thursday july 24, 1999
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Prague, Czech Republic, June 20 - 24, 1999 SUNDAY JUNE 20, 1999 12:00 - 14:00 Registration at the EAM Registration Desk, Hotel Don Giovanni 14:00 - 16:30 City Walking Tour Prague: Past, Present, and Future Meet in the lobby of Hotel Don Giovanni 16:30 - 18:00 Registration at the EAM Registration Desk, Hotel Don Giovanni 17:30 Buses depart Hotel Don Giovanni 18:00 Opening Reception sponsored and hosted by Arthur Andersen Opening Remarks: Magdalena Soucek, Eileen Kaplan, 18:30 Managing Director, Arthur Andersen EAM 1999-2000 President Open Forum: Management in the Czech Republic: Recent Trends and Issues Organizers: Phyllis Raabe, University of New Orleans, USA Ivana Mazalkova, Charles University, Czech Republic Sona Hermochova, Vice-Dean, Charles University, Czech Republic Jan Vlacil, University of Economics, Czech Republic Ivan Fisera, CMC Graduate School of Business, Czech Republic MONDAY JUNE 21, 1999 8:00 - 12:00 Registration at the EAM Registration Desk, Hotel Don Giovanni 8:30 - 9:00 Welcome Remarks Stepan Muller, Dean, CMC Graduate School of Business Bonita Betters-Reed, EAM 1998-1999 President David Palmer, Director EAM-I 9:00 - 10:00 10:00 - 10:30 Keynote Presentation “The Czech Economy on the Crossroads: 10 Years after the Velvet Revolution” Professor Vaclav Klaus, Speaker of Parliament, former Prime Minister, Czech Republic Refreshment break Eastern Academy of Management Business 1 CMC Graduate School of Managing in a Global Economy VIII 10:30 - 12:30 Plenary Session: “Transformation and Integration” The Globalization of Management Education Chair: Michael Hitt, Texas A&M University, Past President Academy of Management Stepan Muller, Dean, CMC Graduate School of Business, Czech Republic Dezso Horvath, Dean, Schulich School of Business, York University, Canada Alberto Trejos, Dean, INCAE, Costa Rica 12:30 - 13:30 Lunch 13:30 - 15:00 COMPETITIVE PAPER SESSIONS SESSION M.1.1 The Effectiveness of Governance Structures in Different Contexts Facilitator: Milton Silver, Drexel University, USA Blockholder and institutional ownership in Japan (Nominated for Outstanding Paper Award) Eric R. Gedajlovic, Erasmus University, Netherlands Daniel M. Shapiro, Simon Fraser University, Canada This study examines the relationship between ownership and firm performance in Japan. Findings indicate the ownership concentration of blockholders inhibits the ability of managers to escalate costs, but promotes excessive diversification. On the other hand, high levels of ownership by financial institutions permit cost escalation, but inhibit unprofitable diversification. Russian business organizations: Lessons from Japanese keiretsu Richard C. Insinga, State University of New York at Oneonta, USA Elena S. Sannikova, Higher Business School in Krasnoyarsk, Russia Privatization of Russian industry divided state enterprises into many smaller parts in pursuit of an American model. The results have been disastrous. Comparing Russian, Japanese, and American cultures, this paper suggests that a Japanese model might be a better approach and, specifically, that Japanese keiretsu should be considered for Russia. Information disclosure as a control mechanism in Japanese corporate governance Toru Yoshikawa, Nihon University, Japan Phillip H. Phan, York University, Canada The recent Asian currency crises and financial institution failures have increased interest in corporate governance. Here, we examine the strategic impact of the board's investor relation activities by using an information theory perspective to derive propositions, which we then illustrate with a series of comparative case studies. PANEL M.1.2 The Global Car Industry: Transition or Revolution? Chair: Heinz Weihrich, University of San Francisco, USA Heinz Weihrich, University of San Francisco, USA Kai-Uwe Seidenfuss, Daimler-Chrysler, Germany Andrea Weigert, BMW AG, Germany The global car industry faces many threats, but also can take advantage of the opportunities. The symposium will address these issues with special attention given to the Asia-Pacific region. Eastern Academy of Management Business 2 CMC Graduate School of Prague, Czech Republic, June 20 - 24, 1999 Monday 21 June 1999 SESSION M.1.3 Revisiting Promising Management Processes: Reengineering, TQM, Logistics Facilitator: Michael Beasley, Golden Gate University, USA Business process re-engineering: Death warrant for total quality management? Mihaela Kelemen, Keele University, UK Paul Forrester, Aston University, UK John Hassard, Manchester School of Management, UK This paper compares and contrasts Business Process Re-engineering (BPR) and Total Quality Management (TQM) on a number of theoretical dimensions as they appear in the literature. It then explores the practices associated with BPR and TQM in a UK service organization which claims to have embarked successfully on both of them. Total Quality Management and the transformation and integration of Central and Eastern Europe Andrew Berczi, Wilfrid Laurier University, Canada To overcome their historical, structural, cultural, and neocapitalistic constraints, and to complete their economic and social transformations, emerging market economies of Central and Eastern Europe should adopt the TQM principles of the original masters. An integrated approach for this TQM immersion is offered under the title TQM HEXAGON. Global intermodal logistics management in the 21st century Tagi Sagafi-nejad, Loyola College of Maryland, USA Ed Sim, Loyola College of Maryland, USA Internet technology is rapidly changing the way companies do business. This paper explains the new technologies driving changes in logistics and describes several companies’ experiences in using the technology. The promises of the new technologies are examined and the obstacles to using the technologies are discussed. Recommendations are made for the successful use of the new technologies. 15:00 - 15:20 Refreshment break 15:20 - 17:00 COMPETITIVE PAPER SESSIONS SESSION M.2.1 Strategic Alliances Facilitator: Boris Becker, Oregon State University, USA The impact of political and sociocultural dimensions on the choice of international strategic alliances Sylvia Sloan Black, University of North Carolina at Chapel Hill, USA This paper integrates existing literature on political and cultural influences into a theory on the decision to expand multinational domain. It addresses entry mode alternatives with emphasis on international strategic alliances. A framework for applying political and social considerations to the choice of collaborative arrangements by internationalizing firms is developed. Eastern Academy of Management Business 3 CMC Graduate School of Managing in a Global Economy VIII “Transformation and Integration” Value creation through strategic alliances in the pharmaceutical and biotechnology industries Daniel Rodriguez, Emory University, USA Strategic alliances among firms in the pharmaceutical and biotechnology firms have increased significantly over the last decade. This paper examines over 300 of these alliances to determine the magnitude of the value creation resulting from these alliances and the potential sources for this value creation. International alliances in higher education: A model and applications to Anglo Russian cooperation Robin Matthews, Kingston University, UK Ara Yeghiazarian, Kingston University, UK The paper presents a model of international alliances in terms of cooperative games and complexity. It uses the alliance between the Academy of National Economy under the Government of the Russian Federation and Kingston University Business School, to examine the structure of alliances as adaptive systems and cooperative games, sets out a model and suggests a procedure for identifying the role of gains and costs. We derive some general guidelines for policy makers designing international alliances. SESSION M.2.2 The Effects of Management Practices on Employees across Countries Facilitator: Scott Snell, Pennsylvania State University, USA The main and interactive effects of noise, job complexity (Nominated for Outstanding Paper Award) and gender on employee sickness absence: An exploratory study across twenty-one organizations in Israel Yitzhak Fried, Wayne State University, USA Samuel Melamed, Occupational Health and Rehabilitation Institute, Israel Haim A. Ben-David, Wayne State University, USA Using objective indicators, organizational archives, and expert ratings, we examined the independent and joint effects of noise, job complexity, and gender on employee sickness absence. We found among 880 white-collar employees across 21 organizations in Israel that noise had the strongest positive correlation with absenteeism for female employees with high job complexity. Global perspectives on electronic surveillance in the workplace: Are U.S. companies exporting a stateof-the-art sweatshop? Roland E. Kidwell Jr., Niagara University, USA Electronic surveillance (ES) of employees is a widespread phenomenon that may be used by global organizations. This paper discusses factors companies should consider when employing ES. A research framework for ES and a practical device for organizations that must decide how to utilize ES technologies ethically and legally are offered. Job stress and well being of moonlighters: The perspective of deprivation and aspiration revisited Muhammad Jamal, Concordia University, Canada Vishwanath V. Baba, Concordia University, Canada Robert Riviere, Concordia University, Canada This study examined the differences between moonlighters and non-moonlighters on burnout, satisfaction involvement, turnover intention and the three measures of job performance among college teachers in Canada. Results generally supported the energic/opportunity hypothesis of moonlighters rather than the deprivation/constraint hypothesis. Results are discussed in light of previous empirical evidence on dual-job holding and the quality of work and non-work life. Monday 21 June 1999 Eastern Academy of Management Business 4 CMC Graduate School of Prague, Czech Republic, June 20 - 24, 1999 Re-entry from Arab countries: A survey of the determinants of repatriation Michel E. Domsch, University of the Federal Armed Forces Hamburg, Germany Désirée H. Ladwig, University of the Federal Armed Forces Hamburg, Germany Katja Loose, University of the Federal Armed Forces Hamburg, Germany Repatriation of employees after a stay abroad still receives insufficient attention. This entails negative consequences for the returnee and his company. Various determinants of repatriation, in particular in the private and socio-cultural area are outlined and their effect on the contentment of returnees from Arab countries is investigated. SESSION M.2.3 Culture, Organizations, and Individuals Facilitator: Mary Rogers, Framingham State College, USA Reconsidering Hofstede’s power distance (Nominated for Outstanding Paper Award) measure: Toward the development of a more, valid, multifactorial scale David A. Morand, Pennsylvania State University at Harrisburg, USA This paper critiques Hofstede's measure of power distance relative to its content validity. The paper further provides a framework for generation of a revised, multifactorial scale. Thus, the validity and overall psychometric fitness of one of the most widely used measures in the field of international management, is enhanced. Collectivism revisited: The moderating effects of culture on organizational behavior and modernity in heterogeneous societies Carol Hansen, Georgia State University, USA This paper offers new insight into the collectivist construct. It will be argued that where local resources are limited and where collectives are highly heterogeneous, a kind of natural rivalry based on the obligation to protect one’s own will emerge. Such diversity and division will hinder modernization and organizational change. Young Europeans’ work and family: Hopes and expectations Suzan Lewis, Manchester Metropolitan University, UK Janet Smithson, Manchester Metropolitan University, UK This paper explores some work-related priorities of young people entering the workforce in five European countries, including new notions of job security and opportunities for work-life balance. Expectations of support for work-life balance from the state and/or employers and the impact of conflicting social and economic forces are discussed. Authority rape: An abuse of trust that thrives in secrecy Gayle Porter, Rutgers University, USA Michaele Birdsall, Rutgers University, USA Authority rape, use of professional power for sexual gain, is continued and repeated under protection of secrecy. Some of our most trusted institutions provide the setting for this abuse. All organizations should be concerned, because victims cannot function optimally in their professional role after such a betrayal, wherever it occurs. Eastern Academy of Management Business 5 CMC Graduate School of Managing in a Global Economy VIII “Transformation and Integration” TUESDAY JUNE 22, 1999 at CMC 7:00 - 8:00 Registration at the EAM Registration Desk, Hotel Don Giovanni 8:00 Buses depart Hotel Don Giovanni for CMC at Celakovice 9:00 - 9:30 Welcome to CMC George Leshchuk, President, CMC Graduate School of Business 9:30 - 11:00 The Economic Engines of the Czech Republic ”The Development of Capital Markets in the Czech Republic” Ing. Tomas Jezek, CSc., Chairman of the Prague Stock Exchange Commissioner of the Czech Securities and Exchange Commission former Minister of Privatization “The Competitiveness of the Czech Industry” Karel Kühnl, former Minister of Industry and Trade MP for the Freedom Union Panelists: Professor Jaroslav Jirasek, CMC Graduate School of Business Professor Douglas Pressman, CMC Graduate School of Business 11:10 - 12:30 SESSION T.1.1 COMPETITIVE PAPER SESSIONS Interaction and Cooperation within Networks of Organizations Facilitator: Stan Mensik, Curtin University of Technology, Australia Managing transitions and transforming organizational culture: An analysis of the Volkswagen-Skoda model Rathin Basu, Ferrum College, USA B. Gutmann, Volkswagen A. G., Germany This paper uses a comparative cultural audit to analyze the strategy adopted by Volkswagen A. G. to bring about harmonization between its organizational culture and that of ŠKODA automobilá (a state-owned and operated organization in the Czech Republic) after the two companies signed a joint venture agreement in 1990. Using rewards to foster cooperation in network organizations: Lessons from kibbutzim and mondragon Elizabeth M. Doherty, St. Joseph’s University, USA Increasingly, organizations are shifting from a hierarchical notion of cooperation to one that emphasizes lateral relationships. This paper provides insights from the cooperative movement on fostering lateral cooperation. Particular attention is given to the use of rewards in promoting and sustaining lateral cooperation in network organizations. Tuesday 22 June 1999 Eastern Academy of Management Business 6 CMC Graduate School of Prague, Czech Republic, June 20 - 24, 1999 Determinants and dynamics of the contextual interface between business schools and business Daniel F. Twomey, Fairleigh Dickinson University, USA Rosemarie Feuerbach Twomey, Fairleigh Dickinson University, USA Hesan Quazi, Nanyang Technological University, Singapore Three bases--transaction cost economics, extension of transaction cost economics, and power properties-are integrated to predict the determinants and dynamics of the interorganizational interface. We examine environmental, institutional, and behavioral factors that effect interorganizational knowledge development and transfer between United Kingdom business school and business. SESSION T.1.2 Knowledge Acquisition Facilitator: Avi Fiegenbaum, Technion Institute of Technology, Israel Determinants of technology acquisition mode Toru Yoshikawa, Nihon University, Japan This paper attempts to examine the determinants of the modes of technology acquisition from transaction costs and resource-based perspectives. It is theorized that strategic importance, transferability, acquisition costs, as well as time pressure affect firms' technology acquisition mode. International knowledge transfer to emerging market economies Stanley D. Nollen, Georgetown University, USA We argue that trade and investment policy liberalizations need not increase the flow of knowledge from MNEs to businesses in emerging market economies, contrary to common beliefs. Liberalizations will change the mode of business and the type of knowledge transferred but not necessarily the amount. Coevolution of FDI and portfolio investment: In the shadow of hot money Hosein Piranfar, Kingston University, UK This paper examines the global co-evolution of Foreign Direct Investment and portfolio investment broadly known as hot money. It is argued that FDI and hot money cohabit and co-evolve until one is selected. But unlike in one-population ecology, the out-selected entity does not perish entirely. The objective is to learn from the recent experience in order to guide and control the much needed financial flows that support FDI in a fruitful co-evolution. SESSION T.1.3 Power and Human Values Across Cultures Facilitator: Bonita Betters-Reed, Simmons College, USA Humanism in organizational discourse: Lessons from Africa Mzamo Mangaliso, University of Massachusetts-Amherst, USA Nomazengele Mangaliso, Westfield State College, USA John Bruton, University of Massachusetts-Amherst, USA In order to address the cultural biases of international management and relieve the tensions resulting from cultural misunderstandings, the African philosophical concept of ubuntu (humanism) is introduced for culture-based management theorizing. Ubuntu is used to examine how fundamental organizational and social concepts are conceived differently in an African and Western context. African American women executives’ power strategies: The play for power by powerless people dt ogilvie, Rutgers University, USA Leyland Lucas, Rutgers University, USA Eastern Academy of Management Business 7 CMC Graduate School of Managing in a Global Economy VIII “Transformation and Integration” Very few African American women in corporate America have positions with executive power. We question the value of a literature on power primarily based on data about middle-class white males to explain the power attainment of these women and begin to develop a model of African American women’s power strategies. A comparative analysis of the perceived moral wrongfulness of workplace behaviors: East meets West Gwen E. Jones, Fairleigh Dickinson University, USA Yan Yao, Fairleigh Dickinson University, USA The purpose of this study was to examine the differences in perceived moral wrongfulness associated with 20 unethical workplace behaviors between Chinese and American professionals. Hypotheses were developed based on differences between the two cultures on Hofstede’s collectivist-individualist dimension of culture. Results showed support for the hypotheses. 12:30 - 13:30 Lunch 13:30 - 17:30 CORPORATE SITE VISITS VW/Skoda Skoda has been an influential figure in the Czech Republic since its inception in the early part of this century. After the Soviet regime crumbled in 1989 Skoda was one of the first Czech companies to be privatised – the Volkswagen Group now owns 70% and has made Skoda the most successful company in the Czech Republic and one of the most well-respected. The visit to Skoda includes a tour of their new plant and a presentation by senior management. Bohemia Glassworks Bohemia Glassworks is a privatised company producing some of the finest hand-cut and pressed lead crystal in the world from its remarkable factory in Podebrady. The style and techniques used during the manufacturing process have remained virtually unchanged for decades and the visit will provide a unique view of the factory and a presentation by senior management. The town of Podebrady is a charming spa town approximately 20 minutes from CMC. Velke Popovice Brewery In the country where ‘pils’ was invented, beer is serious business and the beers produced by the Velke Popovice brewery rank among the best in the Czech Republic. Started approximately 300 years ago, this brewery is now one of the group of breweries to benefit from the investments made by Nomura Securities into the Czech Republic. Kozel Velke Popovice is one of the region’s oldest breweries and part of the controversial merger between the industry giants Pilsner Urquell and Radegast breweries. Wednesday 23 June 1999 WEDNESDAY JUNE 23, 1999 8:30 - 9:50 COMPETITIVE PAPER SESSIONS Eastern Academy of Management Business 8 CMC Graduate School of Prague, Czech Republic, June 20 - 24, 1999 SESSION W.1.1 Multinational Strategies and Performance Facilitator: Jay Nathan, St. John’s University, USA Strategic alliance portfolio flexibility and firm (Nominated for Outstanding Paper Award) satisfaction with alliance usage in manufacturing SMEs: The moderating effects of technological uncertainty and firm size Louis Marino, University of Alabama, USA Karen Strandholm, University of Michigan-Dearbonn, USA H. Kevin Steensma, Pennsylvania State University, USA Claes Hultman, Swedish Foundation for Small Business Research, Sweden We examine SMEs satisfaction with strategic alliance use and its relationship to the flexibility of their portfolio of relationships. Findings indicate that as technological uncertainty increases, portfolio flexibility is negatively associated with firm satisfaction for the smallest SMEs. However, portfolio flexibility is positively associated with satisfaction for larger SMEs. A multidimensional approach to examining the relationship between multinationality and firm performance Madan Annavarjula, Sacred Heart University, USA Sam Beldona, Rutgers University, USA Insights from resource-based perspective, foreign direct investment, and portfolio diversification theories have spurred empirical studies examining the relationship between multinationality and performance, often with conflicting results. We propose and test a refinement of existing measures used to operationalize multinationality and re-examine its relationship with performance in a multidimensional context. Merger and acquisition strategies for the U.S. software industry: Do acquisition binges work? Daniel Rodriguez, Emory University, USA Anandhi Bharadwaj, Emory University, USA This paper considers merger and acquisition strategies pursued by firms in the U.S. software industry, and their impact upon firm performance over the period 1993-97. Employing a modified event-study methodology, we examine how specific dimensions of these transactions influence value creation. We also examine the phenomenon of "binge" acquisitions. SESSION W.1.2 Technology Acceptance in Management Practices Facilitator: Normandie Gaitley, York College of Pennsylvania, USA Transferring management practices across cultures: Organizational support and technology usage Uzoamaka P. Anakwe, Pace University, USA Magid Igbaria, Claremont Graduate University, USA and Tel Aviv University, Israel Murugan Anandarajan, Drexel University, USA This study examines whether management practices can be transferred across cultures by focusing on the relationship between support and technology usage. Data were gathered from 143 employees from nine Eastern Academy of Management Business 9 CMC Graduate School of Managing in a Global Economy VIII “Transformation and Integration” organizations in Nigeria. Results indicate that organizational support contributed positively to technology usage. Complexities of adopting uniform management practices are discussed. Internet usage in the work environment: An extension of the technology acceptance model Claire Simmers, St. Joseph’s University, USA Murugan Anandarajan, Drexel University, USA Ira Yermish, St. Joseph’s University, USA Individual and organizational factors, beliefs about the Internet, and indicators of Internet work usage are examined. Internet experience contributes to Internet usage. Internet training directly impacts Internet usage, with self-training as a key inducer of Internet usage. Social pressure heightens perceived usefulness, and plays an important role in Internet usage. The impact of national culture on technology implementation: A theoretical model John F. Veiga, University of Connecticut, USA Steven Floyd, University of Connecticut, USA Kathleen Dechant, University of Connecticut, USA Zeki Simsek, University of Connecticut, USA Kimberly Eddleston, University of Connecticut, USA The technology acceptance model (TAM) is one of the most widely cited and influential models used to explain the acceptance of information technology by the end-user. It fails though, to address the possible role that national culture differences play. This paper makes the case for inclusion of culture in the TAM by developing research propositions for the specific effects of individualism-collectivism, uncertainty avoidance, long/short term orientation and power distance. SESSION W.1.3 Globalizing Human Resources Management Facilitator: Carolyn Wiley, Georgia State Univ, and CARWIL Management Consulting, USA Worldwide competencies for HR professionals: The worldwide HR competencies and professional standards project Carolyn Wiley, Georgia State University and CARWIL Management Consulting, USA Judy Whittaker, Institute of Personnel and Development, UK Globalization directly affects a firm’s HR functions such as talent acquisition, utilization, development and retention, which determine the core competencies and competitive advantage of a firm. Global human resource management expertise becomes a key factor in business success. There is a need to investigate how different countries define the standards of an HR professional, how national associations certify professional standards, and whether there are generic standards of professionalism common to all countries. The presenters will discuss the Professional Standards Benchmarking Project of the World Federation of Personnel Management Associations. Developing global talent: A strategic approach Eileen Kaplan, Montclair State University, USA Given the increasing importance and growth of global business, a key human resource activity is developing global managers. Results from in depth interviews of 14 US and European multinationals indicate a wide gap between theory and practice in regard to assignment planning, selection, training and repatriation. Implications for research and practice are discussed. Eastern Academy of Management Business 10 CMC Graduate School of Prague, Czech Republic, June 20 - 24, 1999 Wednesday 23 June 1999 10:00 - 11:20 SESSION W.2.1 COMPETITIVE PAPER SESSIONS Transformation and Industrial Policies Facilitator: Terry Curran, Siena College, USA Industrial policy and high-tech development in NICs: Lessons for Eastern Europe Luis Murillo, University of San Francisco, USA While the NICs are emerging from conditions consistent with underdeveloped environments, Eastern Europe is attempting a complete paradigm shift, from centrally controlled economies of the Stalinist model, to Western economic systems. Lacking the appropriate regulatory and legal frameworks, lessons could be learned from the experience of the NICs. Transformations to market economies Claudia Harris, North Carolina Central University, USA The fundamental political, cultural, and economic requirements for establishing and maintaining market economies are discussed. Market economies are found in socialist, totalitarian, and democratic political systems, while democracy co-exists only with market economies. For countries currently entering world markets, foreign investment is pivotal. A country's infrastructure and lack of ethnic strife make it attractive to potential investors. Small businesses: Engine of growth in Central and Eastern Europe Galen Spencer-Hull, Tennessee State University, USA Micro, small and medium size enterprises in Central and Eastern Europe have constituted the most dynamic element of growth during the last decade. Against a frequently hostile environment and tremendous odds they have been creating thousands of new jobs while large companies are retrenching and downsizing their work force. Public policy implications are discussed. SESSION W.2.2 Human Resources Facilitator: Eva Hrabetova, CMC Graduate School of Business, Czech Republic Human resource base theory: Towards creating a sustainable competitive advantage Patrick C. Flood, University of Limerick, Ireland and London Business School, UK David O'Donnell, University of Limerick, Ireland Jaap Paauwe, Erasmus University, Netherlands Martin J. Gannon, University of Maryland, USA Human resource base theory represents a theoretical integration of the resource base view and organizational economics. Theoretical and practical implications of whether human resources which are valuable, rare, inimitable and non-substitutable can satisfy the world class competitive capabilities of quality, speed, dependability, cost, and adaptability are explored. Managerial values and human resource decisions: A comparative study of some Czech and Canadian managers Sudhir K. Saha, Memorial University, Canada Ivan Fisera, Czech Management Center, Czech Republic This paper reports the findings from a survey of managers from the Czech Republic designed to explore the state of managerial values and human resource decision-making. Results from the survey of Czech managers have also been compared with the findings from a similar survey of Canadian managers. Eastern Academy of Management Business 11 CMC Graduate School of Managing in a Global Economy VIII “Transformation and Integration” Assessing the financial value of worker organizational behaviors and human resource management programs/interventions Aharon Tziner, Netanya Academic College, Israel Assa Birati, Bar-Ilan University, Israel The paper reviews the applications of the pay-off factor in managing employee behavior and organizational intervention programs. The underlying rationale has been that quantitative models can be used to estimate the financial desirability of HRM programs and organizational behaviors. PANEL W.2.3 The Global Partnership: Executive Education in the 21st century. The Strategies, Focus and Challenges of Executive Education in the Transitional Economies in Eastern Europe Chair: Jane Ives, University of Bradford, UK Harvey Hegarty, Indiana University, USA Henning Lorenz, International Management Consulting, USA and ASIA INC, Thailand Laszlo Tihanyi, California State University, USA Jane Ives, University of Bradford, UK Organizations in transitional economies face unique problems of giving up the old and embracing the new. Determining what parts of organizations to keep and what new resources are necessary poses complicated problems. In-house educational programs and partnerships with academic institutions are helping bridge these gaps. This panel will discuss and evaluate the programs, trends, opportunities and the future needs for executive education in transitional economies in Eastern Europe. We will address strategies for improvement in global education and share experiences from professionally managed university-based and private sector-based executive programs. 11:15 - 11:30 Refreshment break 11:30 - 12:15 Relationships in the New Republic “The Czech Republic’s Membership to NATO” Professor Josef Zieleniec, Charles University former Minister of Foreign Affairs 12:15 - 13:00 Relationships in the New Republic “The Relationship between the Czech National Bank and the Government of the Republic” Ing. Pavel Kysilka, former Vice-Governor of the Czech National Bank Free Afternoon Eastern Academy of Management Business 12 CMC Graduate School of Prague, Czech Republic, June 20 - 24, 1999 Thursday 24 July 1999 THURSDAY JULY 24, 1999 9:00 - 10:30 SESSION H.1.1 COMPETITIVE PAPER SESSIONS Introducing Information Technology in Different Settings Facilitator: David Palmer, University of Connecticut, USA Electronic performance support systems: An innovative strategy for learning organizations Elaine K. Bailey, University of Hawaii, USA Maureen S. Bogdanowicz, University of Hawaii, USA With information multiplying at exponential rates and work processes undergoing continuous transformation, organizations are challenged to develop new approaches to information management. One of the most significant developments in learning technology and knowledge management during the past decade has been the emergence of Electronic Performance Support Systems (EPSS). This paper presents a model for EPSS process design as an innovative strategy for learning organizations. Information systems implementation in Hungary: Four boundaries to IS adoption Andras Nemeslaki, IMC Graduate School of Business, Hungary Most often, the reason suggested for the lack of information systems implementation success in Central and Eastern European organizations is the lack of basic infrastructure. It represents the most viable but likely not the most significant challenge facing IS adoption in CEE. The paper discusses four boundaries that can result in pathological patterns of information usage that threaten the successful implementation of IS. Reaction to video technology for distant management training in South Africa Viola Makin, University of South Africa, South Africa This paper responds to the need for research on how best to use multimedia technology to enhance training of new management skills. Students’ reactions to pre-packaged video and live interactive teleteaching are surveyed and five hypotheses are tested on a group of MBA/MLA students. Results regarding attitudes and recommendations for future research are provided. Empowerment in multinational companies: Can it work? W. Alan Randolph, University of Baltimore, USA Worldwide, companies face serious challenges to old management methods. Empowerment has been tried as a new method, but few people truly understand empowerment, nor know how to create it. This paper defines empowerment and explores the three stages of changing to empowerment in multinationals, by using three keys to empowerment. SESSION H.1.2 Context and Conduct: Multiple Perspectives in Different Settings Facilitator: James Darroch, York University, Canada Managing across international boundaries: How interest groups create agents John Mahon, Boston University, USA Marie Rock, Bentley College, USA This article takes off from Freeman’s 1984 work on stakeholder management. It briefly reviews the literature since his work, with an emphasis on the scant empirical research that addresses stakeholder Eastern Academy of Management Business 13 CMC Graduate School of Managing in a Global Economy VIII “Transformation and Integration” theory. An extension of the stakeholder concept is then developed that assists organizations in dealing with stakeholders that cross international boundaries. Royal Dutch Shell’s experience with Greenpeace, various governments and agencies in Europe and the disposal of Brent Spar is analyzed. Firm investment and growth in the European Union: Implications for Eastern Europe Jean McGuire, Concordia University, Canada Carolyn Dexter, Pennsylvania State University, USA Edward Pardiak, Concordia University, Canada This paper examines whether the EU process has influenced capital investment and firm growth, and whether the characteristics of European firms have converged or diverged in the context of the single market. It draws implications for the opening markets of Eastern Europe. The role of health care management in transformation process in Slovenia Aleša Svetic, Gea College of Entrepreneurship, Slovenia To ensure efficiency of invested resources in Slovenian health care system, professional management is essential and needs to be established in this area. Managers in health care organisations who have never been directly responsible for spent resources are learning their new role, which will ensure rational spending in the future. SESSION H.1.3 Trust in Different Contexts Facilitator: Ruth Clarke, Nova Southeastern University, USA Perestroika and organizational trust William L. Tullar, University of North Carolina at Greensboro, USA This study traces certain features of Perestroika to increases in trust granted to top Soviet managers. Increases in trust resulted in a top management that was both opportunistic and incompetent. Increased trust was actually associated with decreased output. Implications for current Russian top management are discussed. A three-country study of the effects of trust on (Nominated for Outstanding Paper Award) work place behavior Robert D. Costigan, St. John Fisher College, USA Selim S. Ilter, St. John Fisher College, USA J. Jason Berman, St. John Fisher College, USA This three-country study involving U.S., Turkish, and Polish workers investigated affect-based and cognitive-based trust of co-workers and supervisors, general propensity to trust, overall trust in firm’s culture, and their influence on trust-related behaviors such as risk taking, motivation, initiative, assertiveness, and creativity. The results showed significant between country differences. Trust, influence tactics and performance ratings Rebecca A. Thacker, Ohio University, USA The intervening role that a supervisor’s trust in the subordinate plays in mediating the direct relationship between influence tactics and performance ratings is examined. Is the effect of the influence tactic usage direct, or does trust mediate that relationship? Direct effect of trust on performance ratings is also explored. 10:30 - 10:50 Refreshment break Eastern Academy of Management Business 14 CMC Graduate School of Prague, Czech Republic, June 20 - 24, 1999 Thursday 24 June 1999 10:50 - 12:30 SESSION H.2.1 COMPETITIVE PAPER SESSIONS Strategic Change Facilitator: Anisya Thomas, Florida International Univ. and Stockholm School of Economics Institutional upheaval and strategic change in transition economies Karen L. Newman, Georgetown University, USA Institutional upheaval slows the pace of organizational change by inhibiting organizations’ ability to learn. Data from Czech firms suggest that institutional upheaval destroys existing organizing templates, creates ambiguous cause-effect relationships, and renders the knowledge of specialist intermediaries less appropriate. The result is less organizational capacity for learning and change. The emotional worlds of strategy implementation David O’Donnell, University of Limerick, Ireland Patrick C. Flood, University of Limerick, Ireland A broad Gestalt social constructionist framework is developed here, which links emotionality and rationality to the implementation of business strategy. Increasing attention to emotionality will, it is argued, result in weak strategy implementation situations becoming stronger, and thus potentially more effective and successful. Strategic change: Combining institutional and resource-based views José Daniel Lorenzo-Gómez, University of Cádiz, Spain José Ruiz-Navarro, University of Cádiz, Spain Margarita Ruiz-Rodríguez, University of Cádiz, Spain This paper analyzes the building of strategic flexibility within firms by combining the resource-based view and the institutional approach, exploring the role that peripheral competencies, complementary assets, and institutional determinants play in the change process. Conclusions are drawn from three case-studies. SESSION H.2.2 National Culture Shaping Perceptions and Responses in Organizations Facilitator: Jana Nagyova, CMC Graduate School of Business, Czech Republic East Asian firms’ adaptation to the 1997 crisis: The Thailand example F. Gerard Adams, Northeastern University, USA Heidi Vernon, Northeastern University, USA Until summer 1997, East Asia’s economic development was amazingly robust. In July, the Thai baht fell sharply, touching off a crisis with worldwide repercussions. This paper examines the reaction of Thai managers to the crisis a year after it began. It is based on a questionnaire completed by nearly 100 middleand upper-level managers in August 1998. It assesses the problems faced by foreign and domestic firms in Thailand and considers their reactions. It also looks at Thailand’s recovery. Work values of business administration examinees: A cross-cultural comparison of Poles and Germans Martin Scherm, Universität der Bundeswehr Hamburg, Germany Christine Autenrieth, Verlag Dieter Zimpel, Germany Michel E. Domsch, Universität der Bundeswehr Hamburg, Germany Piotr Bledowski, Warsaw School of Economics, Poland Eastern Academy of Management Business 15 CMC Graduate School of Managing in a Global Economy VIII “Transformation and Integration” The study focuses on work values of Polish and German examinees as potential junior managers. Based on a two-sample approach, 104 Polish and 90 German business administration examinees participated in a questionnaire. Results show that the Polish examinees describe themselves as less leadership oriented and more security driven. Cultural influences on conflict management styles: A comparative analysis between U.S. and Nigeria Uzoamaka P. Anakwe, Pace University, USA Yasmin Purohit, Drexel University, USA Claire Simmers, Saint Joseph University, USA This study examined conflict management styles of business students from U.S. and Nigerian universities utilizing the Thomas-Kilmann’s model of conflict management. Hofstede’s cultural dimensions provided the cultural context for the study. The findings reveal that, while U.S. respondents preferred more assertive styles, Nigerian respondents preferred more cooperative styles. The role of cultural values versus psychological group factors on the propensity to withhold effort Kimberly A. Eddleston, University of Connecticut, USA John F. Veiga, University of Connecticut, USA This study examines the effects culture versus psychological group factors have on team member exchange. Psychological group factors had a positive impact on team member exchange. Cultural values were not associated with exchanges. Findings demonstrate that personal ties explain effort exchanges while feelings about one’s work predicts information exchange. SESSION H.2.3 Institutional Structures and Competitiveness Facilitator: Douglas Pressman, CMC Graduate School of Business, Czech Republic National innovation system: An index of technological competitiveness W. Nasierowski, University of New Brunswick, Canada F.J. Arcelus, University of New Brunswick, Canada This paper ranks countries by their technological competitiveness based on a comprehensive NIS model. The results identify two groups of countries in terms of involvement in technology development. The rankings are statistically similar to those of the World Competitive Report but substantially cheaper to develop. Economic and social indicators of global competitiveness: An analysis of country rankings Dilip Mirchandani, Rowan University, USA Country data on economic and social indicators provide support for the importance of the market and private sector as well as government investment in education, training, and R&D as determinants of economic competitiveness. However, the evidence pertaining to the relationship between economic competitiveness and social outcomes is mixed. The organizational basis of the Asian financial crisis and the prospects for reform Michael Carney, Concordia University, Canada Eric Gedajlovic, Erasmus University, Netherlands We analyze strategies on the ubiquitous family business groups (FBG) that control many of Asia’s industries. The Asian crisis revealed major managerial deficiencies in many apparently dynamic enterprises. We argue that continued FBG reform is conditional upon changes in FBG corporate governance and in the composition of the top management. Eastern Academy of Management Business 16 CMC Graduate School of Prague, Czech Republic, June 20 - 24, 1999 Thursday 24 June 1999 Globalization, free markets and democracy Mzamo Mangaliso, University of Massachusetts-Amherst, USA Raza Mir, Monmouth University, USA Discourse on globalization often overlooks the effect that the increasing interconnectivity of global markets has on democracy. In this paper, we bring democracy to the forefront of the debate on globalization, and argue that globalization should not be allowed to proceed without adequate safeguards against the seamy side of market forces. 12:30 - 13:30 13:30 - 15:00 PANEL H.3.1 Lunch PANEL PRESENTATIONS The Challenges of Globalization: Four Alternative Perspectives Chair: Kurt Motamedi, Pepperdine University, USA Nikolai Wasilewski, Pepperdine University, USA Martin Jähn, Martin Jähn & Partner GmbH, Germany Kurt Motamedi, Pepperdine University, USA Maria Keller, Keller Associates, USA Jiri Maceska, Deputy Minister of Industry and Trade, Czech Republic Discussant: Paul Hirsch, Northwestern University, USA Four alternative perspectives explore perceived fortuitous and adverse impacts of globalization on domestic and international social, political, technological and economic structures. Each panelist discusses issues associated with certainty, pervasiveness, and desirability of globalization. Nations’ and firms’ abilities to pursue and manage the globalization efforts are considered. The panel mix is interdisciplinary and includes academics and high-level practitioners. PANEL H.3.2 Study Abroad Programs: Important Role in Curricular Globalization Chair: Ronald D. Johnson, University of Scranton, USA Dan Brenenstuhl, Arizona State University, USA Cynthia Cann, University of Scranton, USA Jerry Robinson, Virginia Polytechnic Institute and State University, USA G. Rodney Thompson, Virginia Polytechnic Institute and State University, USA Raymond W. Vesgo, Canisius College, USA The panel members have more than 50 years of combined experience organizing and leading study abroad programs and are prepared to participate with the attendees in a conversation that can range from the philosophical to the practical. The various participants have organized programs, lead programs, and held administrative positions responsible for strengthening college-wide international initiatives. The starting premise is that study abroad programs can provide enriching experience for the curriculum and the participating students that cannot be provided in any other way. Eastern Academy of Management Business 17 CMC Graduate School of Managing in a Global Economy VIII PANEL H.3.3 “Transformation and Integration” A Multinational Construct: The Experience of International Organizational Behavior Chair: Joan L. Weiner, Drexel University, USA E. Gil Boyer, St. Joseph’s University, USA Susan Schor, Pace University, USA Margaret M. Nicholson, Gettysburg College, USA Joan L. Weiner, Drexel University, USA This session proposes to model and examine multinational team behavior through a simple yet powerful experiential exercise. Participants actively engage in the exercise and the debriefing. Anticipated outcomes: (1) better understanding of differences and similarities in cross-cultural team behavior, (2) increased appreciation of cooperative relationships and, (3) participants learning the exercise. 15:00 - 15:20 15:20 - 16:40 SESSION H.4.1 Refreshment break COMPETITIVE PAPER SESSIONS Managing Transformation in Transition Facilitator: Birgit Berry, University of Connecticut, USA New lessons on management transformation from South Africa David Beaty, University of South Africa, South Africa Mzamo Mangaliso, University of Massachusetts-Amherst, USA This paper examines the term transformation and applies the definition to the South African management context. The concept of transformation is then described from the perceptions of managers (mainly white) and workers (mainly black). Finally, based on the meaning of transformation in the South African business context, four strategies for implementing management transformation initiatives in South Africa are proposed. Foreign direct investment and the privatization process in Central and Eastern Europe Haico Ebbers, Nijenrode University, Netherlands Emanuela Todeva, South Bank University, UK The paper views the transition processes in Central and Eastern Europe and identifies links and relationships between privatization policies, FDI inflows to the region, and the effect of transition policies in general, as well as on firms’ viability and strategic orientation. Europeanization of industrial relations: Between globalization and national identities Jochen Tholen, University of Bremen, Germany The Europeanization and decentralisation of company regulations and industrial relations are integral changes from which the general framework of the developments in core states of the European Union (France, Germany, Italy and United Kingdom) is drawn. This all takes place in the context of globalisation and international competition. Eastern Academy of Management Business 18 CMC Graduate School of Prague, Czech Republic, June 20 - 24, 1999 Thursday 24 June 1999 SESSION H.4.2 Structuring International Management Teams Facilitator: Jaroslav Jirasek, CMC Graduate School of Business, Czech Republic From contact to context: Rethinking intercultural group effectiveness Judith Y. Weisinger, Northeastern University, USA Facilitating effective cross-cultural relations poses a significant challenge to international management. Work interactions between diverse national culture groups can be characterized by ingroup/outgroup dynamics. An established framework used to examine these dynamics is the contact hypothesis. This paper examines contact-related assumptions of cross-cultural management and proposes a more relational and contextual view of cross-cultural effectiveness. A structuration theory approach to understanding international management teams Christina Butler, London Business School, UK Workforce diversity and teamwork make international teams an important area. The literature suggests that the relationship between composition and task performance varies due to differences in group identity that develop as individual self-motives drive the social integration of group members. Structuration theory offers insights into the impact on task performance. Personnel recruitment and development in German-Polish joint ventures Michel E. Domsch, University of the Federal Armed Forces Hamburg, Germany Uta B. Lieberum, University of the Federal Armed Forces Hamburg, Germany Christiane Strasse, University of the Federal Armed Forces Hamburg, Germany Of special importance to German investments in Poland, besides the influences of the national and corporate cultures, are particular personnel management activities like personnel recruitment, selection and development. This study includes a theoretical analysis of and an empirical survey of German and Polish managers. PANEL H.4.3 Cross-National Comparisons of Transformational Leadership Chair: Marshall Sashkin, George Washington University, USA William Rosenbach, Gettysburg College, USA Joe Griffin, C.G.M. International Pty Ltd, Australia Charles Albritton, Saudi Arabian Airlines, Saudi Arabia Leadership scholars are in general agreement that a new paradigm of leadership theory and research began with the concept of transformation as defined by James McGregor Burns in 1978. In the twenty years since, a variety of related theories and measures appeared. Only recently has this work started to spread outside North America. The panel presents research data on transformational leadership from Asian and Middle Eastern countries and compares those data to our extensive US normative data base (which now includes several thousand senior managers and executives). Our aim is to share understandings and experience with leadership research and development among panel members from a diversity of cultures as well as with a diverse and multi-cultural audience. 16:40 – 18:30 Free time 18:30 Buses depart Hotel Don Giovanni Eastern Academy of Management Business 19 CMC Graduate School of Managing in a Global Economy VIII 19:00 “Transformation and Integration” Closing Dinner at Smetanova Hall Carolyn R. Dexter Outstanding Paper Award Presentation: Theodore Peridis, Program Chair The Czech Republic in the 21st Century Introduction: Thomas J. Bata, Honorary Chairman, Bata Industries Remarks: Pavel Mertlik, Deputy Prime Minister Managing in a Global Economy IX June 2001 San Jose, Costa Rica Sponsored by: Eastern Academy of Management and INCAE Instituto Centroamericano de Administracion de Empresas Directors Dilip Mirchandani, Rowan University, USA Theodore Peridis, York University, Canada mirchandani@rowan.edu tperidis@bus.yorku.ca Program Chair Kathleen Dechant, University of Connecticut Kathleen.Dechant@uconn.edu The EAM International Conference Series will begin the new millenium with its ninth conference in San Jose, Costa Rica in June 2001. INCAE is a private international institution dedicated to teaching and research in business administration and economics in Latin America. INCAE was founded in 1964 with the technical supervision of the Harvard Business School in collaboration with the private sector and governments of the Central American nations and the United States. INCAE’s main campus is located in Alajuela, about 20 km from San Jose. Eastern Academy of Management Business 20 CMC Graduate School of Prague, Czech Republic, June 20 - 24, 1999 INDEX Eddleston, Kimberly .......... 10, 16 F A Adams, Gerard ......................... 15 Albritton, Charles .................... 19 Anakwe, Uzoamaka ............. 9, 16 Anandarajan, Murugan ........ 9, 10 Annavarjula, Madan .................. 9 Arcelus F.J. .............................. 16 Autenrieth, Christine ................ 15 B Baba, Vishwanath ...................... 4 Bailey, Elaine........................... 13 Basu, Rathin............................... 6 Bata, Thomas ........................... 20 Beasley, Michael........................ 3 Beaty, David ............................ 18 Becker, Boris ............................. 3 Beldona, Sam ............................. 9 Ben-David, Haim ....................... 4 Berczi, Andrew........................... 3 Berman, Jason .......................... 14 Berry, Birgit ............................. 18 Betters-Reed. Bonita .............. 1, 7 Bharadwaj, Anandhi .................. 9 Birati, Assa .............................. 12 Birdsall, Michaele ...................... 5 Black, Sylvia .............................. 3 Bledowski, Piotr ...................... 15 Bogdanowicz, Maureen ........... 13 Boyer, Gil ................................ 18 Brenenstuhl, Dan ..................... 17 Bruton, John .............................. 7 Butler, Christina ....................... 19 C Cann, Cynthia .......................... 17 Carney, Michael ....................... 16 Clarke, Ruth ............................. 14 Costigan, Robert ...................... 14 Curran, Terry ........................... 11 Fiegenbaum, Avi ........................ 7 Fisera, Ivan ........................... 1, 11 Flood, Patrick ..................... 11, 15 Floyd, Steven ........................... 10 Forrester, Paul ............................ 3 Fried, Yitzhak............................. 4 G Gaitley, Normandie .................... 9 Gannon, Martin ........................ 11 Gedajlovic, Eric ................... 2, 16 Griffin, Joe ............................... 19 Gutmann, B. ............................... 6 H Hansen, Carol ............................. 5 Harris, Claudia ......................... 11 Hassard, John ............................. 3 Hegarty, Harvey ....................... 12 Hermochova, Sona ..................... 1 Hirsch, Paul .............................. 17 Hitt, Michael .............................. 2 Horvath, Dezso........................... 2 Hrabetova, Eva ......................... 11 Hultman, Claes ........................... 9 I Igbaria, Magid ............................ 9 Ilter, Selim................................ 14 Insinga, Richard ......................... 2 Ives, Jane .................................. 12 J Jähn, Martin ............................. 17 Jamal, Mohammad ..................... 4 Jezek, Thomas ............................ 6 Jirasek, Jaroslav ................... 6, 19 Johnson, Ronald ....................... 17 Jones, Gwen ............................... 8 Klaus, Vaclav ............................ 1 Kühnl, Karel .............................. 6 Kysilka, Pavel .......................... 12 L Ladwig, Désirée ......................... 5 Leshchuk, George ...................... 6 Lewis, Susan .............................. 5 Lieberum, Uta .......................... 19 Loose, Katja............................... 5 Lorenz. Henning ...................... 12 Lorenzo-Gómez, José .............. 15 Lucas, Leyland........................... 8 M Maceska, Jiri ............................ 17 Mahon, John ............................ 13 Makin, Viola ............................ 13 Mangaliso, Mzamo ........ 7, 17, 18 Mangaliso, Nomazengele .......... 7 Marino, Louis ............................ 9 Matthews, Robin ........................ 4 Mazalkova, Ivana ...................... 1 McGuire, Jean ......................... 14 Melamed, Samuel ...................... 4 Mensik, Stan .............................. 6 Mertlik, Pavel .......................... 20 Mir, Raza ................................. 17 Mirchandani, Dilip .................. 16 Morand, David........................... 5 Motamedi, Kurt ....................... 17 Muller, Stepan ....................... 1, 2 Murillo, Luis ............................ 11 N Nagyova, Jana.......................... 15 Nasierowski, W. ...................... 16 Nathan, Jay ................................ 9 Nemeslaki, Andras................... 13 Newman, Karen ....................... 15 Nicholson, Margaret ................ 18 Nollen, Stanley .......................... 7 D Darroch, James ........................ 13 Dechant, Kathleen.................... 10 Dexter, Carolyn........................ 14 Doherty, Elizabeth ..................... 6 Domsch, Michel ............. 5, 15, 19 E Ebbers, Haico .......................... 18 Eastern Academy of Management Business K Kaplan, Eileen ...................... 1, 10 Kelemen, Michaela .................... 3 Keller, Maria ............................ 17 Kidwell, Roland ......................... 4 21 CMC Graduate School of Managing in a Global Economy VIII O O’Donnell, David .............. 11, 15 ogilvie, dt ................................... 8 P Paauwe, Jaap ............................ 11 Palmer, David ...................... 1, 13 Pardiak, Edward....................... 14 Peridis, Theodore ..................... 20 Phan, Phillip .............................. 2 Piranfar, Hosein ......................... 7 Porter, Gayle .............................. 5 Pressman, Douglas ............... 6, 16 Purohit, Yasmin ....................... 16 Q Quazi, Hesan .............................. 7 R “Transformation and Integration” T Thacker, Rebecca ..................... 14 Tholen, Jochen ......................... 18 Thomas, Anisya........................ 15 Thompson, Rodney .................. 17 Tihanyi, Laszlo......................... 12 Todeva, Emanuela .................... 18 Trejos, Alberto ........................... 2 Tullar, William ......................... 14 Twomey, Daniel ......................... 7 Twomey, Rosemarie ................... 7 Tziner, Aharon ......................... 12 V Veiga, John ........................ 10, 16 Vernon, Heidi ........................... 15 Vesgo, Raymond ...................... 17 Vlacil, Jan .................................. 1 Raabe, Phyllis ............................ 1 Randolph, Alan ........................ 13 Riviere, Robert........................... 4 Robinson, Jerry ........................ 17 Rock, Maria ............................. 13 Rodriguez, Daniel .................. 4, 9 Rogers, Mary ............................. 5 Rosenbach, William ................. 19 Ruiz-Navarro, José .................. 15 Ruiz-Rodríguez, Margarita ...... 15 W S Yao, Yan .................................... 8 Yeghiazarian, Ara ...................... 4 Yermish, Ira ............................. 10 Yoshikawa, Toru .................... 2, 7 Sagafi-nejad, Tagi ...................... 3 Saha, Sudhir ............................. 11 Sannikova, Elena ....................... 2 Sashkin, Marshall .................... 19 Scherm, Martin ........................ 15 Schor, Susan ............................ 18 Seidenfuss, Kai-Uwe.................. 2 Shapiro, Daniel .......................... 2 Silver, Milton ............................. 2 Sim, Ed ...................................... 3 Simmers, Claire ................. 10, 16 Simsek, Zeki ............................ 10 Smithson, Janet .......................... 5 Snell, Scott ................................. 4 Spencer-Hull, Galen ................ 11 Steensma, Kevin ........................ 9 Strandholm, Karen ..................... 9 Strasse, Christiane.................... 19 Svetic, Aleša ............................ 14 Eastern Academy of Management Business Wasilewski, Nikolai ................. 17 Weigert, Andrea ......................... 2 Weihrich, Heinz ......................... 2 Weiner, Joan ............................ 18 Weisinger, Judith ..................... 19 Whittaker, Judy ........................ 10 Wiley, Carolyn ......................... 10 Y Z Zieleniec, Josef......................... 12 22 CMC Graduate School of
