Daewoo Park

Acquisition Premiums, Subsequent Workforce Reductions and Post-Acquisition Performance

This study suggests that paying acquisition premiums leads to workforce reductions in the merged firm, which in turn results in poorer post-acquisition performance. This issue is important to scholars and practising managers given the pervasiveness and importance of knowledge and human capital to competitive advantage. In a sample of 174 major related acquisitions completed in the period 1992-98, results show a positive relationship between the premium paid for an acquisition and subsequent workforce reductions, controlling for a number of alternative explanations. Additionally, workforce reduction mediates the negative relationship between premiums and post-acquisition performance. The results suggest that the effects of workforce reductions following large premiums paid for the acquired firm can be detrimental to the interests of the organization. Copyright Blackwell Publishing Ltd 2007.

Supplier Selection Practices among Small Firms in the United States: Testing Three Models

One of the issues investigated in recent studies on small business enterprises involves the role of supply chain management. Supply chain management has become an important part of strategic planning in both large and small businesses in the 1990s as firms increasingly choose outsourcingas an externally‐driven strategic growth path. This study examines the supplier selection practices among 78 small business executives in the midwest United States by testing three models: rational/normative, external control, and strategic choice. Although the results show support for all three models, the rational/normative model emerges as the most significant model for predicting the supplier selection practices of small firms.

The impact of work force reduction on subsequent performance in major mergers and acquisitions: an exploratory study

Abstract Several large firms in Corporate America in the 1990s have engaged in a major merger or acquisition with a firm in the same industry. One of the main motives behind such combinations is to create synergies by consolidating the activities in the two firms. Consolidation often involves work force reduction in the two firms. Yet, no research has examined whether such work force reduction results in superior performance. The results of this study reveal that work force reduction has an adverse impact on performance in the consolidated organization. Additionally, work force reduction in the acquired firm and work force reduction in the acquiring firm is also, separately, negatively related to post-acquisition performance.

Gender differences in supply chain management practices

Interest in the managerial behaviour of women in business has increased over the past decade due to womens increased representation in business. Recent data reveals that almost 40% of ISM (Institute for Supply Management) members are female managers and this number is expected to increase to 70% by the year 2010. This raises an important question for management researchers and practitioners: What are the differences between female and male supply managers in managing supply chains? Not many studies have addressed this issue in business and supply chain management fields. However, anecdotal evidence has suggested that women approach decision making differently from men. Extending the findings of previous management studies on gender differences in decision-making, the purpose of this study is to determine if gender differences regarding supply chain management practice exist.

A study on global supplier selection decision models

It is important to understand supply chain partners’ ‘strategic intent’, particularly in global markets. Strategic intent provides information on potentially controllable strategic dimensions critical in arriving at decisions on global supply chain strategy. Based on past research we would expect supplier selection decision models to vary by country and within a particular country as well. This study examines the effects of industry and executive characteristics on global supply chain partners’ supplier selection decision models. The results show that the criteria used to make supplier selection decisions vary by industry, education and work experience. The resulting supplier selection decision frameworks provide information important for identifying the strategic intent of Korean supply chain partners for US firms.

The Influence of Top Management Team Leadership on Corporate Refocusing: A Theoretical Framework

Refocusing has become one of the major strategies pursued by large organizations in the 1990s. Prior research in the area of upper echelons (top management team) leadership has revealed that there is a strong relationship between top management team characteristics and organizational strategies and outcomes. However, researchers have confined their studies to exploring the impact of observable upper echelon characteristics, namely the demographic traits on corporate strategies and performance. In this study we integrate two main sets of upper echelon leadership characteristics, demographic and psychological traits, and build a theoretical framework to study their impact on corporate refocusing.

Sex-Role Identity and Leadership Style: Looking for an Androgynous Leadership Style

This study examines the relationship between sex-role identity and leadership style by developing an androgynous leadership style model. Previous leadership studies indicate that stereotypically masculine behaviors characterize task-oriented leadership style and that stereotypically feminine behaviors (relations-oriented leadership style) are devalued. In contrary to them, this study suggests that an androgynous leadership style can be the most appropriate for achieving high performance and effectiveness in many organizations.

Understanding Chinese suppliers: dragon vs. eagle

Corporations increasingly pursue avenues for employing the manufacturing prowess of China and managing strategic alliance and supply networks with Chinese partners. While most studies addressing global cooperative strategies such as strategic alliances and supply networks analyse organisational and industrial characteristics, few theories incorporate explanations for cross-cultural differences between US and Chinese supply chain assessment practices. Without analyses of individual differences among executives in different cultures, theories on managerial decision-making in global cooperative strategies remain incomplete. This study is an attempt to better understand Chinese executives supply chain assessment practices.

Global corporate entrepreneurship: a conceptual model

The issue of global corporate entrepreneurship has become the key factor in corporate success. Entrepreneurial executives should assume the strategic initiative in building and sustaining the competitiveness of their organisations in both domestic and international markets. This study builds a conceptual model of global corporate entrepreneurship.