David Finegold
Keck Graduate Institute of Applied Life Sciences
Network
Latest external collaboration on country level. Dive into details by clicking on the dots.
Publication
Featured researches published by David Finegold.
Corporate Governance: An International Review | 2007
David Finegold; George S. Benson; David Hecht
Recent US corporate governance reforms introduced extensive regulations and guidelines for public corporations, particularly corporate boards. This article evaluates the extent to which empirical research on corporate boards and firm performance supports these reforms. Building on the meta-analysis conducted by Zahra and Pearce (1989), we review 105 studies published between 1989 and 2005. We find most of the practices mandated by the Sarbanes-Oxley Act of 2002, and the regulations issued by the New York Stock Exchange (NYSE) and the NASDAQ, had not been subject to prior study. Where board characteristics have been studied, we find limited guidance for policymakers on identifying governance practices that result in more effective firm performance. In an effort to increase the relevance of future research on boards and firm performance, we provide a framework on corporate boards.
Journal of Engineering and Technology Management | 2003
Susan Albers Mohrman; David Finegold; Allan M. Mohrman
Abstract A structural equation model of the knowledge system for new product development (NPD) is derived from a sample of 1200 engineers in 10 technology firms, and validated on a hold-out sample. Core to the model are knowledge work behaviors that: (1) expand knowledge relevant to NPD by focusing on the performance of the organization as a system; (2) increase knowledge available by linking knowledge sources with needs; (3) access procedural knowledge by using systematic processes; and (4) generate knowledge by trying new approaches and experimenting. We examine the organizational antecedents of these behaviors, and their impacts on knowledge outcomes and organizational effectiveness.
International Journal of Human Resource Management | 2006
David Finegold; Stephen J. Frenkel
Strategic human resource (HR) management argues that in knowledge-driven industries people management needs to play a strategic role. An exploratory study of eight biotech start-ups in the US and Australia, however, finds that most do not employ HR professionals or have a lower-level administrator handle HR. How can this be explained? The case studies reported identify a number of reasons for the lack of strategic HR and identify the advantages and disadvantages of having line managers take the lead in people management in contrast to having a strategic HR leader being part of the top management team. Several propositions are also advanced that are worthy of further research, concluding that while there are many potential benefits to hiring a strategic HR professional in a biotech start-up, this is likely to occur under a rare set of conditions.
International Journal of Human Resource Management | 2000
David Finegold; Karin Wagner; Geoff Mason
Creating sufficient opportunities for individuals to develop their capabilities and earn a living wage is one of the central challenges facing all countries. However, some types of vocational education and training (VET) institutions may be more effective than others in promoting the development of career-enhancing ‘transferable’ skills. In order to investigate the links between national skill-creation systems and individual career paths, this study focuses on three countries with very different VET systems: the United States, the United Kingdom and Germany. The comparison is based on closely matched samples of three- and four-star hotels. The results suggest that individual career development and outcomes, such as wages and turnover rates, are strongly influenced by the interplay of three key elements – the breadth, relevance to employment and degree of standardization – of national initial VET systems. Our analysis identifies strengths and weaknesses of the different systems and key lessons for improvement.
California Management Review | 1999
Brent Keltner; David Finegold; Geoff Mason; Karin Wagner
Conventional explanations for lagging U.S. service sector productivity focus on the difficulties of measuring service output, a lack of sufficient competition in service industries, and poor management skills. Drawing on data collected in 95 service establishments in the banking and hotel industries in the U.S., UK, and Germany, this article suggests an alternative explanation. U.S. service companies may effectively be achieving low levels of labor productivity by design. The U.S. service establishments in this study are productivity leaders in low value-added market segments but productivity laggards in higher value-added market segments. They have consciously chosen to adjust the labor intensity of service delivery to the business potential of different customer segments. Varying the design of service processes by customer segment has lowered measured productivity levels but may be supporting higher levels of business performance.
British Journal of Industrial Relations | 1998
David Finegold; Karin Wagner
The German skill-creation system has been a vital part of the success of its diversified quality production model. Some argue that this success is now threatened by the spread of lean production and that the existing skill-creation system may hinder, rather than help, German manufacturers to restructure. The authors explore this argument in a detailed study of a nationally representative sample of German pumpmakers. They find that the existence of a highly skilled work-force may deter the adoption of multifunctional work teams, but that countervailing strengths of the German skill-creation system have the potential to help firms develop a new, distinctive German production model
Education Economics | 1993
David Finegold
Reasons underlying a low demand for vocational skills in UK industry, relative to major competitors, are investigated. Low demand leads to a low supply of skilled labour, since the rates of return to vocational training are unattractive to potential trainees. Suggestions for reform are made.
PLOS Medicine | 2006
Jocelyn E. Mackie; Andrew D. Taylor; David Finegold; Abdallah S. Daar; Peter Singer
Mackie and colleagues performed over 100 interviews with managers and executives at 13 bioscience companies to learn about bioindustry ethics from their perspective.
European Journal of International Management | 2010
David Finegold; Andreas Klossek; Michael Nippa; Anne Laure Winkler
Only a few studies so far have dealt with a comparison of different national institutional systems and the consequences for how firms approach Corporate Social Responsibility (CSR). Even fewer studies have focused specifically on how the country in which a firm is headquartered and firm size affect the way a company addresses different stakeholder interests and communicates its CSR efforts. This study compares firm approaches to communicating CSR using company samples from Germany, an archetypal Coordinated Market Economy (CME), and the USA, the largest Liberal Market Economy (LME), finding major differences in how CSR is presented on firm websites. The data support two of our three hypotheses. Firms in LMEs tend to communicate more on CSR than those in CMEs, and large firms communicate more about CSR-related issues than mid-size firms, whether located in an LME or a CME.
Nature Biotechnology | 2006
David Finegold; Allison Moser
A survey of the ethical practices of bioscience companies suggests that although most firms feature ethics in their mission statement or code of conduct, fewer than half of the companies surveyed have made any formal efforts to assess how well these approaches are working.