Firm Behavior, Competitive Advantage & Sustainable Development: Linkages, Parallels & Contradictions
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Conference Program
Sunday, 17 June
Marriott Hotel
15:00 – 18:30
18:00
Conference Registration
Welcome Reception
18:45
“Costa Rica: An Inside View”
Moderator: Alberto Trejos Zuniga, Dean, INCAE
Panelists: Eduardo Ulibarri, Editor, La Nacion, Costa Rica
Rene Castro Salazar, Visiting Professor, INCAE
Anabel Gonzalez, Vice Minister of Foreign Trade for Costa Rica
Alonzo Arroyo, Partner, KPMG, Costa Rica
Monday, 18 June
Marriott Hotel
7:30 – 12:00
8:00 – 9:45
Conference Registration
General Session
Welcome Remarks
Dilip Mirchandani, Director, EAM International / Rowan University, USA
Roberto Artavia Loria, Rector, INCAE
“The Academy of Management’s Global Journey: At the Crossroads”
Rick Mowday, Former President, AOM / University of Oregon, USA
Keynote Address
Oscar Arias Sanchez, Former President of Costa Rica &
1987 Nobel Peace Prize Recipient
9:45 – 10:15
Break
10:15
General Session (cont’d) – “A Ground-Level View of Competitive Advantage &
Sustainable Development”
Chair:
Daniel F. Twomey, Fairleigh Dickinson University, USA
Moderator: Federico Golcher, Area Partner, Financial Advisory Services, KPMG Latin
America
Panelists: Victor Balcazar, General Manager, Citibank
Randall Chinchilla, Corporate Affairs Manager, GBS/Procter & Gamble de
Costa Rica
Jack Hovarth, Site Leader & General Manager, GBS Procter & Gamble de
Costa Rica
Jorge E. Villalobos, General Manager, Unisys de Centro America S.A.
Panelists will describe the realities of doing business in Central America including social and economic
problems and needs. They will share their philosophy of management, what does and does not work, and a
unique program designed to benefit the host country/community by forwarding social justice, economic
viability, and ecological sustainability.
Managing in a Global Economy IX  Eastern Academy of Management & INCAE  Costa Rica, June 2001
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11:45
“Crossing Borders: Challenges for Teaching & Learning in a
Global Economy”
Marta B. Calas, University of Massachusetts in Amherst, USA
Melissa W. Barringer, University of Massachusetts in Amherst, USA
D. Anthony Butterfield, University of Massachusetts in Amherst, USA
Robert Marx, University of Massachusetts in Amherst, USA
Linda Smircich, University of Massachusetts in Amherst, USA
Robert Schwartzwald, University of Massachusetts in Amherst, USA
Luis Marentes, University of Massachusetts in Amherst, USA
This symposium focuses on contemporary challenges for teaching, learning, and scholarship under
conditions of globalization. The three parts will address specific aspects of these challenges and are joined
by a common concern – the need to ‘cross borders’ physically, intellectually, and institutionally if these
challenges are to be met.
13:00 – 14:30
Lunch
14:30 – 16:00
Concurrent Sessions
Panel M 1.1
“The Ethics of Cyberveillance in a Global Context”
Chair:
Don Hellreigel, Texas A&M University, USA
Moderator: Jeffery Thompson, Miami University, USA
Panelists: Brizio Biondi-Morra, President, INCAE
Irene Chow, Chinese University of Hong Kong
Richard N. Dino, University of Connecticut, USA
Eleanor O’Higgins, University College Dublin, Ireland
Ali bin Khalifa Al Khalifa, University of Bahrain
Whether one calls it ‘cyberveillance,’ ‘cybermonitoring,’ ‘cybersnooping,’ or ‘cyberspying,’ one thing is clear,
the computer activities of employees are increasingly being monitored by their companies. What are the
ethical implications of this practice? Are local customs, mores, and values in various parts of the world being
violated?
Session M 1.2
“Strategic Alliances”
Facilitator: Tarek Hatem, University of Cairo, Egypt
 Determinants of Stability of Strategic Alliances
Rangamohan V. Eunni, Boston University, USA
Tomas Kohn, Boston University, USA
U. Srinivasa Rangan, Babson College, USA
In contrast to survival and longevity frequently used to measure the success of traditional inter-firm
cooperative arrangements such as joint ventures, might stability be a superior measure of
performance of strategic alliances? What factors affect alliance stability?
 The Globalisation of Telecommunications & The Internationalisation of
KPN (Netherlands)
Haico A. Ebbers, Nyenrode University, The Netherlands
Emanuela Todeva, South Bank University, UK
The demand for telecommunication services has increased rapidly during the last decade. Due to fast
developing technologies and worldwide deregulation, competition has increased, especially in the
area of international business services. This new environment creates many challenges to telecom
companies and the need to reconsider their internationalization process.
 Shaping the Competition & Building Competitive Advantage in the Global
Telecommunication Industry: The Case of British Telecommunications Plc
Emanuela Todeva, South Bank University, UK
Robin John, South Bank University, UK
What drivers shape the global telecommunication industry and act as sources of competitive
advantage for traditional telecommunication operators? Our analysis is based on a case study of
British Telecommunications PLC and the cooperative relationships formed by them in response to the
increasingly dynamic and competitive environment.
 The Role of Costs in International Joint Ventures
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Ali bin Khalifa Al Khalifa, University of Bahrain
Eggert Peterson, University of Bahrain
An examination of the various operational and environmental costs associated with the decision to
internationalize to see how managers’ perception of the importance of these costs is influenced by
experiential factors.
Session M 1.3
“Conflict & Collaboration Across Borders: Gaining Understanding
Experientially” (conducted in two parts as M 1.3 & then M 2.4)
Chair:
Sandra Morgan, University of Hartford, USA
 A Framework for Fostering Effective International Teams Experientially
William P. Ferris, Western New England College, USA
Dale Finn, University of New Haven, USA
Susan M. Schor, Pace University, USA
James A.F. Stoner, Fordham University at Lincoln Center, USA
How can effective ‘international teams’ consisting of different nationalities be developed? Session
participants will engage in an experiential exercise to show how culturally diverse teams can, and
usually do, generate greater synergy than homogeneous teams when the task involves developing
knowledge about differences in cultural norms, customs, and habits.
 Understanding & Transcending Team Member Differences:
A Felt-Experience Exercise
Sanjiv S. Dugal, University of Rhode Island, USA
Matthew Eriksen, University of New Haven, USA
This felt-experience exercise facilitates self-understanding through an understanding of the ‘other.’ It
reveals the images in our head that drive our perceptions, conceptions, and interpretations of the
world and others. It may be used as a diversity exercise or as a basic building block for a community
of inquiry.
Discussant:
David C. Baldridge, University of Connecticut, USA
16:00 – 16:30
Break
16:30 – 18:00
Concurrent Sessions
Panel M 2.1
“Global Automobile Alliances”
Chair:
Heinz Weihrich, University of San Francisco, USA
 Merging Daimler with Chrysler Through the Tows Matrix
Kai-Uwe Seidenfuss, Executive Director, Daimler-Chrysler-Mitsubishi Motors,
Singapore
Bernard Wagemann, Bavarian University of Applied Science, Germany
A situational analysis of Chrysler and Daimler-Benz before the merger applying the TOWS Matrix
followed by a discussion of their combined strengths and weaknesses as a merged Daimler-Chrysler
company showing alternative post-merger strategies.
 Consolidations & Alliances in Global Automobile Manufacturing
Refik Culpan, Pennsylvania State University in Harrisburg, USA
Several consolidations and alliances in the automobile manufacturing industry are examined to
uncover problems in implementation of such strategies, and advantages that can be gained by
building competencies.
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Session M 2.2 “Change, Learning & Leading”
Facilitator: Claudia Harris, North Carolina Central University, USA
 Leadership for Sustainable Advantage: A Comparison of Methods for
Introducing New Knowledge at the Top
Marta A. Geletkanycz, Boston College, USA
This study empirically examines two approaches to incorporating new knowledge and perspectives at
the executive-team level. Findings show that the most popular methods – executive mobility and
external orientation – yield dramatically different effects on long-term performance. Implications for
strategic leadership and competitive advantage in an era of dynamic change are discussed.
 Strategy & National Economic Development: The Causes of the Irish
Economic Resurgence
Richard C. FitzPatrick, Manhattan College, USA
Lawrence P. Huggins, Manhattan College, USA
The Republic of Ireland’s recent economic success has become the envy of the European Union,
prompting the characterization, “The Celtic Tiger.” What is the strategic basis of this upsurge? The
economic boom is almost a textbook application of strategy formulation and implementation.
 Sustainable Development: Challenges for the Global Manager
Terence P. Curran, Siena College, USA
Sustainable development deserves the global manager’s attention. With origins in UN reports and
national policy declarations, it provides an umbrella for a wide variety of environmental concerns.
Specific concerns are outlined for the U.S. and South Korea. Problems and solutions are reviewed,
and issues for the global manager are presented.
 The Challenge of Energy Management & Sustainable Development
in Latin America
Allan Cahoon, University of Calgary, Canada
Global energy development is often perceived as challenging the conventional view of corporate
social responsibility and sustainable development. What are the unique challenges faced in promoting
such practices in Latin America?
Session M 2.3
“Impact of HRM Practices on Employee Retention, Satisfaction, Performance
& Coping with Change”
Facilitator: Richard T. Barth, University of Northern British Columbia, Canada
 Working in the Best Firms: What Does it Mean for Minorities, Women &
Turnover Rates?
Turgut Guvenli, Minnesota State University, USA
Rajib Sanyal, The College of New Jersey, USA
Which are the ‘best’ firms to work for? Are all ‘best’ firms the same? In this paper, we report that there
is great variation among firms with respect to size and industry, as well as the employment of women
and minorities.
 Managing Change in Organizations: Strategy for Competitive Advantage
Alesa Svetic, GEA College of Entrepreneurship, Slovenia
Many Slovenian managers do not yet understand the importance of strategy for implementing
increased operational efficiency. This session shows how to design a strategy for restructuring
activities through planning, implementation, and coping with change.
 Employee Involvement in Unionized Settings: Determinants of Worker Support
Cedric E. Dawkins, Ashland University, USA
Previous research has examined links between demographic and attitudinal variables and support for
Employee Involvement programs. Employee involvement, however, occurs within the context of
stakeholder group interaction. Consequently, what the various groups think about how the other will
react to change impacts their support.
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 Work At Night: A Study on Job Satisfaction in European Maritime
Pilotage
Annett H. Cascorbi, University of the Federal Armed Forces, Germany
Michel E. Domsch, University of the Federal Armed Forces, Germany
This empirical international study examines job satisfaction in European maritime pilotage. The
differences between the organizational systems according to national law and physical as well as
social impacts of the job profile on the individual are described. Recommendations regarding
organizational action parameters for job satisfaction are made.
Session M 2.4
“Conflict & Collaboration Across Borders: Gaining Understanding
Experientially” (conducted in two parts, first as M 1.3 & now M 2.4)
Chair:
Sandra Morgan, University of Hartford, USA
 Universal RaceCars, AG: An Experiential Exercise
Kimberly A. Eddleston, University of Connecticut, USA
John F. Veiga, University of Connecticut, USA
David D. Palmer, University of Connecticut, USA
Rowena Ortiz-Walters, University of Connecticut, USA
Universal RaceCars is a role-play exercise that requires groups of students to develop short- and
long-term strategies for dealing with changing business situations within a multinational company.
Each group represents an independent business unit that operates in a separate country with distinct
patterns of social and business culture.
 Research-Teaching Link: A Conflict Management Exercise
Uzoamaka P. Anakwe, Pace University, USA
This exercise adapts a research survey for use in the classroom. The survey consists of qualitative
and quantitative components examining relevant aspects of conflict management. Students work in
small groups and a class discussion follows. This type of exercise works well in reinforcing the conflict
management concept in students’ minds.
Discussant:
20:00
David C. Baldridge, University of Connecticut, USA
General Session – “Leveraging Costa Rica’s Ecological Resources
Through Eco-Tourism”
Michael Kaye, President, Costa Rica Expeditions
Gustavo Segura, Manager, Lapa Rios Eco-Hotel
Tuesday, 19 June
7:30 – 8:30
8:30 – 12:30
Registration (Marriott Hotel)
Corporate Visits

Metrozone Export Free Zone (pre-registered participants)
Metrozone is a leading Free Zone and Industrial Park located near Heredia in Costa Rica. It
offers an on-site customs office, import and export services, customs brokerage, construction
services, personnel recruitment, and many other general services. Firms located within the
industrial park enjoy exemption of import tariffs, sales and consumer taxes, income tax (for a
number of years) and some other tax incentives. Metrozone currently hosts operations from
several industries including electronics, medical products, medical services, and other
services. Some firms operating in Metrozone are Reliability Inc., Photocircuits Corp., Sawtec
Inc., Sara Lee Corp., Lasersight Technology Inc., Federal Express, and BTicino (Legrand).
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
Intel (pre-registered participants)
Intel Costa Rica consists of an industrial complex for the assembly and testing of electronic
components that required an initial investment of more than $300 million and employs more
than 1,850 Costa Ricans. The complex has two manufacturing plants with state-of-the-art
assembling and testing technology. In the CR1 plant, the Pentium II, Celeron and Pentium III
microprocessors are manufactured. In the CR3 plant, the encapsulating of the microprocessor
is conducted using different technologies. Intel Corporation conducted a comprehensive
research process in several countries around the world before deciding to install the A6/T6
project (microprocessors assembly and testing) in Costa Rica. The well known political and
democratic stability of Costa Rica, its high education indices, and its efforts to bring foreign
investment that support economic and technological development were among the reasons
why Intel selected Costa Rica.

Atlas Appliance Company (pre-registered participants)
Atlas is an appliance manufacturer, founded in Costa Rica in the 1960s. It took advantage of
the creation of the Central American Common Market and soon expanded regionally to
become the leader in its segment. In the 1990s, it invested heavily in state-of-the-art
technology for flexible manufacturing. Since 1995, it has entered markets outside Central
America that include the Caribbean, South America, and Mexico. In 1996, Electrolux acquired
twenty percent of the company stock as part of a broad partnership that included access to
the former’s technology and supplier base. Atlas recently acquired La Indeca, a Salvadorian
company that was the second largest appliance manufacturer in the region.
12:30 – 13:30
13:30
Lunch (Marriott Hotel)
Free Time
Wednesday, 20 June
8:30 – 12:00
Corporate Visits

Cafe Britt (all participants)
Pablo Vargas, General Manager
Steve Aronson, Founder
Cafe Britt was founded in 1985 as the first gourmet coffee roaster in Costa Rica. Before Cafe
Britt, it was virtually impossible to find a memorable cup of coffee in our Costa Rica. The fact
was all the best coffee was being exported. Today, Cafe Britt is well known and recognized as
Costa Rica’s #1 gourmet coffee. Theirs is the coffee served to diplomats, and is most often
chosen for special events throughout the country. Nearly every fine restaurant, hotel, and
tourist attraction is proud to serve Cafe Britt, which is processed from the most exquisite
coffee cherries, harvested, milled, sun-dried, and roasted right here in Costa Rica. On the
award-winning Cafe Britt Coffee Tour you will discover the secret of what transforms a ripe
coffee fruit into a delicious cup of gourmet coffee. Professional actors guide you through the
production stages from tending the trees to the careful handpicking at harvest time. You will
observe and participate in the traditions and history of coffee! Your tour will conclude with a
first hand experience of how the pros distinguish a fine coffee by taste and smell.
INCAE Campus
12:00 – 13:30
Lunch
Firm Behavior, Competitive Advantage & Sustainable Development: Linkages, Parallels & Contradictions
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Welcome to INCAE
Alberto Trejos Zuniga, Dean, INCAE
Eduardo L. Montiel, Professor, INCAE, Nicaragua
General Session – “Central America: Challenges and Opportunities for
Sustainable Development”
Arturo Condo, INCAE Center for Latin American Development, Costa Rica
Alberto Trejos Zuniga, Dean, INCAE
Lawrence Pratt, INCAE Center for Latin American Development, Costa Rica
“INCAE at the Forefront of Research in Latin America”
INCAE Center for Latin American Development Faculty, Costa Rica
“Coffee & Costa Rica: Evolution & Innovation”
Luis Lopez, INCAE Center for Latin American Development, Costa Rica
Arturo Condo, INCAE Center for Latin American Development, Costa Rica
Steve Aronson, Café Britt, Costa Rica
15:00
“Emergence of Costa Rican High Technology Industry: A Case
Demonstrating the Relationship Between Sustainable Economic
Development & Competitive Advantage”
Joel Harmon, Fairleigh Dickinson University, USA
Rosemarie Twomey, Fairleigh Dickinson University, USA
Mauricio Naranjo, G.M., Cisco Systems, Costa Rica
Joe Bellah, G.M., Abbott Labs, Costa Rica
Rodrigo Ayala, G.M., Microsoft, Costa Rica
16:15 – 16:45
Break
16:45 – 18:00
Concurrent Sessions
Session W 1.1
“Corporate Governance & the Role of the Board of Directors”
Facilitator: James L. Darroch, York University, Canada
 Corporate Governance & Corporate Social Performance
Jean B. McGuire, Concordia University, Canada
Marie-France Turcotte, University of Quebec in Montreal, Canada
Sandra Dow, University of Quebec in Montreal, Canada
Does corporate governance promote shareholder interests over those of a wider range of
stakeholders? We found corporate governance has little impact, and little relationship between firm
ownership and incentive compensation, on firm social performance, but high CEO salaries showed a
positive relation to the index of social concerns.
 Cooperative vs. Wholly-Owned Foreign Entry: The Influence of the Board of
Directors
Roger J. Kashlak, Loyola College, USA / The University of Auckland, New
Zealand
Hugh D. Sherman, Ohio University, USA
Maheshkumar P. Joshi, St. Joseph’s University, USA
We first investigate the relationship between board of director characteristics and international
expansion in information-based industries, and then the linkage between board characteristics and
cooperative and wholly-based foreign activities. Differences in board characteristics are found for
firms choosing cooperative foreign expansion as opposed to those choosing wholly-owned expansion.
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 Corporate Governance in the Emerging Markets: The Case of Board of
Directors in Venezuela from 1997 to 1999
Maximiliano González F., Tulane University, USA / IESA, Venezuela
The composition of boards of directors in a small sample of Venezuelan companies are characterized
in our study. Evidence suggests that Venezuela’s firm performance, representing an emerging
economy, is in large part effected in the same way by board composition as in the more developed
economies.
Session W 1.2
“Global Management: Similarities & Differences”
Facilitator: Martin J. Gannon, University of Maryland, USA
 Cultural Myths in Stories about Human Resource Development: Analyzing the CrossCultural Transfer of American Models to Germany & The Côte d’Ivoire
Carol D. Hansen, Georgia State University, USA
Cross-cultural transferability of human resource development assumptions in the form of myths to a
foreign setting are examined. The reaction of German and Ivorian business communities to the myths
that shape American HR models of employee and organizational development form a descriptive
basis for practice with theoretical implications.
 An International Comparison of Managerial Values & HR Decision-Making: How
are Canadian Managers Different from Irish & Australian Managers
Sudhir K. Saha, Memorial University of Newfoundland, Canada
David O’Donnell, The Intellectual Capital Research Institute of Ireland
Thomas N. Garavan, University of Limerick, Ireland
Stan Mensik, Curtin University of Technology, Australia
How similar or different are Canadian, Australian, and Irish managers when they go about making
managerial decisions about human resources? What are their managerial beliefs and values? Are
they related to the HR decisions they make?
 Executive & MBA Perceptions of the Importance of Skills for Managing in the
Global Economy & Related Course Offerings: Do They Match?
Eileen E. Kaplan, Montclair State University, USA
Carl Rodrigues, Montclair State University, USA
International company executives and MBA students were surveyed to determine what international
skills are necessary for long-term survival and success in the global economy. International business
offerings were then examined in twelve MBA programs to ascertain whether they are consistent with
the perceptions of the executives and students.
 Who Wants To Be An Entrepreneur? A Comparative Study of Poland &
The United States
Jane K. Giacobbe-Miller, University of Massachusetts in Amherst, USA
Melissa W. Barringer, University of Massachusetts in Amherst, USA
Daniel J. Miller, Central Connecticut State University, USA
Using data collected from entrepreneurs and managerial employees in the United States and Poland,
this study examines the factors theoretically related to entrepreneurial job choice. Combined sample
findings suggest these choices are related to family entrepreneurial history, risk propensity, locus of
control, values, age, and sex.
Panel W 1.3
“Issues in e-Commerce”
Facilitator: dt ogilvie, Rutgers University, USA
 An Integrative & An Interdisciplinary Approach to Teaching e-Commerce
Shohreh A. Kaynama, Towson University, USA
Sharma Pillutla, Towson University, USA
This session discusses the planning and implementation of an e-Commerce course using the Internet
to create a dynamic teaching environment. The course was developed by a team-based approach
using a web-based tool called Course Info™ to enhance communication and collaboration and
provide a more accurate assessment of learning effectiveness.
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 Legal Aspects of e-Commerce
K.A. Ogilvie, Esq., USA
This presentation will cover various legal aspects of e-commerce including jurisdictional issues, the
legal enforceability of e-commerce transactions, including authenticity and reliability issues, and
domain name disputes.
 Electronic Value Chain Governance Structures
Howard S. Rasheed, University of South Florida, USA
This presentation develops a model for internet-based electronic commerce using transaction cost
economic theory and resource-based theory to explain how a firm’s resources and exchange
attributes affect interorganizational governance structure for specific value chain functions.
 A New Look at e-Commerce Business Models
dt ogilvie, Rutgers University, USA
A discussion of e-Commerce business models from a creativity and complexity theory perspective.
18:00
Return to Marriott
Thursday, 21 June
8:30 – 10:00
Th 1.1
Concurrent Sessions
“Globalization, Strategy & Sustainable Development”
Facilitator: Barbara A. Ribbens, Western Illinois University, USA
 Global Competitiveness, Firm Behavior & Sustainable Development: A
Behavioral Perspective
Daniel F. Twomey, Fairleigh Dickinson University, USA
When will the most powerful global businesses become part of the solution rather than part of the
problem? Businesses cannot help solve world problems with the competitive perspective that
contributed to those problems! This paper offers a new perspective that enhances firm
competitiveness and its leadership in sustainable development.
 The Convergence of Sustainable Development & Globalization: Influences on
Strategy Implementation in the Wine Industry
Linda W. Ross, Rowan University, USA
To what extent has sustainable development become part of environmental strategies by the U.S.
wine industry? What are the drivers for adoption of strategies fostering sustainable development? Our
analysis of trends in globalization of the wine industry suggests implications for the promotion of
sustainable environmental strategy.
 In Search of Culturally Sensitive Approaches to Sustainability
Drew L. Harris, Longwood College, USA
Ecological sustainability proclamations, programs, and agreements made at international and national
levels often fail at implementation, perhaps from cultural insensitivity. This paper uses Hofstede’s
dimensions of culture and The Natural Step, a successful Swedish-based sustainability effort, to
develop a framework for assessing and developing sustainability efforts sensitive to national culture.
 New Applicants for the EU and the Problem of Ecological Standards
Bernard Wagemann, Bavarian University of Applied Science, Germany
An overview of the general political, economic, financial, and ecological criteria for countries applying
to the EU. The financial and economic risks resulting from vast ecological investments and the
resulting lower competitiveness this may cause will be examined.
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Panel Th 1.2
“International HR: State-of-the-Art in Research & Practice”
Chair:
Carol D. Hansen, University of Georgia, USA
Panelists: Heather Hopfl, University of Northumbria & The Bolton Institute, UK
Christine Lotze, Philosophy.1B, USA
Kaveh Naficy, Philosophy.1B, USA
Sudhir K. Saha, Memorial University of Newfoundland, Canada
As organizations internationalize, the issue of how to develop and manage the needs and expectations of
multinational personnel is critical to maintaining competitive advantage. How can organizations effectively
prepare their people to deliver a consistent level of service and quality globally? We address this issue from
research and practice perspectives.
Th 1.3
“Multinationals, Competitive Strategy & Bargaining Relationships”
Facilitator: Theodore Peridis, York University, Canada
 Multiple Competitive Strategies & Firm Performance: Further Evidence
Moses Acquaah, University of North Carolina in Greensboro, USA
Masoud Yasai-Ardekani, University of Wisconsin in Milwaukee, USA
This study examines incremental performance benefits of pursuing multiple or combination
competitive strategies. Our findings support Porter’s argument that low-cost and differentiation are
incompatible. The results indicate the incremental contribution to performance of combining
differentiation-based and low-cost strategy is negative, and thus, the pursuit of both results in lower
performance than the pursuit of low-cost strategy alone.
 Centralized or Decentralized MNC’s: Some Arguments Reviewed
Michel A.E. Vandenput, University of Nijmegen, The Netherlands
In this presentation, we will review several different approaches multinational firms can use to decide
whether they should implement centralization or decentralization when redesigning their structures.
 MNC-Government-NGO Bargaining in Infrastructure Privatization: A
Stakeholder/Agency Approach to International Business-Government
Relations Research
Jonathan P. Doh, American University, USA
Hildy Teegen, George Washington University, USA
How has the emergence of NGOs affected corporate strategy, public policy, and businessgovernment relations? Recent experience in several countries suggests that NGOs are an
increasingly important factor in ensuring privatization success or averting failure. We argue for
development of a new theoretical direction to incorporate NGOs into the business-government
bargaining process.
Th 1.4
“Cross-Cultural Dynamics at the Individual, Group & Organizational Levels”
Facilitator: TBA
 The Implications of Inter-Group Inequality for Cross-Cultural Management
Research
Alison M. Konrad, Temple University, USA
Gerald Ross, III, Temple University, USA
We will present a comprehensive review of the 1995-2000 literature in cross-cultural management and
attempt to make the case that this literature should attend more closely to the dynamics of inter-group
inequality. Our goal is for cross-cultural management research to give greater voice to the concerns of
historically disadvantaged groups.
 Politeness & the Clash of Interaction Orders in Cross-Cultural Communication
David A. Morand, Pennsylvania State University in Harrisburg, USA
Cross-cultural variation in politeness behaviors comprise an important dimension of cross-cultural
organizational behavior. Research shows cultures have evolved differential norms for treating face
which are at the heart of many cross-cultural communication problems. A conceptual framework will
be presented with suggestions for organizational theorists and managers interested in cross-cultural
communication.
Firm Behavior, Competitive Advantage & Sustainable Development: Linkages, Parallels & Contradictions
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 Information & Effort Exchange in Multi-Cultural Teams:
Cultural Diversity’s Impact on Team Member Exchange & Performance
Kimberly A. Eddleston, University of Connecticut, USA
Rowena Ortiz-Walters, University of Connecticut, USA
What factors impact team member information and effort exchange in multicultural groups and what
are the effects of these exchanges on performance? Results demonstrate that increases in team
information and effort exchange positively impact performance and that such increases are more
important to the performance of culturally heterogeneous teams.
 Demography, Identity & Organizational Commitment
Jorge A. Gonzalez, University of Wisconsin in Milwaukee, USA
What is the relationship between demographic diversity and organizational commitment? Based on
social identity theory, the influence of perceived diversity climate and demographic identity centrality in
this relationship is explored and organizational identification is discussed as a mediating variable
between diversity and organizational commitment.
10:00 – 10:30
Break
10:30 – 12:00
Concurrent Sessions
Panel Th 2.1
“A Prototype of a Multi-Media, Multi-Campus Collaborative Distance Learning
Course”
Chair:
Mzamo Mangaliso, University of Massachusetts in Amherst, USA
Moderator: Zengie Mangaliso, Westfield State College, USA
Ben Kahn, Massachusetts College of Liberal Arts, USA
Nancy Ovitsky, Massachusetts College of Liberal Arts, USA
Bradford Knipes, Westfield State College, USA
Mary T. Rogers, Framingham State College, USA
Th 2.2
“Sustainable Development & Emerging Economies”
Facilitator: Emanuela Todeva, South Bank University, UK
 Transnational Subsidiary Evolution & Host Country Development:
The Maquiladora Example
John D. Sargent, The University of Texas Pan America, USA
Recent literature has reviewed MNC subsidiaries’ evolution over time. Three primary drivers have
been identified as the head office, the local host country environment, or subsidiary managers. We
argue that entrepreneurial subsidiary managers have been the primary drivers responsible for the
positive changes in the profile of Mexico’s maquiladora industry.
 Sustainable Societies: Searching for the Ideal Web of Sustainability
for the Marshall Islands
Barbara A. Ribbens, Western Illinois University, USA
Gordon Rands, Western Illinois University, USA
Using an open systems derived web-like model of sustainability for organizational applications by
Starik and Rands (1995), we scale this concept up to a societal level. To illuminate these
relationships, we identify a set of ideal goals for the Marshall Islands society to develop a sustainable
web of relationships.
 Madagascar: A Study of a Developing Nation
Claudia Harris, North Carolina Central University, USA
Madagascar’s history, natural environment, agricultural methods, culture, and economy will be
described in comparison with the general characteristics of developing nations. Suggestions will then
be made for economic development in Madagascar, given its unique characteristics.
Managing in a Global Economy IX  Eastern Academy of Management & INCAE  Costa Rica, June 2001
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Th 2.3
“Privatization, Logistics, Economic Development & Organization Change”
Facilitator: Dilip Mirchandani, Rowan University, USA
 Estimating Willingness to Pay for Water Services & Profitability in Small Water
Projects: A Case Study of Four Communities in El Salvador, Central America
Felipe Perez-Pineda, INCAE, Nicaragua
The contingent valuation method is used to estimate the value people place on improved water quality
and sanitation. The high willingness to pay for these services suggests that medium-sized water
supply projects in El Salvador are profitable from the private perspective, and therefore, may likely be
attractive for potential investors.
 Logistics Practices: Characterization from the Venezuelan Experience
Angel Diaz Matalobos, ESC-ISLI, France
Candido Perez Costela, IESA, Venezuela
An empirical analysis identifying key characteristics and logistics opportunities in Venezuela is
presented in this session. One finding is that conservative approaches to logistics in a protected
market whose environment is changing faster than preferred by the responsible actors limits the
application of modern logistics practices.
 Radical Organizational Changes: The Example of Services Multinationals in
Transition Economies
Bertrand Venard, ESSCA, France
Many service enterprises are currently trying to expand their activities to a global level. We will explain
why “destabilized” employees in services companies refuse radical organizational change, which is
being carried out by their new multinationals.
Session Th 2.4
Works in Progress Interactive Session
Chair:
Th 2.5
Alison M. Konrad, Temple University, USA
 Arab Women Entrepreneurs: Oxymoron or Emerging Reality?
Kathleen Dechant, University of Connecticut, USA
Ebithaj Al-Ali, University of Bahrain
Entrepreneurialism has been named a defining trend of the 21 st century global business arena.
Women have become a vital part of this growing trend. Can Arab women be included among those
who can successfully carve out careers as business owners?
 An Investigation of Cross-Cultural Differences in the Effective Implementation
of ProMES
Anthony R. Paquin, Illinois Institute of Technology, USA
Maria L. Sanchez-Ku, Texas A&M University, USA
Organizations expanding internationally are finding that productivity strategies and interventions that
have been successful within their national boundaries have proven less effective in other countries.
We review the degree of success the Productivity Measurement and Enhancement System (ProMES)
has had in different settings.
Discussants:
Miles K. Davis, George Washington University, USA
Heidi Vernon, Northeastern University, USA
Th 2.6
 An Analysis of Aggression From & Satisfaction With Performance Appraisal
Practices in a Multi-Cultural Organization
Deanna Geddes, Temple University, USA
Adiara N. Kone, Temple University, USA
We analyze the relationship between aggressive behaviors of employees after receiving negative
performance appraisals and attempt to determine if employees perceive a low rating as influenced by
differences in demographics between themselves and their manager.
Firm Behavior, Competitive Advantage & Sustainable Development: Linkages, Parallels & Contradictions
13
 The Effects of Entrepreneurial Education on Psychological Attributes &
Academic Performance
Howard S. Rasheed, University of South Florida, USA
Does entrepreneurship education contribute to the development of entrepreneurial characteristics
among young people? Does it contribute to improved student academic performance? It is expected
that the findings of this study will help establish best practices in instructional materials program
modality and exemplary entrepreneurship education.
Discussants:
D. Anthony Butterfield, University of Massachusetts in Amherst, USA
David A. Morand, Pennsylvania State University in Harrisburg, USA
12:00 – 13:30
Lunch
13:30 – 15:00
Concurrent Sessions
Panel Th 3.1
“Crossing Borders in our Classrooms & in Ourselves”
Chair:
Joan Weiner, Drexel University, USA
Panelists: William P. Ferris, Western New England College, USA
Ellen Greenberg, American University in Bulgaria
Chris Poulson, California State Polytechnic University in Pomona, USA
Carlos Sequeira, INCAE Center for Latin American Development, Costa Rica
James A.F. Stoner, Fordham University at Lincoln Center, USA
Th 3.2
“Leveraging Information Technology for Growth, Development & Control”
Facilitator: Eduardo L. Montiel, INCAE, Nicaragua
 Framing Information Technology as an Organizational Issue in a Developing
Country
Uzoamaka P. Anakwe, Pace University, USA
Murugan Anandarajan, Drexel University, USA
Magid Igbaria, Claremont Graduate University, USA / Tel Aviv University, Israel
Alan B. Eisner, Pace University, USA
We present IT as an organizational issue by examining the relationship between management
support, task structure, and microcomputer usage in Nigeria and review the obstacles of IT associated
with developing economies.
 Information Management of ISO 9001: A DSS Framework
Alireza Lari, Fayetteville State University, USA
Shohreh A. Kaynama, Towson University, USA
What is the role of information management in the ISO 9001 implementation? We propose a
conceptual design of a DSS model to streamline operations, automate collection of information, and
improve efficiency. Our model intends to assist managers in taking proper corrective and preventive
actions for continuous improvement.
 Strategic Choices in Electronic Supply Chain Management:
The Case of the Chemical Industry
John W. Clarry, The College of New Jersey, USA
How are chemical firms creating electronic supply linkages? This paper examines the different
choices of networks based on strategies, product, and parent nationality.
Managing in a Global Economy IX  Eastern Academy of Management & INCAE  Costa Rica, June 2001
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Th 3.3
“Operating in National & Global Work Settings”
Facilitator: David D. Palmer, University of Connecticut, USA
 Comparing Business Cultures: Thailand & The United States
F. Gerard Adams, Northeastern University, USA
Heidi Vernon, Northeastern University, USA
How do the cultural perspectives of business people in Thailand and in the United States compare?
The questionnaire upon which our study is based uses Hofstede’s five categories, but extends it to
make distinctions among shared social values and beliefs, individual preferences, and behavioral
practices in a corporate setting.
 Empowering the Downtrodden: Is the Value of the Black Economic
Empowerment Movement in South Africa Recognized by Investors?
Todd M. Alessandri, University of North Carolina in Chapel Hill, USA
Sylvia S. Black, University of North Carolina in Chapel Hill, USA
William E. Jackson, III, University of North Carolina in Chapel Hill, USA
One South African movement has been Black Economic Empowerment (BEE) where firms sell equity
stakes to black investors. Yet, it is unclear whether investors reward this Corporate Social
Responsibility (CSR). We examine the abnormal returns upon announcement of BEE deals. We find
capital markets are rewarding firms for CSR contrary to research suggesting no relationship between
CSR and financial performance.
 Attitudes Toward Women in Management in the Arab Gulf Region
Darryl B. Lanoue, Eckerd College, USA
Are there gender differences in attitudes towards women in management in the Arab Gulf states?
How do they compare to those observed in western countries?
18:00
19:00
Buses Depart Marriot for Closing Dinner
Closing Dinner at the Museo de los Ninos (Children’s Museum)
Entertainment by the Asociacion Folklorica Castro Madriz