Ben L. Kedia

Global managers: developing a mindset for global competitiveness

There is increasing evidence that large scale globalization is rendering traditional ways of doing business largely irrelevant. There is a growing need for managers to become global managers with a global perspective. We suggest that a global perspective consists of a global mindset supported by appropriate skills and knowledge. Managers have a number of mindsets that range from the domestically-oriented defender, and continuing on to the explorer, the controller, and the globally-oriented integrator. For global managers to be effective, they need to develop the global mindset of an integrator. A global mindset allows meaningful global strategizing that requires managers to effectively integrate the three global forces of (1) global business, (2) regional/country pressures, and (3) worldwide functions. A global mindset and a holistic global strategy should create conditions to build the worldwide organization characterized by specialization, interdependency, and coordination. A global outlook is a process of moving an organizations structure, process, people, and culture from a set of highly autonomous business units to one that becomes an integrated and effective global network.

Effectiveness and Efficiency of Cross-Border Knowledge Transfer: An Empirical Examination

Based on a sample of 102 US organizations, this study examines the impact of knowledge characteristics, recipient learning intent, source attractiveness, and relationship quality on the effectiveness and efficiency of knowledge transfer from the international business affiliates of these organizations. Findings indicate that recipient learning intent and source attractiveness positively impact the effectiveness of knowledge transfer. In addition, recipient learning intent was found to have a positive effect on knowledge transfer efficiency. In particular, results highlight the strong positive impact that the quality of the relationship between the source and the recipient has on both the efficiency and effectiveness of cross-border knowledge transfer. The study also indicates that knowledge value is positively associated with recipient learning intent and that knowledge value, rarity and non-substitutability influence source attractiveness. Finally, findings suggest that the relationship between knowledge characteristics and knowledge transfer is partially mediated by recipient learning intent and source attractiveness.

Corporate governance and market valuation of capital and R&D investments

Abstract In this study, we examine how corporate governance structure affects market valuation of capital and R&D investments. We employ three empirical proxies of corporate governance—analyst following, board composition, and institutional holdings, and study whether market valuation of corporate investments varies with governance structure. Our results show that the market valuation of the firms capital and R&D investments depends critically on analyst following and board composition, but not on institutional holdings.

Dimensions of national culture and the productivity of R&D units

Abstract This research examined the ability of Hofstedes (1980) cultural dimensions to predict productivity for 302 industrial and 506 academic research and development units from Austria, Belgium, Finland, and Sweden contained in the UNESCO International Comparative Study (Andrews, 1979). As hypothesized, low power distance and high masculinity each predicted productivity output counts. Uncertainty avoidance was not a significant predictor of productivity, and hypotheses for performance efficiency ratings were not supported. Implications for Hofstedes concepts and the management of research and development are discussed.

An Entrainment-Based Model of Temporal Organizational Fit, Misfit, and Performance

Entrainment refers to the synchronization of the tempo and/or phase of two or more activities within a system. This article utilizes entrainment theory to develop a conceptual model and related propositions describing and explaining the relationship between temporal fit, misfit, and performance at the organizational level of analysis. Essential to the development of our model is the concept of organization-environment (O-E) temporal fit, which is a state of synchronization or alignment of organization and environment activity cycles. O-E temporal fit is positioned as an important contingency element because temporal misfit implies inefficiencies, substandard performance, and the potential death of the organization over time. Overall, this article offers a theoretical perspective that fills a gap in the extant organizational research literature regarding the elusive and understudied perspective of time and posits its relationship to organizational performance.

Transformation of MBA programs: Meeting the challenge of international competition

American managers will continue to face intense international competition both at home and abroad. In light of this, MBA education needs to change to prepare business leaders competent for the 21st Century. This paper examines some prevailing trends in business education and suggests transformations that are needed to make the MBA programs responsive to the emerging needs of American business and industry. By recognizing the core competencies of a university and examining the alternative models of MBA education, a new kind of business education is proposed which will revitalize business schools and greatly enhance the links between industry and the university.

Study Note: Determinants of Internationalization of Franchise Operations by US Franchisors

Examines some of the factors that lead to internationalization of franchising operations. Data were collected from 142 US franchisors and subjected to discriminant and factorial analysis. Managerial attitudes towards a desire to expand and desire to increase profits were found to have a greater effect on the likelihood of internationalizing franchise operations than did firm size and sales and other managerial attitudes. While the results of this study differ from studies which examined entry into export operations, they are consistent with the assumptions which underlie the selection of franchising as an organizational form.

Orienting Curricula and Teaching To Produce International Managers for Global Competition.

Abstract As businesses confront increasing international challenges, the need for developing managers who can understand and effectively meet the demands of the global marketplace becomes critical. While the responsibility of developing such international managers of tomorrow may lie in different sectors of the economy, we suggest that business schools have a special role in inculcating appropriate global mindset, knowledge base, and skills. Two frameworks are proposed and different levels of international perspective are discussed. We hope that the final level of global perspective should be the ultimate mission of business schools of the future.

The Impact of Managerial Attitudes on Export Behavior

This study examines the managerial attitudes of 49 exporters and 47 non- exporters In the machinery manufacturing and food processing Industries. The results Indicate that non-exporters perceive the costs and risks of exporting significantly differently than do exporters. Furthermore, there are significant differences even among the exporters of machinery (industrial products) and the exporters of food (consumer goods). The research shows that negative perceptions create a significant barrier to exporting.

BRIC Economies: Earlier Growth Constraints, Contemporary Transformations and Future Potential, and Key Challenges

The economic power of Brazil, Russia, India and China (BRICs) is rapidly increasing, changing the landscape of global economics and politics. Top scholars of international business address in this vital volume the markets, strategy implications, challenges and possibilities of this new economic reality. As these four nations acquire greater economic clout, the opportunities for other countries increase. The contributors describe the favorable circumstances these evolving economies could provide for the US and other countries, such as expanded markets and services, higher returns on investments, and new partners in building a more peaceful and prosperous world. In contrast, they also discuss risks to traditional industries and possible challenges to positions on human rights and intellectual property protections, environmental standards, free markets and democratic governments. The volume emphasizes the need for companies to adopt strategies to stay ahead in the changing business environment. Governments must also design and implement new policies geared toward mutually beneficial relationships with BRICs.