations, the authors detail a “service web model” which shows lower transaction costs and impacts on comparative advantage conventionally focused primarily on goods exchange.
KNOWLEDGE MANAGEMENT 62
Global Knowledge Management Strategies Kevin Desouza, and Roberto Evaristo, at the University of Illinois, Chicago, examine a sample of firms operating across multiple countries to find insights into their management of knowledge. Three strategies for knowledge management are uncovered. The authors also discuss challenges faced in implementing knowledge management initiatives across borders.
IMAGERY 69
Images of Strategy Much of the metaphorical imagery related to organizational strategy is unimodal, abstract, and highly conceptual. Peter Bu¨rgi and Johan Roos, at the Imagination Lab Foundation in Lausanne, introduce “multi-modal” schemes of imagery to enable strategy-makers to crystallise insights into organizational strategy. Data are produced from the authors’ workshop looking at strategizing in a large organization as part of an ongoing action research project.
SMEs Multimodal Imagery
79
Strategic Uses of E-Commerce by SMEs in the East of England Although not always an unmitigated blessing, the Internet and ecommerce are increasingly being adopted by SMEs in the East of England. Survey results by Stephen Drew, at the University of East Anglia, also show that SMEs in different industry sectors may adopt
different e-commerce strategies and have different training and support needs.
TOP MANAGEMENT 89
Internationalization of Top Management Teams in Europe On the basis of data collected, Marie¨ lle Heijltjes and Ursula Glunk, at Maastricht University, and Rene´ Olie, at Erasmus University, examine national diversity in the composition of top management teams in two highly international countries, Sweden and The Netherlands. Results show national diversity in these countries has not progressed to the same level as the internationalisation of the companies at large.
BUSINESS ETHICS 99
The Diamond of Managerial Integrity Muel Kaptein, at Erasmus University, examines aspects and characteristics of a manager with integrity. With empirical evidence, he develops the “Diamond of Managerial Integrity”. It contains two layers, each with three qualities. Each of the six qualities is developed into three elements. The Diamond can be employed to assess and enhance the integrity of a manager.
STRATEGY FAILURE 109 An ‘ODD’ Reaction to Strategy Failure in America’s (Once) Largest Telco Faced with turbulence in the telecoms industry and emerging strategy failure, employees at AT&T (the Opportunity Discovery Department, or ‘ODD’) sought to meet this challenge and even go beyond just new strategy creation. Displaying rare spirit and courage, their story is very inspiring for corporate activists. Authors Amy Muller and Liisa Va¨ likangas writing from the Strategos Institute, California, provide a manual in corporate revolution for use by others.
Business Ethics
CORPORATE RISK 119 Corporate Risk Strategy: Does it Vary Across Business Activities? A study of Israel’s largest industrial companies by Eli Noy and Shmuel Ellis, both at Tel-Aviv University, reveals that risk strategy is not a unified whole and an integral part of an organisation’s Total Strategy. By contrast, it varies across activities - generally dependent on the company’s core competencies and competitive advantage. The results encourage new perceptions of risk strategy.
129 BOOKS FOR MANAGERS
This journal is part of ContentsDirect, the free alerting service which sends tables of contents by e-mail for Elsevier Science books and journals. You can register for ContentsDirect online at: http://contentsdirect.elsevier.com