Academy of Management Learning and Education
To identify the possible mismatch between what MBA students are supposed to learn and what they are actually exposed to in the case methods, we analyzed the manifest and latent meanings of popular MBA teaching cases in the United States and China. Our findings suggest that despite repeated calls for a more holistic approach to management education, overemphasis on the rational framework persists. We identify five patterns common to both U.S. and Chinese cases; namely, rationalistic framework, undersocialized protagonist, strategy-driven organization, manager-as-analyst, and naïve and biased politics. We also discuss the likely causes for the biases and propose possible ways to develop better-balanced teaching cases.
(VF)Selon les règles comptables françaises, les sociétés ont la possibilité de « capitaliser » leurs frais de R&D sous certaines conditions. En analysant les rapports annuels 2000 des sociétés non financières appartenant à lindice SBF 250, nous avons tenté de comprendre pourquoi certaines sociétés françaises utilisent cette possibilité. Nos résultats montrent que les sociétés qui « capitalisent » la R&D sont celles qui sont les plus « risquées », cest-à-dire qui appartiennent au secteur de la haute technologie ou ont un coefficient bêta plus élevé.(VA) According to French accounting standards, companies have the possibility to capitalize their R&D expenses under certain conditions. By analyzing the annual reports of non-financial companies listed on the Paris stock exchange and included in the SBF250 index (annual reports 2000), we try to identify which firm characteristics can help predict this accounting choice. Our results provide evidence that companies capitalizing R&D are those belonging to hi-tech industries or having a high beta.
Research traditionally regards the product attribute as the determinant in consumers' variety seeking. Research has focused mainly on examining variety seeking in the brands used, and assumes that consumers can clearly appreciate the product attributes and identify the variety they need. Therefore these theories do not incorporate the influence of the company name in the consumers' decision to purchase a brand. It is believed, however, that consumers' information processing is different when purchasing an unknown brand. In this paper, an attempt is made to explore what factors affect consumers' reliance on the company name — that is, the name of the corporation alone — in their decision to purchase a brand that has not been previously purchased.
The book contains key ideas and stories from the marketing seminars Professor Burgers teaches in three to four day sessions to global companies such as Nokia, Kodak, Sony, Motorola, BASF, GE, Philips, Electrolux, as well as a variety of smaller companies. So what new, practical, useful things does he tell these leading companies? This book lets you find out.
The book is handily divided into six chapters, each of which covers with anecdotes, illustrations, and facts a different aspect of marketing wisdom. Each chapter is further divided into subsections, each of which is summarized with a brief but comprehensive sentence. The format is ideal for review and discussion among managers. You can read immediately useful extracts from the book on the themarketingyouneverknew website.
The book is both profound and entertaining, even enlivened with cartoons. According to Professor Hans Pennings of the Wharton School, University of Pennsylvania: "This is definitely the funniest book I’ve ever read about marketing and it’s probably one of the most provocative books I’ve ever read about marketing too. The language is simple, but the ideas are not…"
Chery, a Chinese domestic carmaker, launched a new mini car model, the QQ, in July 2003. This was several months earlier than the planned launch date for GM’s new mini car, the Chevrolet Spark. The QQ looked very similar to the Chevrolet Spark but was priced much lower. GM claimed that the Chery QQ was a knockoff of the Matiz, a model owned by GM Daewoo. The QQ became a real hit with consumers, while Chevrolet Spark sales were much lower than expected. To make matters worse for GM, Chery was aggressively expanding into other countries where GM had a presence. Intellectual property rights (IPR)disputes were common in China’s automotive industry; several multinational carmakers had also brought infringement cases forward. GM had its hands full: it had to compete with Chery head-to-head in the market while deciding what actions to take in regards to the IPR infringement claim. GM considered several possibilities, including asking for mediation from the Chinese government, private negotiations, suing Chery in China, and going to trial in other countries.