Archive for the ‘2nd Edition’ Category

The Effect of Headquarter Integration Mechanisms on Subsidiaries’ New Product Success

Monday, October 1st, 2007

by Firmanzah

ABSTRACT

New product launching (NPL) to the local market by subsidiary managers is a strategic activity, which requires organizational supports from MNC global network. The NPL activity is marked by high level of uncertainty, risk, and market failure. Thus, a headquarter needs to integrate the subsidiary NPL into global strategy. There are two mechanisms to integrate subsidiaries’ activities during NPL process; coordination and control process. By testing the effect of each mechanism on role clarity and functional conflict, I found that coordination mechanism increase role clarity between headquarter and subsidiaries’ managers. In contrast, exercising control mechanism reduces role clarity and functional conflict between headquarter and subsidiaries’ managers during NPL. This research shows that both role clarity and functional conflict increase new product commercial performance introduced by subsidiary in the local market.

Keywords: new product launching (NPL), coordination mechanism, control mechanism, and new product performance

Organizational Model of the Southern Asia Cluster Family Businesses

Monday, October 1st, 2007

by Vipin Gupta, Nancy M. Levenburg, Lynda Moore and Jaideep Motwani

ABSTRACT

Recently, there has been an increased interest in the family business organization. Traditionally, the ideal typical organizational model was one where the management, governance, and ownership entities are kept separate. This principal agent model has been a subject of public debate in the wake of several corporate scandals. In the family business organization, significant management, governance and ownership is often with the members of a family and its trusted partners. It is common in the US to regulate the management, governance, and ownership roles of the family members by using competitive criteria for the involvement of different members. In Southern Asia cluster (Gupta and Hanges, 2004), on the other hand, it is quite common for the family involvement to be holistic and undivided, where the family collectively owns the shares in the family business. In this work, this organizational model of the Southern Asian family businesses is investigated.

Keywords: Southern Asia, Family business, Organizational model

Enterprise Factors Contributing to The Success of Malaysian Biotechnology SMEs: A Grounded Theory Approach

Monday, October 1st, 2007

by Saridan Abu Bakar, Mohamed Sulaiman and Intan Osman
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Adoption Of Innovative Information Systems By SMEs Comparing The Role Of Firm’s Enacted Capabilties Of Active Adopters And Non-Active Adopters

Monday, October 1st, 2007

by Noor Akma Mohd Salleh
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