From the author of Doing Business in Europe (SAGE, 2018), Gabriele Suder has teamed up with Sumati Varma based in India, and Terence Tsai from China to bring this comprehensive solution for Asian business teaching and learning. The book offers a highly productive mix of international business and marketing theory, and is packed with pedagogical tools to engage and develop understanding, including two full-length corporate case studies per chapter.
This is a unique volume covering the most relevant topics of Asia-focused business and management practice spanning from cross-cultural management to supply chain resilience to market entry and expansion strategy, and much more.
Specifically designed to meet the needs of Postgraduate, MBA and those taking part in Executive Education programmes, this exciting learning experience will prepare Asia's leaders of the future.
This paper investigates how a firm's employment stability affects the level of its cash holdings. We find that firms with high employment stability (as measured by one minus a firm's employment elasticity with respect to its sales) maintain large cash holdings. The positive effect of employment stability on cash holdings is stronger for R&D intensive firms and firms with high firm-specific human capital. These results are consistent with theories predicting that firms hold cash to signal the credibility of their employment policies regarding job security.
Acquiring firm managers should allocate marketing investments to maximize synergies from already announced mergers or acquisitions. However, managers may deliberately redistribute marketing capabilities and assets as a response to investor pressure formed by weak stock return around an announcement. We propose that stock returns that are below expectations may create investor pressure, which drives managers to practice myopic marketing management. We present evidence that acquirers are more likely to engage in myopic marketing management when they experience a negative stock market reaction around a merger announcement. Acquirers tend to report lower-than-normal advertising and R&D investments. Empirical results suggest that acquirers use marketing activities as an efficient tool to confront negative stock market evaluation. Our study contributes to the myopic management literature by showing when and how firms in mergers and acquisitions are more likely to exhibit opportunistic managerial behaviour. We provide some policy suggestions for both acquiring firm managers and investors.
Journal of Product Innovation Management
This article investigates how managers of firms awarded for their design excellence build organizational-level design-related dynamic capabilities by selecting designers with specific individual capabilities and managing how and the extent to which users of the firms’ products are actively involved in design activities. The following two types of dynamic capabilities were studied: user-centered design (UCD) and meaning innovation (MI). Data from a survey of managers of 106 Italian firms recognized for their products’ “design excellence” during the 2011–2016 period were analyzed using a structural equation model (PLS-SEM). The results suggest that managers seeking to build dynamic UCD capabilities prefer designers with holistic thinking capabilities over those with ideation and envisioning capabilities and value user involvement throughout the design process. In contrast, managers seeking to build dynamic MI capabilities search for designers with holistic thinking and envisioning capabilities and avoid ideation capabilities. They also consider the value of involving users in the design process to be limited. This study is among the first to present the results of an empirical investigation of the microfoundations of dynamic design capabilities. Limitations of the research and prospects for future work are discussed. In particular, our findings point to the need for additional studies that further specify the routines and associated competencies that managers responsible for design employ to attract, nurture, integrate and exploit the micro-level capabilities required for UCD and MI. Given that some of these microfoundations were found to be differentially important, unimportant, or even detrimental to the development of either UCD or MI, an important remaining question is the extent to which, and how, a single firm can accommodate and effectively exploit both of these dynamic design capabilities.
dynamic design capabilities
user centered design