Extended Program AIB · 2010-07-23 · AIB 2001 - Sydney, Australia November 16-19, 2001 # 7 Welcome to the 2001 Annual Meeting of the Academy of International Business! I believe

AIBAIB in Australia

2001 Annual MeetingNovember 16 - 19, 2001

Sheraton On The Park Sydney, Australia

Hosted by:The Australian Graduate School of Management (AGSM)

at the University of New South Wales

“Looking Towards the Future”

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The 43rd Annual Meetingof the Academy of International Business

Looking Towards the Future

Sheraton On The Park - Hotel SydneySydney, Austalia

November 16-19, 2001

© 2001 Academy of International Business

For information, please contact:AIB Executive Secretariat

James R. Wills Jr., Executive Secretary, orLaurel King, Managing Director

2404 Maile WayUniversity of Hawai'i, CBA C-306

Honolulu, Hawai'i 96822 USATel: (808) 956-3665 • Fax: (808) 956-3261 • E-mail: [email protected]

www.aibworld.net

Program Chair

Bernard YeungStern School of Business

New York University

Hosted by

The Australian Graduate School of Management (AGSM)at the University of Sydney and the University of New South Wales

2001 Annual Meeting

Sheraton On The Park - Hotel SydneySydney, Australia


“Looking Towards the Future”

P r o g r a m

AIBAcademy of International Business

4 " AIB 2001 - Sydney, Australia November 16-19, 2001

AIB 2001 - Sydney, Australia November 16-19, 2001 # 5

Table of Contents

Welcome . . . . . . . . . . . . . . . .6Acknowledgments . . . . . . . .10Local Information . . . . . . . . .14Overview . . . . . . . . . . . . . . .16Friday Program . . . . . . . . . .20Saturday Program . . . . . . . .22Sunday Program . . . . . . . . .30Monday Program . . . . . . . . .36Abstracts . . . . . . . . . . . . . . .44Program Index . . . . . . . . . . .642002 Call for Papers . . . . . . .662002 Registration Form . . . .69AIB Institutional Members . . .70AIB Institutional Form . . . . . .71


Welcome to Sydney

On behalf of the AIB’s Executive Board,I would like to welcome everyone to our2001 Annual Meeting in Sydney. Vice-President Bernie Yeung has done a fabulousjob of putting together an exciting programthat will challenge us all intellectually overthe next few days. He, and everyone whohelped him review papers and put the meet-ing together, deserve heartfelt thanks from allof us.

Sydney is one of the world’s great cities,combining a very cosmopolitan and modernambience with great natural beauty andaccess to some of the worlds finest beaches.Tim Devinney and Anne Fitzsimmons ofAGSM, our host school, have put together anexciting program of special events conclud-ing with a final gala dinner at the SydneyTown Hall. They have put a great deal ofwork into making this meeting a success andI know that all of you will join me in lettingthem know how much you appreciate theirefforts.

AIB’s great strength is that we “walk thewalk” as well as “talking the talk.” We are avery global organization and you will findold and new colleagues from a very largenumber of countries attending this meeting inSydney. While the Internet allows any of usto connect to anyone else, anyplace in theworld, it is hard to establish a personalresearch relationship electronically. The2001 Annual Meeting is a wonderful oppor-tunity to meet new colleagues and to makenew contacts. Take some time to take advan-tage of the fact that you are part of a veryglobal organization.

I look forward to seeing as many of youas possible over the next few days. While Iam not going to try an Australian accent, letme close by saying “G’Day Mate.”

Regards,

Steve

2 0 0 1 - 2 0 0 2 E x e c u t i v e B o a r dEXECUTIVE BOARDPresident

Stephen J. KobrinWharton SchoolUniversity of Pennsylvania

Immediate Past PresidentJosé de la TorreThe Anderson School at UCLA

Vice President -2001 Program

Bernard YeungStern School, New York University

Vice President -2002 Program

Lorraine EdenMays College, Texas A&M University

Vice President ofAdministration

Daniel Van Den BulckeUniversity of Antwerp - RUCA

Executive SecretaryJames R. Wills, Jr.University of Hawai‘i at Manoa

CHAPTER CHAIRPERSONS-Japan Chapter-

Masataka Ota, Waseda University-Korea Chapter-

Dong-Kee Rhee, Seoul National University

-Pacific Basin Chapter-Aspy Palia, University of Hawai‘i at Ma¯noa

-Southeast Asia Chapter-T.S. Chan, Lingnan University, Hong Kong

-Western Europe Chapter-J.J. Duran Herrera, Universidad Autonoma de Madrid

-United Kingdom Chapter-James H. Taggart, University of Glasgow

-Canada Chapter-Terri R. Lituchy, Concordia University

-Midwest USA Chapter-Stewart Miller, Michigan State University

-Northeast USA Chapter-Rajib Sanyal, The College of New Jersey

-Southeast USA Chapter-Robert D. Goddard, IIIAppalachian State University

-Southwest USA Chapter-Syed Tariq AnwarWest Texas A&M University

-Western USA Chapter-“Ram” Sundaresan Ram, Thunderbird

-Chile Chapter-Carlos Fuentes, Universidad GabrielaMistral

JOURNAL OF INTERNATIONALBUSINESS STUDIES

Thomas L. Brewer, EditorGeorgetown University

Catherine Langlois, Deputy EditorGeorgetown University

EXECUTIVE SECRETARIAT

Laurel King, Managing Director

Academy of International Business2404 Maile Way, CBA C-306University of Hawai’i at ManoaHonolulu, Hawaii 96822 U.S. A.

http://www.aibworld.netTel: 808-956-3665Fax: 808-956-3261E-mail: [email protected]

PresidentStephen J. Kobrin Wharton School

Univ. of Pennsylvania

Vice President 2001 ProgramBernard YeungStern School,

New York University

Vice President 2002 ProgramLorraine EdenMays College,

Texas A&M Univ.

Immediate PastPresident

José de la TorreThe Anderson School

UCLA

Vice President ofAdministration

Daniel Van Den BulckeUniversity of Antwerp -

RUCA

Executive SecretaryJames R. Wills, Jr.

University of Hawai‘i atManoa


Welcome to the 2001 Annual Meeting of the Academy of International Business! I believe the 2001 program has shapedup to be a forum for an exceptionally rich intellectual discourse.

There are several features in this year’s program that are particularly gratifying: (i) The response to this year’s call forpapers was overwhelming. We had a record breaking number of submissions, 460. A diverse and large group of colleaguesfrom around the world contributed an array of very interesting papers, symposia, and panels. More than 53% of the sub-missions were from outside North America (e.g., 23 % from Europe, 17% from Pacific Asia and 12% from Australia and NewZealand). AIB’s efforts to become highly multinational have paid off. (ii) The number of younger generation scholars mak-ing distinguished contributions has risen impressively. These scholars have taken a leadership position in composing pan-els, running consortia, reviewing papers and making many other intangible contributions. I thank them whole-heartedly.Their demonstrated leadership and scholarship are AIB’s pride, the cornerstone of AIB’s bright future.

The success of a conference depends critically on the earnest participation of its presenters, discussants, and the audi-ence. Our panels and sessions will be lively and stimulating only if the parties involved strive to make them so. We knowthat it is our common desire that the meetings generate great intellectual stimulation. Therefore, I would want to thank youin advance for your earnest participation.

I must acknowledge the absolutely fabulous contributions of the track chairs: Schon Beechler (Columbia U), TarunKhanna (Harvard Business School), Durairaj Maheswaran (Stern, NYU), and Myles Shaver (U. of Minnesota and Stern,NYU). They put forth a great amount of work. They patiently solicited referee reports, which was not always an easy job.They compiled sessions and sought people to chair and discuss sessions. Their selfless efforts, great judgment, and theperseverance to endure challenges are the cornerstone of the success of this year’s program. I also would like to thank thereviewers for their hard work and their valued judgments. Robert Hoskinsson and Walter Kuemmerle are devoted anddiligent chairs for the Junior Faculty and Doctoral Student Consortium; they deserve our applause. I would like to thank TimDevinney for his great contributions. I admire his efficiency, effectiveness, and creativity in putting the meetings together.Tim and I were classmates back in graduate school; it is great fun working with him. I would like to thank the AIB Boardmembers for its support and encouragement. In particular, I would like to thank Lorraine Eden, Steve Kobrin, and Joséde la Torre for sharing with me their wisdom and experiences. I also would like to thank Ms. Laurel King of the AIBExecutive Office for her absolutely indispensable guidance in putting things together. Last but not least, I must thank Mrs.Gloria Asuncion and Ms. Joan Lucas for their wonderful administrative supports. Without them, I could not have donethis job.

Certainly, conferences of this type and magnitude require much coordination and planning from so many people, andthis was not the exception. We hope that you will take advantage of the rich experience the AIB 2001 annual meeting affords,and make the most of it. Welcome to the AIB 2001 and enjoy the conference!

Bernard Yeung2001 AIB Program ChairAbraham Krasnoff Professor Stern School of Business, NYU

W e l c o m e f r o m t h e P r o g r a m C h a i r


L e t t e r f r o m t h e h o s t s c h o o l

September 7, 2001

Dear Members of the Academy of International Business,

Welcome to Australia! As Dean and Director of the Australian Graduate Schoolof Management, it is my pleasure to welcome you all to Sydney for the annualmeeting of the Academy. We are delighted and proud ot be the host of the 2001AIB meeting and trust you will enjoy the many activities and special events thathave been arranged for you.

The AGSM is Australia’s premiere business school and is committed to theadvancement of management knowledge and practice in Australia and itsregion. The AGSM recently placed second in Asia Inc’s annual ranking of busi-ness schools in the Asia Pacific region. Teh AGSM is a school of both theUniversity of New South Wales and the University of Sydney, with a campus inHong Kong.

The AGSM offers both a full time and part time MBA qualification, as well asan extensive range of courses and programs designed specifically for our cor-porate stakeholders. Currently, nearly 250 students are enrolled in our full timeMBA program, and nearly 2,500 in the part time MBA. More than 3,000 par-ticipants enrolled in Executive Education Programs in 2001. In addition, theAGSM offers specialist programs such as Master of Law and Management,Graduate Certificate in Change Management, Graduate Certificate andGraduate Diploma in Management, and a PhD program. With more than half ofour students coming from outside Australia, the AGSM can rightly be called anInternational school.

This is the first time the AIB has met in Australia. I hope that you will all takeadvantage to visit one of the world’s great cities and take the time to experiencesome of New South Wales’ amazing coastline, vineyards, bushland, wildlife andculture.

Yours sincerely,

Mike VitaleDirector and DeanAGSM


M e s s a g e f r o m t h e L o r d M a y o r

MESSAGE FROM THE LORD MAYOR

Greetings from the City of Sydney,

As Lord Mayor, I extend a warm welcome from my fellow Sydneysiders to you for the 2001Academy of International Business conference. We’re delighted that you have chosen tomeet in Sydney for this important conference.

Sydney is a fantastic city, combining the natural beauty of its harborside location with itsgrowing role as an international business centre. It’s a young, energetic city with plenty tooffer everyone who visits.

I do hope that you will be able to take time from the Conference to take in some of Sydney’shighlights. The harbour, the Opera House, the Rocks Village, our beaches, restaurants and ofcourse, Sydney people, are just some of the attractions that make Sydney so popular withoverseas visitors.

The City of Sydney is pleased to be a sponsor of the Academy of International Business, andis part of the City’s commitment to building a strong and productive relationship with itsbusiness community. I congratulate the Australian Graduate School of Management for theirorganisation of this conference, and the work they have done in partnership with the Cityover the past year.

I wish you all the very best for your Conference and hope you enjoy your stay in our city.

Town Hall Sydney NSW 2000 Australia Telephone 61 2 9265 9229 Facsimilie 61 2 9265 9328


S p e c i a l t h a n k s t o t h e2 0 0 1 P r o g r a m C o m m i t t e e

Yohannan T. AbrahamSouthwest Missouri StateUniv.

Ruth AguileraUniv. of Illinois, Urbana-Champaign

Carlos J. AlsuaArizona State University

Ilgaz ArikanThe Ohio State University

Nicholas AthanassionNortheastern University

Harry BarkemaTilburg University

Paul W. BeamishRichard Ivey Sch. of Business

Gabriel BenitoNorwegian Sch. ofManagement BI

Iris BerdrowBentley College

Heather BerryWharton Sch., Univ. of Penn.

Julian BirkinshawLondon Business School

Ingmar BjorkmanSwedish Sch. of Economics

Jean BoddewynBaruch College - CUNY

Muzaffer BodurBogazici University

David J. BoggsSaint Louis University

Nayike BoyacigillerSan Jose State University

Chris BrewsterSouth Bank Univ. Bus. School

Keith BrouthersUniversity of East London

Trevor BuckDe Montfort University

Mikelle CalhounStern School at NYU

John A. CantwellUniversity of Reading

S. Tamer CavusgilMichigan State University

Doren ChadeeUniversity of Auckland

Sea-Jin ChangKorea University

Tailan ChiUniv. of Illinois at Urbana-Champaign

Frederick ChoiStern School of Bus., NYU

J. Jay ChoiTemple University

James J. ChrismanUniversity of Calgary

Susan ChristoffersenPhiladelphia University

Wilbur ChungStern School at NYU

Reid W. ClickGeorge Washington Univ.

Jean Claude CossetUniversity Laval

Adam CrossLeeds Universitry

Alvaro Cuervo-CazurraCarlson School, Univ. ofMinnesota

Andrew DeliosNational Univ. of Singapore

Timothy DevinneyUniv. of New South Wales

Kathy DewenterUniversity of Washington

John DoukasDominion University

Rian DrogendijkTilburg University

John H. DunningReading and Rutgers Univ.

Gary DushnitshyStern School at NYU

Lorraine EdenTexas A&M University

Michael EnrightUniversity of Hong Kong

Christine J. Erickson DaraHoward University

Kent ErikssonUppsala University

Ronel ErweeUniversity of Pretoria

Cheol EunGeorgia Institute ofTechnology

Susan E. FeinbergUniversity of Maryland

Don FerrinUniversity at Buffalo

Karin Fladmoe-LindquistUniversity of Utah

Fritz Foley

Sunny FongSun Microsystems, HongKong

Jeff FurmanSloan School, M.I.T.

Prem GandhiPlattsburgh State University

Tao GaoHofstra University

Naomi A. GardbergStern School at NYU

J. Michael GeringerCalifornia Polytechnic StateUniv.

Michel GhertmanGroup HEC

Animesh GhoshalDePaul University

Kate GillespieThe Univ. of Texas at Austin

Debbie GilliardMetro. State College - Denver

Michelle GittelmanStern School at NYU

Gary GregoryUniversity of Wollongong

David A. GriffithUniversity of Hawaii

David GrigsbyClemson University

Robert GrosseThunderbird

Mauro GuillenWharton School, Univ. ofPenn.

Steve GuisingerUniversity of Texas at Dallas

Turgut GuvenliMinnesota State Univ.,Mankato

Christain HarmUniversity of Munster

Program ChairBernard Yeung, Stern School, NYU

Track ChairsEconomics, Finance and Accounting – Tarun Khanna, Harvard Business School

Marketing and Operations – Durairaj Maheswaran, Stern School, NYUOrg./Inst. Sociology, Organizational Behavior and Human Resources Mgmt. – Schon Beechler, Columbia University - GSB

Strategic Management – Myles Shaver, Stern School, NYU and Univ. of Minnesota

Program AssistantsGloria Asuncion and Joan Lucas, Stern School, NYU

Australian Graduate School of ManagementTim Devinney, University of New South Wales

Anne Fitzsimmons, Australian Graduate School of Management


Robert G. HawkinsGeorgia Tech

Witold Jerzy HeniszUniversity of Pennsylvania

Jean-Francois HennartTilburg University

Arnie HilgertNorthern Arizona Univ. -Yuma

Hartmut H. HolzmuellerDortmund University

Robert HoskissonUniversity of Oklahoma

Andrew InkpenThunderbird

Gary S. InschBoston University

Jan H. KatzCornell University

Masoud KavoossiSchool of Bus., Howard Univ.

Ben L. KediaThe University of Memphis

Warren KeeganPace University

Taeho KimThunderbird

Stephen J KobrinUniversity of Pennsylvania

Joe Kogan

Tatiana KostovaUniversity of South Carolina

Duane KujawaUniversity of Miami

Sumit KunduSaint Louis University

Chuck KwokUniversity of South Carolina

Stefanie Ann LenwayCarlson School, Univ. ofMinnesota

Greg LindenUC Berkeley

Marjorie LylesIndiana University

Xavier MartinStern School at NYU

Ike MathurSouthern Illinois University

Martha L. MaznevskiUniversity of Virginia

Bruce MckernMonash Mt. Eliza Bus. School

Raj MehtaUniversity of Cincinnati

Mark MendenhallUniv. of Tennessee-Chattanooga

Klaus MeyerCopenhagen BusinessSchool

John A. MeziasUniversity of Miami

Edwin L. MillerUniversity of Michigan

Stewart MillerMichigan State University

Michael S. MinorUniv. of Texas Pan American

Richard W. MoxonUniversity of Washington

Ram MudambiTemple University

Ananda MukherjiTexas A&M University

Michael MullerDe Montfort University

Tracy MurrayPhillips Petrol Company

Matthew B. MyersUniversity of Tennessee

Lilach NachumCambridge University

Robert NasonMichigan State University

Chad NehrtQuinnipiac College

William NewburryRutgers University

Bo NielsenCopenhagen BusinessSchool

Stanley NollenGeorgetown University

Niels NoorderhavenTilburg University

Alek NowakWarsaw University

Sharon O’DonnellUniversity of Delaware

Daniel A. OndrackUniversity of Toronto

Nitin PangarkarNational Univ. of Singapore

Namgyoo ParkUniversity of Miami

Torben PedersenCopenhagen BusinessSchool

Joan Penner-HahnUniversity of Michigan

Bent PetersenCopenhagen BusinessSchool

Anupama PheneUniversity of Utah

Arun PillutlaWashington State University

Lucia PiscitelloPolitecnico di Milano

V. Kanti PrasadUniv. of Wisconsin -Milwaukee

Lee E. PrestonUniversity of Maryland

Thomas PugelStern School of Bus., NYU

Betty Jane PunnettUniversity of West Indies

David A. RalstonUniversity of Oklahoma

Ravi RamamurtiNortheastern University

Sabine ReddyWayne State University

Douglas ReidQueen’s University

Jeff ReuerOhio State University

Jay RheeSan Jose State University

Malika RichardsDrexel University

David A. RicksUniv. of Missouri, St. Louis

Christine RiesGeorgia Inst of Technology

Fernando RoblesGeorge Washington Univ.

Stefan H. RobockColumbia University

Thomas W. RoehlWestern Washington Univ.

Elizabeth RoseUniversity of Auckland

Kendall RothUniversity of South Carolina

Alan M. RugmanIndiana University

John A. RushingBarry University

Mariko SakakibaraUCLA - AGSM

Robert SalomonStern School at NYU

Saeed SamieeUniversity of Tulsa

Rachelle SampsonStern School at NYU

Ravi SarathyNortheastern University

John SargentUniv. of Texas Pan American

Ronald L. SchillBrigham Young University

Peter W. SchrothRennselaer PolytechnicInstitute

Bruce SeatonFlorida International Univ.

Deepak SethiUniversity of Texas at Dallas

S. Prakash SethiBaruch College

Kulwant SinghNational Univ. of Singapore

Leo SleuwaegenVlericuleuvengentManagement School

Jaoyong SongColumbia University

Jennifer SpencerGeorge Washington Univ.

Benjamin StahlUppsala University

Bruce SteningAustralian National University

Paulette StenzelMichigan State University

Roger StrangeKing’s College

David L. SturgesUniv. of Texas - PanAmerican

Stephen TallmanUniversity of Utah

Vern TerpstraUniversity of Michigan

Steen ThomsenCopenhagen BusinessSchool

Omar ToulanMcGill University

Brian ToyneSt. Mary’s University

Adrian TschoeglWharton School, Univ. ofPenn.

Rosalie TungSimon Fraser University

C. Annique UnCornell University

Heidi VernonNortheastern University

Mary Ann Von GlinowFlorida International Univ.

Bindo VyasKing’s College

Peter WaltersHong Kong Polytechnic Univ.

Tom WessonYork University

Jerry WheatIndiana University Southeast

Steven WhiteChinese Univ. of Hong Kong

James R WillsUniversity of Hawaii

Bernard M. WolfYork University

George YipLondon Business School

David YoffieHarvard Business School

Lena ZanderStockholm Sch. of Economics


S p e c i a l t h a n k s t o t h e2 0 0 1 C o n f e r e n c e S p o n s o r s

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H o t e l a n d M e e t i n g S i t e I n f o r m a t i o n

When YouArrive

After checking in foryour accommodation atthe front desk, come up

to Level 2 where the AIBSecretariat will be registeringdelegates and organising trans-port and tours.

Registration – You can regis-ter and collect your conferencebag from the Hyde Park Room,Level 2, Sheraton on the ParkHotel from 7 a.m. on Friday16th November.

Luggage Storage – All hotelsoffer luggage storage.

Access to rooms – If yourroom is available when youarrive, you will be able to gostraight to it. Otherwise, youwill be able to access yourrooms in the hotels at the fol-lowing times:" Sheraton on the Park - 3 p.m." Sydney Park Regis – 12 p.m." Hotel Ibis Darling Harbour –2 p.m."Grand Mecure ApartmentsDarling Harbour – 3 p.m.

Local Transport – Buses toCircular Quay and to BondiBeach leave from bus stopsoutside the Sheraton on thePark Hotel regularly through-out the day.

Places to Eat – There is arestaurant and bistro located inthe Sheraton on the Park hotel.There are also numerous placesto eat nearby. The Pitt StreetMall is a shopping area a shortwalk away with many eateries.Oxford Street, a short walkacross Hyde Park, also hasmany cafes and restaurants.There are also many cafes inthe area immediately aroundthe hotel on Castlereagh, Park,Pitt and George Streets.

Sheraton on the ParkHotel, Sydney

Delegates who have booked andpaid for the following tours, firstcheck in at the Tours Desk,

which will be in the Hyde Park Room onFriday 16th November. AGSM volun-teers will direct you to your transport forthe following tours:

Wine Tour - join buses at the rear of theSheraton on the Park Hotel inCastlereagh Street. The Wine Tour willdepart from Castlereagh Street at amsharp and return by 5.30 p.m.

Sydney Highlights Tour - buses willdepart at 9am sharp from CastlereaghStreet and return by 1 p.m.

Quarantine Station Tour – check in atthe Tours Desk and we will let you knowabout transport to the QuarantineStation.

Harbour Bridge Climb - Those dele-gates joining the Harbour Bridge Climbshould first come to the Tours Desk tocheck in.

Harbour Cruise – The Harbour Cruisesleave from Wharf 4, Circular Quaywhich is a 20-minute walk or short bustrip from the Sheraton on the Park Hotel.Delegates should check in at the ToursDesk and then make their own way toCircular Quay. Local buses leave fromoutside the Sheraton Hotel.

The Hawkesbury River – Check in atthe Tours Desk for information abouttransport to Central Railway Station. Goupstairs to the country train platforms,buy a return ticket to Hawkesbury Riverand catch either the Gosford orNewcastle train to Hawkesbury River.The trains leaves Central Station at 8.16a.m.

Joining Your Tours


Acknowledgements

Host School: Australian Graduate Schoolof Management

Director and Dean Michael Vitale, AGSMLocal Chair: Timothy Devinney, AGSMSydney Arrangements: Anne Fitzsimmons, AGSM

Fran Prior, AGSMWebsite design: Shilpi Singh, AGSM(www.aib.agsm.edu.au)

Sponsors: Lion NathanSouthcorp WinesSAS InstituteBHP BillitonWestpac Banking CorporationAustralian Financial ReviewCouncil of the City of SydneyAir New ZealandAustrade

We would like to especially thank our volunteer assis-tants for their hard work throughout the Conference.

Level B1

Hotel Facilities

Business Centre – Full secretarial services, facsimileand photocopying services are available in the ClubLounge on Level 21 for a charge.

Restaurants – The Sheraton on the Park has a restaurant("Morton's Steakhouse"), a bistro ("Botanica Brassiere")and a comfortable lounge ("The Conservatory") and bar("the Hyde Park Bar") where you can meet friends andrelax over a drink.

Health Club – Located on the 22nd level, the HealthClub is available for guests for a charge of $11.00 perday and features an indoor pool, gymnasium, massagesalon, sauna, steam room and outdoor terraces with sunlounges.

Power – Australia uses 240V outlets, so don’t forgetyour conversion plugs!

Newspapers – Complimentary copies of The AustralianFinancial Review will be available on Level 2 of the con-ference venue each day of the Conference.

H o t e l a n d M e e t i n g S i t e I n f o r m a t i o n

Conference Area


O v e r v i e w

0.1 Friday, 16 November, 2001

0.1.1 – Doctoral ConsortiumRoom: Ballroom 2 Time: 9:00 a.m. – 4:00: p.m.

0.1.2 – Junior Faculty ConsortiumRoom: Phillip Room 1&2 Time: 9:00 a.m. – 4:30 p.m.

0.1.3 – Pre-conference plenary with AJBSand AAoM A Changing Japanese Business System and Its Changing

Relationship in Asia Room: Ballroom 1 Time: 1:00–2:30 p.m., 3:00–4:30 p.m.

0.1.4 – Session Chairs MeetingRoom: Beaumont Time: 4:00 p.m. – 5:00 p.m.

# Friday – 6:30 p.m. – 8:30 p.m.

Presidential ReceptionWine Tasting, sponsored by Southcorp WinesWhere: Australian Museum Time: 6:30 p.m. – 8:30 p.m.

(Note: Shuttles available for those unable towalk 500m from Sheraton on the Park to themuseum opposite Hyde Park)

Saturday, 17 November, 2001

1.1.1 – Opening Plenary: AIB Fellows PanelEconomic and Business Trends in Asia: Implications for

ManagementRoom: Ballroom 1 Time: 8:30 a.m. -10:00 a.m.

1.2 Saturday – 10:30 a.m. – 12:00 p.m.

1.2.1 – CompetitiveLearning in JV’sRoom: Beaumont Room Time: 10:30 a.m. – 12:00 p.m.

1.2.2 – CompetitiveForeign Direct InvestmentsRoom: Hyde Park Room Time: 10:30 a.m. – 12:00 p.m.

1.2.3 – CompetitiveInternational Channel IssuesRoom: Castlereagh 1 Time: 10:30 a.m. – 12:00 p.m.

1.2.4 – CompetitiveCulture’s ConsequencesRoom: Castlereagh 2 Time: 10:30 a.m. – 12:00 p.m.

1.2.5 – WorkshopLiabilities of ForeignnessRoom: Phillip 1 Time: 10:30 a.m. – 12:00 p.m.

1.2.6 – WorkshopSuppliers and Supply NetworksRoom: Phillip 2 Time: 10:30 a.m. – 12:00 p.m.

Saturday – 12:00 p.m. – 1:00 p.m.

Board/Chapter Chairs MeetingRoom: Castlereagh 2 Time: 12:00 p.m. – 1:00 p.m.

P.1 Saturday – 12:00 p.m. – 1:30 p.m.

Poster Sessions 1(light lunch included)Room: Ballroom 1 and 2 Time: 12:00 p.m. – 1:30 p.m.

Overview of the 2001 AIB Sydney Meeting


O v e r v i e w

1.3 Saturday – 1:30 p.m. – 3:00 p.m.

1.3.1 – PanelGlobalization and Global Competition in Business EducationRoom: Beaumont Room Time: 1:30 p.m. – 3:00 p.m.

1.3.2 – PanelFarmer dissertation awardRoom: Castlereagh 1 Time: 1:30 p.m. – 3:00 p.m.

1.3.3 – PanelKnowledge Based Competition in the Global Economy;

Industries, Firms, Projects, Individuals: A MultilevelPerspective

Room: Castlereagh 2 Time: 1:30 p.m. – 3:00 p.m.

1.3.4 – PanelLooking Towards the Future:

How eBusiness is Changing Traditional Business inDifferent Countries

Room: Hyde Park Time: 1:30 p.m. – 3:00 p.m.

1.4 Saturday – 3:30 p.m. – 5:00 p.m.

1.4.1 – WorkshopCapabilities, Subsidiaries, and ResourcesRoom: Beaumont Room Time: 3:30 p.m. – 5:00 p.m.

1.4.2 – Workshop Entrepreneurship and Innovation


1.4.3 – WorkshopExport PerformanceRoom: Castlereagh 1 Time: 3:30 p.m. – 5:00 p.m.

1.4.4 – WorkshopAlliances, Joint Ventures and Culture in OrganizationsRoom: Castlereagh 2 Time: 3:30 p.m. – 5:00 p.m.

1.4.5 – WorkshopHistorical Case Studies: Internet, business service and manu-

facturingRoom: Phillip 1 and 2 Time: 3:30 p.m. – 5:00 p.m.

# Saturday – 5:15 p.m. – 6:15 p.m.

Academy of International BusinessMembers’ MeetingAll attendees welcomeRoom: Hyde Park Time: 5:15 p.m. – 6:15 p.m.

# Saturday – 6:15 p.m. – 7:00 p.m.

WAIB – Women in the AIB ReceptionMentoring for Women in the AIBRoom: Castlereagh 1 Time: 6:15 p.m. – 7:00 p.m.Saturday – 6:15 p.m. – 7:00 p.m.

# Saturday – 6:45 p.m. – 7:45 p.m.

Austrade ReceptionHosted by AustradeRoom: Castlereagh 2 Time: 6:45 p.m. – 7:45 p.m.

Sunday, 18 November, 2001

2.1 Sunday – 8:30 a.m. – 10:00 a.m.

2.1.1 – PanelThe Institutional Environment for Multinational StrategyRoom: Beaumont Room Time: 8:30 a.m. – 10:00 a.m.

2.1.2 – PanelPrivatization and Behavior of Firms in Emerging MarketsRoom: Castlereagh 1 Time: 8:30 a.m. – 10:00 a.m.

2.1.3 – PanelThe Frontiers of International Human Resource ManagementRoom: Castlereagh 2 Time: 8:30 a.m. – 10:00 a.m.

2.1.4 – PanelDebating Location: Old Approaches and New PerspectivesAustralia-NZ Fellows (Australia - New Zealand International

Business Association) Room: Hyde Park Time: 8:30 a.m. – 10:00 a.m.


O v e r v i e w

2.2 Sunday – 10:30 a.m. – 12:00 p.m.

2.2.1 – CompetitiveR&D, Knowledge and GeographyRoom: Beaumont Room Time: 10:30 a.m. – 12:00 p.m.

2.2.2 – CompetitiveMultinationalsRoom: Hyde Park Time: 10:30 a.m. – 12:00 p.m.

2.2.3 – CompetitiveCross-Cultural Factors in the Business ContextRoom: Castlereagh 1 Time: 10:30 a.m. – 12:00 p.m.

2.2.4 – CompetitiveDecision Making Processes and Consequences in MNCsRoom: Castlereagh 2 Time: 10:30 a.m. – 12:00 p.m.

2.2.5 – WorkshopGlobalization IssuesRoom: Phillip 1 Time: 10:30 a.m. – 12:00 p.m.

2.2.6 – WorkshopIndividual and Team Effectiveness in OrganizationsRoom: Phillip 2 Time: 10:30 a.m. – 12:00 p.m.

# Sunday – 12:00 p.m. – 1:40 p.m.

Awards and Recognition LuncheonRoom: Ballroom Time: 12:00 p.m. – 1:40 p.m.

2.3 Sunday – 2:00 p.m. – 3:30 p.m.

2.3.1 – CompetitiveBusiness GroupsRoom: Beaumont Time: 2:00 p.m. – 3:30 p.m.

2.3.2 – CompetitiveEmerging MarketsRoom: Hyde Park Time: 2:00 p.m. – 3:30 p.m.

2.3.3 – CompetitiveGlobal E-Commerce OperationsRoom: Castlereagh 1 Time: 2:00 p.m. – 3:30 p.m.

2.3.4 – CompetitiveInternational HRMRoom: Castlereagh 2 Time: 2:00 p.m. – 3:30 p.m.

2.3.5 – WorkshopSpillover Effects of MultinationalsRoom: Phillip 2 Time: 2:00 p.m. – 3:30 p.m.

Sunday – 4:00 p.m. – 5:30 p.m.

CEO Panel SessionGlobalisation from Down UnderRoom: Ballroom Time: 4:00 p.m. – 5:30 p.m.

#Sunday – 6:30 p.m. – 8:30 p.m.

Executive of the Year AwardLion Nathan Beer Tasting Room: Powerhouse Museum Time: 6:30 p.m. – 8:30 p.m.Transport: Buses will leave from the Sheraton on the Park Hotelbetween 5.30-6 p.m. from Castlereagh Street.

Monday, 19 November, 2001

3.1 Monday – 8:30 a.m. – 10:00 a.m.

3.1.1 – PanelInstitutional Variation and Firm Performance: Spotlighting the

Complementarity between the Role of Government &Other Institutions

Room: Hyde Park Time: 8:30 a.m. – 10:00 a.m.

3.1.2 – PanelBeyond FDI: Assessing the Role of FDI in A Country’s

Economic DevelopmentRoom: Castlereagh 1 Time: 8:30 a.m. – 10:00 a.m.

3.1.3 – PanelModerating Effect of Nation State on Coevolution of Strategy

and Organization ChangeRoom: Castlereagh 2 Time: 8:30 a.m. – 10:00 a.m.

3.1.4 – PanelInternationalization of Business Schools Throughout the WorldRoom: Beaumont Time: 8:30 a.m. – 10:00 a.m.

3.1.5 – PanelJIBS Decade Award Panel and PresentationRoom: Phillip 1 and 2 Time: 8:30 a.m. – 10:00 a.m.


O v e r v i e w

3.2 Monday – 10:30 a.m. – 12:00 p.m.

3.2.1 – CompetitiveInternationalization Process ModelsRoom: Beaumont Time: 10:30 a.m. – 12:00 p.m.

3.2.2 – CompetitiveFinance and AccountingRoom: Hyde Park Time: 10:30 a.m. – 12:00 p.m.

3.2.3 – CompetitiveEntry StrategiesRoom: Castlereagh 1 Time: 10:30 a.m. – 12:00 p.m.

3.2.4 – CompetitiveNational and Organizational CultureRoom: Castlereagh 2 Time: 10:30 a.m. – 12:00 p.m.

3.2.5 – WorkshopInternational R&DRoom: Phillip 1 Time: 10:30 a.m. – 12:00 p.m.

3.2.6 – WorkshopTradeRoom: Phillip 2 Time: 10:30 a.m. – 12:00 p.m.

P.2 Monday – 12:00 p.m. – 1:30 p.m.

Poster Sessions 2(light lunch provided)Room: Ballroom 1 and 2 Time: 12:00 p.m. – 1:30 p.m.

3.3 Monday – 1:30 p.m. – 3:00 p.m.

3.3.1 – CompetitivePerformance and National BoundariesRoom: Hyde Park Time: 1:30 p.m. – 3:00 p.m.

3.3.2 – CompetitiveTrust and the Power of Relationships in OrganizationsRoom: Castlereagh 2 Time: 1:30 p.m. – 3:00 p.m.

3.3.3 – WorkshopPath Dependency, Internationalisation and Policy: An

Australian-NZ PerspectiveRoom: Castlereagh 1 Time: 1:30 p.m. – 3:00 p.m.

3.3.4 – WorkshopEntry Mode DecisionsRoom: Beaumont Time: 1:30 p.m. – 3:00 p.m.

3.3.5 – WorkshopCreating Organizational CompetenciesRoom: Phillip 1 Time: 1:30 p.m. – 3:00 p.m.

3.3.6 – Round Table Discussion Development of Business Education in Asia Room: Phillip 2 Time: 1:30- 3:00 p.m.

3.4 Monday – 4:00 p.m. – 5:30 p.m.

3.4.1 – PlenaryAustralian Notables Panel, “Australian Society in a Globalised

Economy”Room: Ballroom Time: 4:00 p.m. – 5:30 p.m.

# Monday – 6:30 p.m. – 11:00 p.m.

AIB Gala Dinner Hosted by AGSMWhere: Sydney Town Hall, Centenary Hall


F r i d a y P r o g r a m

2 0 0 1 A I B S y d n e y P r o g r a mSheraton On The Park - Hotel Sydney

Sydney, Australia – November 16-19, 2001“Looking Towards the Future”

Friday, 16 November, 2001

Friday Overview:

9:00 a.m. – 5:00 p.m. AIB Board Meeting– CastlereaghRoom

8:00 a.m. – 6:30 p.m. Registration – HydePark Room

9:00 a.m. – 4:30 p.m. Junior FacultyConsortium –Phillip Room 1 & 2

1:00 a.m. – 4:30 p.m. Pre-conferencePlenary with AJBSand AAoM –Ballroom 1

10:00 a.m. – 3:00 p.m. DoctoralConsortium –Ballroom 2

4:00 p.m. – 5:00 p.m. Session ChairsMeeting –Beaumont Room

6:30 p.m. – 8:00 p.m. PresidentialReception – TheAustralian Museum

0.1 Friday – 9:00 a.m. – 4:00 p.m.

0.1.1 – Doctoral ConsortiumRoom: Ballroom 2 Time: 9:00 a.m. – 4:00 p.m.

Chair:Walter Kuemmerle, Harvard Business School,

[email protected]

Speakers:Jay Barney, Ohio State University

Chris Bartlett, Harvard University

Wilbur Chung, New York University

Walter Kuemmerle, Harvard University

Stefanie Lenway, University of Minnesota

The speakers will present their interpretation ofimportant and emerging research areas in interna-tional business and lead discussions on several top-ics. Emphasis will be placed on issue-orientedresearch, which may transcend traditional functionalboundaries. (Open to pre-registered students only)

Friday – 9:00 a.m. – 4:30 p.m.

0.1.2 – Junior Faculty ConsortiumRoom: Phillip Room 1&2 Time: 9:00 a.m. – 4:30 p.m.

Chair:Robert E. Hoskisson, University of Oklahoma,

[email protected]

Speakers:Preet S. Aulakh, Temple University

Jay Barney, Ohio State University

Tailan Chi, University of Illinois, Urbana-Champaign

Robert E. Hoskisson, University of Oklahoma

Chuck Kwok, University of South Carolina

Stefanie Lenway, University of Minnesota

Matthew B. Myers, University of Tennessee

All faculty active in research and teaching in interna-tional business were invited to participate, althoughpreference was given to scholars who have beenteaching international business less than four years.We will engage in a discussion about scholarshipand careers in international business. In addition, thisvenue will provide an excellent opportunity for partic-ipants to meet and interact with colleagues at similarstages in their careers.

The speakers will also present their interpretation ofimportant and emerging research areas in interna-tional business and lead discussions on several top-ics. The emphasis will be placed on issues-orientedresearch beyond functional boundaries, although thefaculty will have training in a broad range of function-al areas and expertise. (Open to pre-registered par-ticipants only)

Friday – 1:30 p.m. – 2:30 p.m. 3:00 – 4:30 p.m.

0.1.3 – AJBS and AAoM Plenary A Changing Japanese Business System and Its

Changing Relationship in AsiaRoom: Ballroom 1 Time: 1:00–2:30p.m., 3:00 – 4:30p.m.

Sponsors: Collaborative Panel with Association of Japanese

Business Studies (AJBS) and

Asia Academy of Management (AAoM)

Organizers:Allan Bird, (AJBS) University of Missouri-St. Louis,

[email protected]


F r i d a y P r o g r a m

Shige Makino (AAoM), Chinese University of HongKong, [email protected]

Tom Roehl, (AJBS) Western Washington University,[email protected]

Abstract:

The long period of slow growth in Japan has mademany international business scholars trade theirknee-jerk favorable studies of Japan for a studiedaloofness. For theory development in internationalbusiness, however, this new Japan offers opportuni-ties to observe and analyze the change in Japaneseinstitutions and firm strategy. It is both the change inoverall strategy and the increased variety in individ-ual firm responses to the slower growth that provideopportunities. The papers in this panel offer insightsinto both the domestic changes in Japanese firmstrategies and institutions, and of the changes in thestrategies of Japanese multinational firms in Asia.

Presenters:

Elizabeth Rose, University of Auckland,[email protected] and

Kiyohiko Ito, University of Hawaii,[email protected]

– Changes in Corporate Resources andStructures in Japan

Mary Yoko Brannen, San Jose State University,[email protected]

– Recontextualization, Internationalization andOrganizational Knowledge Transfer

Christina Ahmadjian, Columbia University,[email protected]

– Changing Japanese Corporate GovernanceAbhirup Chakrabarti, National University of

Singapore, [email protected]

Kulwant Singh, National University of Singapore,[email protected]

– Macroeconomic Exposure, Diversificationand Firm Performance: Japan, AdvancedEmerging and Emerging Asian Economiesin the context of the Asian Crisis

Kevin Au, Chinese University of Hong Kong,[email protected]

John Fukuda, Chinese University of Hong Kong,[email protected]

– Boundary Spanning Behaviors of JapaneseExpatriates in Hong Kong Comparing to USand European Expatriates

Andrew Delios, National University of Singapore,[email protected]

Timothy Dean Keeley, Kyushu Sangyo University,[email protected]

– Japanese Foreign Direct Investment inThailand: An Empirical and Qualitative Post-Crisis Analysis

Stephen Nicholas, University of Melbourne,[email protected]

William Purcell, University of South Wales,[email protected]

– Regional Clusters, Location Tournamentsand Incentives: An Empirical Analysis ofFactors Attracting Japanese Investment toThailand

Discussants:Jean-Francois Hennart, Tilburg University,

[email protected]

Joseph Cheng, University of Illinois at Urbana-Champaign, [email protected]

Friday – 4:00 p.m. – 5:00 p.m.

0.1.4 – Session Chairs MeetingRoom: Beaumont Time: 4:00 p.m. – 5:00 p.m.

Co-chairs:Bernard Yeung, New York University,

[email protected]

Jose de la Torre, Anderson School, UCLA,[email protected]

All session chairs are asked to attend this session todiscuss the duties of the session chair and receivecurrent information on the program.

# Friday – 6:30 p.m. – 8:30 p.m.

Presidential ReceptionOfficial Opening of the AIB ConferenceLocation: Australian Museum Time: 6:30 p.m. – 8:30 p.m.

The reception will be a Wine Tasting, sponsored bySouthcorp Wines. Australian wines enjoy an enviablereputation for quality and Southcorp own some of thebest and most recognisable wines in Australia.Attendees can taste some of the varieties of winesavailable in Australia and talk with wine makers aboutthe distinctive characteristics of the wines. Attendeeswill be treated to a traditional Aboriginal “Welcome toCountry,” and be able to go through the AboriginalDreamtime Exhibition currently showing at the muse-um.

Where: The Australian Museum, corner CollegeStreet and William Sydney (opposite Hyde Park)

Transport: You can walk to the Museum from theSheraton on the Park Hotel through Hyde Park – it’squite safe, it will be light and less than 500 metres.Please meet at the Sheraton on the Park Hotel nolater than 5:45 p.m. AGSM volunteers will be onhand to escort you. There will be a shuttle bus forthose who have difficulty walking. Please register forthe bus at the AIB registration desk in the morning ifyou will require assistance getting to this event.


S a t u r d a y P r o g r a m

Saturday, 17 November, 2001

Saturday Overview:

7:00 a.m. – 5:00 p.m. Registration – Level2 Foyer

8:00 a.m. – 5:00 p.m. Placement Center –Macquarie Room

8:30 a.m. – 10:00 a.m. Opening PlenarySession – Ballroom1

10:00 a.m. – 6:00 p.m. Exhibits Open –Level 2 Foyer

10:30 a.m. – 12:00 p.m. ConcurrentSessions (competi-tive & workshop)

12:00 p.m. – 1:00 p.m. Board/ChapterChairs Meeting –Castlereagh 2

12:00 p.m. – 1:30 p.m. Poster Sessions –Ballroom 1 & 2

1:30 p.m. – 3:00 p.m. Plenary PanelSessions

3:30 p.m. – 5:00 p.m. ConcurrentWorkshop Sessions

5:15 p.m. – 6:15 p.m. AIB Members’Meeting – HydePark

6:15 p.m. – 7:00 p.m. Women in the AIB– Castlereagh 1

6:45 p.m. – 7:45 p.m. Austrade Reception– Castlereagh 2

Saturday – 8:30 a.m. – 10:00 a.m.

1.1.1 – Opening PlenaryEconomic and Business Trends in Asia: Implications

for ManagementRoom: Ballroom 1 Time: 8:30 a.m. – 10:00 a.m.

Chair:Noritake Kobayashi, Dean, Shukutoku University,

and Emeritus Professor, Keio University,[email protected]

Panel Participants:

Shijuro Ogata, Corporate Auditor, Fuji-Xerox Ltd.Former Deputy Governor for, InternationalRelations, Bank of Japan, Fax: 81-3721-3323

Bruce McKern, Director, Stanford Sloan Program,Stanford University, [email protected]

Dong-Sung Cho, Seoul National University,[email protected]

Wilfried van Honacker, Dean of CEIBS (China-EuropeInternational Business School), Shanghai,[email protected]

Discussant:George Yip, London Business School,

[email protected]

Abstract:

The Asian economic and business crisis, which start-ed in Thailand in 1997, is said to be almost over. Canthe miracle of rapid economic growth rekindle in thePacific? There are many uncertainties hanging onthe horizon: the slowdown of the U.S. economy, thecontinued stagnation of the Japanese economy, theeffect of the China’s entry to WTO, and the fragilebasis of Asian political-economy systems. Also, con-ditions for recovery are different between the coun-tries in the region. This session will examine and dis-cuss the present and future trends in the Pacific Asiaregions based on the views of experienced scholarsand a banker from Australia, China, Japan and SouthKorea.

Organized by Susan Douglas, Dean of Fellows

1.2 Saturday – 10:30 a.m. – 12:00 p.m.

1.2.1 – CompetitiveLearning in JV’sRoom: Beaumont Room Time: 10:30 a.m. – 12:00 p.m.

Chair:Tom Murtha, University of Minnesota,

[email protected]

Discussant:Kulwant Singh, National University of Singapore,

[email protected]

Learning-by-Doing in International Joint Ventures: TheRoles of IJV Novelty and Experience Heterogeneity

Jeff Reuer, Ohio State University, [email protected]

presented by: Maurizio Zollo, INSEAD

Trust and Learning in International Strategic AlliancesBo Nielsen, Copenhagen Business School,

[email protected]

Trust, Organizational Controls, Knowledge Acquisitionfrom the Foreign Parents, and_Performance inVietnamese IJVs

Marjorie A. Lyles, Indiana University,[email protected]

Jeffrey Q. Barden, Duke University



1.2.2 – CompetitiveForeign Direct InvestmentsRoom: Hyde Park Room Time: 10:30 a.m. – 12:00 p.m.

Chair:Stefan Robock, Columbia University,

[email protected]

Discussant:Lorraine Eden, Texas A&M University,

[email protected]

The Value Impact of International CorporateDiversification: Is More Always Better?

David Reeb, American University,[email protected]

Political Hazards, Experience and Sequential Entry inDistribution and Manufacturing: The InternationalExpansion of Japanese Firms

Andrew DeLios, National University of Singapore,[email protected]

The Patterns of Japanese and US Manufacturing FDI overthe Past 20 Years: Japanese versus Reading School

Zu Kweon Kim, Texas A&M-Corpus Christi,[email protected]

Knowledge Seeking, Human Capital and Location Choiceof Foreign Direct Investments in the United States

Wilbur Chung, New York University,[email protected]

1.2.3 – CompetitiveInternational Channel IssuesRoom: Castlereagh 1 Time: 10:30 a.m. – 12:00 p.m.

Chair:David A. Griffith, University of Hawaii,

[email protected]

Discussant:Shaomin Li, City University of Hong Kong,

[email protected]

The Performance Implications of ProcessStandardization of Relational Norm Strategies

David A. Griffith, University of Hawaii,[email protected]

Matthew B. Myers, University of Tennessee

Predicting Consumer Support for Foreign OwnedSupermarkets

Campbell Fraser, Griffith University,[email protected]

Anna Zarkada-Fraser, Griffith University

A Model of Dual Organizational Identification: The Caseof Subsidiary Managers in Multinational Corporations

Davina Vora, University of South Carolina,[email protected]

1.2.4 – CompetitiveCulture’s ConsequencesRoom: Castlereagh 2 Time: 10:30 a.m. – 12:00 p.m.

Chair:Andre Pekerti, The University of Auckland,

[email protected]

Discussant:Duane Kujawa, University of Miami,

[email protected]

Influences of Culture on Negotiation Styles of AsianManagers: An Empirical Study of Major EthnicGroups in Singapore

Aahad M. Osman-Gani, Nanyang Business School,[email protected]

Cross-Cultural Perception of Leadership: Influence ofCulture on Self-Concepts, Attributions, Leadership

Andre Pekerti, The University of Auckland,[email protected]

Empowering Europe: A Study of Empowering, NationalCulture and Cultural Congruence in Twelve Countries

Lena Zander, Stockholm School of Economics,[email protected]

1.2.5 – WorkshopLiabilities of ForeignnessRoom: Phillip 1 Time: 10:30 a.m. – 12:00 p.m.

Chair:Bruce McKern, Stanford University,

[email protected]

Discussant:Sri Zaheer, University of Minnesota,

[email protected]

Adapting to the International Business EnvironmentDeepak Sethi, University of Texas,

[email protected]

Mexican and U.S. Purchasing Agents’ Perceptions ofIndigenous and Foreign Countries’ Manufacturing andDesign Quality

Gary Insch, Boston University, [email protected]

Stewart R. Miller, Michigan State University,[email protected]

Liability of Foreignness in Global Financial Centres:Foreign and Indigenous Firms in the City of London

Lilach Nachum, Cambridge University,[email protected]

Coping with Liability of Foreignness: Different LearningPaths

Bent Petersen, Copenhagen Business School,[email protected]

Torben Pedersen, Copenhagen Business School



1.2.6 – WorkshopSuppliers and Supply NetworksRoom: Phillip 2 Time: 10:30 a.m. – 12:00 p.m.

Chair:Jean Francois Hennart, Tilburg University,

[email protected]

Discussant:Ram Mudambi, Temple University,

[email protected]

The Effects of External Sourcing on Performance: ALongitudinal Study of the Dutch ManufacturingIndustry

Michael J. Mol, Rotterdam School of Management,[email protected]

Eric R. Gedajlovic, Rotterdam School ofManagement

The Strategic Role of Environmental Management as aNetwork Competency: An Empirical Analysis ofJapanese MNEs in Asia-Pacific

Jan Marc Staelens, University of Melbourne,[email protected]

Alternative Forms of Fit in MNE-Supplier Relationships inNew Product Development

Omar N. Toulan, McGill University,[email protected]

Upgrading and Leveraging Competence throughBalanced Supply Structures: The Dynamic

Ji-Ren Lee, National Taiwan University,[email protected]

Ming-Je Tang

Saturday – 12:00 p.m. – 1:00 p.m.

Board/Chapter Chairs MeetingRoom: Castlereagh 2

AIB Board members will meet with the AIB ChapterChairpersons to discuss chapter issues and initia-tives.

P.1 Saturday – 12:00 p.m. – 1:30 p.m.

# Poster Session 1Room: Ballroom 1&2 Time: 12:00 p.m. – 1:30 p.m.

Global Learning of MNC Subsidiaries and TheirPerformance

Jangho Lee, Sogang University,[email protected]

An Investigation of the Motivation | the Formation ofSino-american Joint Ventures

Steven Si, Concordia University,[email protected]

The Determinants of Activity Location for ManufacturingMultinationals in the Asia-Pacific

Michael Enright, University of Hong Kong,[email protected]

Learning the Wrong Lessons from Sematech: TheUnited States Display Consortium’s Failure to Build aU.S. Flat Panel Display Industry.

Stefanie Lenway, University of Minnesota,[email protected]

Globalisation and the Definition of the RelevantGeographic Market in Antitrust Practice

Isabelle De Voldere, Vlerick Leuven GentManagement School,[email protected]

Leo Sleuwaegen, Katholieke Universiteit Leuven

International Services: the choice of organizational formsand plural Management

Somchanok Coompanthu, Chulalongkorn University,[email protected]

The Effect of Regional Integration on Subsidiary Roles:The Heterogeneity of Subsidiares in the NordicCountries

Gabriel R.G. Benito, Norwegian School ofManagement, [email protected]

Effect of Ownership Structure on Performance ofInternational Joint Ventures

Dongkee Rhee, Seoul National University,[email protected]

Jeho Lee, Seoul National University,[email protected]

Namgyoo K. Park, University of Miami,[email protected]



Knowledge Flows During International Expansion:Knowledge Transfer as a Mediator of the Experience-Performance Relationship

Michael Lord, Wake Forest University,[email protected]

MNEs in the Digital Economy?Lilach Nachum, Cambridge University,

[email protected]

Importance of International Linkages for Local Know-How Flows: Some Econometric Evidence FromBelgium

Reinhilde Veugelers, K. U. Leuven,[email protected],

Foreign and Institutional Ownership, and Korean FirmCharacteristics

Dong-Soon Kim , University of Central Florida,[email protected]

Is Ownership Advantage a Necessary Condition forForeign Direct Investment: A Revisit to Dunning’s OLIParadigm

Jung-Soo Seo, University of New South Wales,[email protected]

Product-Mode-Market Combinations as PortfolioSelection: Foundation Considerations

Peter Liesch, University of Queensland,[email protected]

Gary Knight, Florida State University,[email protected]

International Promotion and Emerging MarketsGary Knight, Florida State University,

[email protected]

Richard Fletcher, University of Technology, Sydney,[email protected]

Transaction Costs, Private Branding and Foreign SourcingShih-Fen S. Chen, Brandeis University,

[email protected]

International Market Selections: ChallengingConventional Notions of NMS

Greg Walton, Victoria University of Wellington,[email protected]

Institutional Governance Systems and Variations inNational Competitive Advantage: An IntegrativeModel

Andrew Griffiths, Queensland University ofTechnology, [email protected]

Limitations of the Culture Perspective in ExplainingCountry Differences in International Management

Tatiana Kostova, University of South Carolina,[email protected]

Human Resource Management in Australia: Where HaveWe Come From? Where are we Going?

Robin Kramar, Macquarie University,[email protected]

Understanding Interpersonal Trust in a ConfucianInfluenced Society: An Exploratory Study

Hwee Hoon Tan, National University of Singapore,[email protected]

The Cultural Reverence of Status Characteristics: AConceptual Framework Predicting Member Influenceon Group Decisions

Sigrid Westphal Khorram, University of SouthCarolina, [email protected]

Upward Influence Styles around the World: Evidencefrom Countries in Asia, Europe and North America

David A. Ralston, University of Oklahoma,[email protected]

Cultural, Age, and Gender Differences in BusinessGoals: An Exploratory Study

Cheryl Van Deusen, University of North Florida,[email protected]

Intercultural Communication in International Business:The Case of Cross-Border Mergers and Acquisitions

Olivier Irrmann, Helsinki School of Economics,[email protected]

The Roles of Dispositions and Affective Outcomes onTurnover Intention: Evidence From the People’sRepublic of China

Anne Marie Francesco, Hong Kong BaptistUniversity, [email protected]

Randy Chiu, Hong Kong Baptist University

U.S. Advertising Agencies and Their Clients: A GlobalView of Their Communication Efforts.

Alan T. Shao, University of South Carolina,[email protected]

The impact of FDI’s impact of the productivity of domes-tic firms: The case of China

Dongsheng Zhou, City University of Hong Kong

Shaomin Li, City University of Hong Kong,[email protected]

David K. Tse, University of Hong Kong



1.3 Saturday – 1:30 p.m. – 3:00 p.m.

1.3.1 – PanelGlobalization and Global Competition in Business

EducationRoom: Beaumont Room Time: 1:30 p.m. – 3:00 p.m.

Moderator: Jose de la Torre, Anderson School, UCLA,

[email protected]

Panelists:

Tim Devinney, University of New South Wales,[email protected]– the globalized competitive pressure has reachedbusiness schools. Like many other business, we arere-drawing our boundaries and redefining ouroperations and products. We have to do so becauseof changes in our “market”.

Don Lessard, Sloan School, MIT, [email protected] – the internal challenges to the administration in

making internal changes within the school, as wellas the other challenges like maintaining programintegrity and control, the perspective of developedcountries.

Jan Svejnar, University of Michigan,[email protected]– the internal challenges to the administration inmaking internal changes within the school, as wellas the other challenges like maintaining programintegrity and control, the perspective of emergingeconomies

James Wills, University of Hawaii,[email protected]– logistics management issues of the globalbusiness education market provide numerousopportunities and challenges. The supply chain iscomplex and varied, and the implications for theachievement of quality output are critical

Steve Kobrin, Wharton School, University ofPennsylvania, [email protected]– the implications on faculty members and the striveto maintaining our comparative advantage in thecurrent environment

1.3.2 – PanelRichard N. Farmer Dissertation AwardRoom: Castlereagh 1 Time: 1:30 p.m. – 3:00 p.m.

Chair:Raj Aggarawal, Kent State University,

[email protected]

Selection Committee:Nakiye Boyacigiller, San Jose State University

Robert Grosse, Thunderbird

Kiyohiko Ito, University of Hawaii, Bernard Simonin,Tufts University

2001 Dissertation Award Finalists will present theirdissertation research. The winner will be announcedat the Awards and Recognition Banquet on Sundayat noon.

Finalists:

Heather Berry, University of Pennsylvania (Ph.D. fromUCLA), [email protected]

– The Exploitation and Development ofIntangible Assets by MultinationalEnterprises (MNEs): An Empirical Analysisof the Foreign Direct Investment of US andJapanese MNEs, 1974-1997

Namgyoo K. Park, University of Miami (Ph.D. fromNew York University), [email protected]

– Resource Access and Firm Value: A Test ofResource Effects in the International AirlineIndustry

Ahmad Syamil, Arkansas State University (Ph.D. fromUniversity of Toledo)

– International Benchmarking of IntegratedProduct Development, Practices in the AutoIndustry Supply Chain: A Multigroup,Invariance Analysis

William P. Wan, Thunderbird (Ph.D. from Texas A&MUniversity), [email protected]

– Country Resource Environments, CorporateDiversification Strategies, and FirmPerformance



1.3.3 – PanelKnowledge Based Competition in the Global

Economy; Industries, Firms, Projects,Individuals: A Multilevel Perspective

Room: Castlereagh 2 Time: 1:30 p.m. – 3:00 p.m.

Chair:

Yves L. Doz, INSEAD, [email protected]

José Santos, INSEAD, [email protected]

Stefanie Lenway, Carlson School, University ofMinnesota, [email protected]

Tom Murtha, Carlson School, University of Minnesota,[email protected]

Mary Yoko Brannen, San Jose State University,[email protected]

Abstract:

As global competitors learn to access and arbitrageinternationally more and more resources, and asmarkets become more efficient, traditional sources ofcompetitive advantage erode.

As relevant knowledge and competence sourcesbecome increasingly dispersed and differentiatedaround the world – partly as a consequence of glob-alization – companies can rely less and less on pro-jecting internationally home grown knowledge instandardized packaged forms, such as exportedproducts or replicated business systems only.

Companies that are able to access, share, meld, andleverage complex, usually context-dependent, oftentacit knowledge from multiple locations around theworld are building new sources of competitive advan-tage, particularly in the emergence of new industries,applications, and markets.

This panel presents complementary research per-spectives on this process of global knowledge mobi-lization, rooted at different levels of aggregation:industry, alliance networks, company, project, individ-ual.

1.3.4 – PanelLooking Towards the Future: How eBusiness is

Changing Traditional Business in DifferentCountries


Chair:Carl F. Fey, Stockholm School of Economics and

Stockholm School of Economics in SaintPetersburg, [email protected]

Speakers:

Carl F. Fey, Stockholm School of Economics,[email protected]

Marc Ventresca, Kellogg School of Management,Northwestern University, [email protected]

Srilata Zaheer, Carlson School of Management,University of Minnesota, [email protected]


Udo Zander, Stockholm School of Economics(discussant), [email protected]

Abstract:

While dot.com eBusiness has gained the most atten-tion, many experts agree that eBusiness’ largestimpact will come in providing solutions to help tradi-tional firms. For example, a recent poll of 600 corpo-rate leaders found that 71% plan to use eBusinessby 2001 (Forrester Research, 2000). Further,eBusiness is no longer a US phenomena—by 2002about 62% of eBusiness will take place outside ofNorth America (30% Europe, 22% Asia, 10% other)(eMarketer, 1999). This symposium addresses twoquestions:

1. How is eBusiness transforming the way traditionalbusinesses operate?

2. To what extent and why are different eBusinessmodels used in different countries?



1.4 Saturday – 3:30 p.m. – 5:00 p.m.

1.4.1 – WorkshopCapabilities, Subsidiaries, and ResourcesRoom: Beaumont Room Time: 3:30 p.m. – 5:00 p.m.

Chair and Discussant:Nitin Pangakar, National University of Singapore,

[email protected]

An Empirical Investigation of Subsidiary CapabilityDevelopment and Performance

Sea Jin Chang, Korea University,[email protected]

Pitfalls When Transferring Practice within a MultinationalFirm: Unwanted Transfer as a Neglected Issue

Kazuhiro Asakawa, Keio University,[email protected]

A Note on Edith Penrose’s Contribution to the Resource-Based View of Strategic Management

Alan Rugman, Indiana University,[email protected]

1.4.2 – WorkshopEntrepreneurship and InnovationRoom: Hyde Park Time: 3:30 p.m. – 5:00 p.m.

Chair:Sri Zaheer, University of Minnesota,[email protected]

Discussant:Ishtiaq Mahmood, National University of Singapore,[email protected]

Does Foreign Direct Investment Crowd Out DomesticEntrepreneurship?

Koen De Backer, Katholieke Universiteit,[email protected]

Leo Sleuwaegen, Katholieke Universiteit

Social Capital and Innovation: A Multi-Country StudyMourad Dakhli, University of South Carolina

Dirk De Clercq, University of South Carolina,[email protected]

Comparing Catalysts of Change: Evolution andInstitutional Differences in the Venture CapitalIndustries in the United States, Japan and Germany

Walter Kuemmerle, Harvard Business School,[email protected]

On the Determinants of Global Internet Diffusion: ACross-Country Analysis

Hongxin Zhao, Saint Louis University,[email protected]

1.4.3 – WorkshopExport PerformanceRoom: Castlereagh 1 Time: 3:30 p.m. – 5:00 p.m.

Chair:Dharma de Silva, Wichita State University,[email protected]

Discussant:Sumihiro Takeda, [email protected]

Export Marketing Performance: A Study of ThailandFirms

Craig Julian, Griffith University,[email protected]

Ownership, Marketing Orientation and ExportPerformance of Malaysian Firms

Sundaresan Ram, Thunderbird, [email protected]

Born Global Exporters: Empirical Evidence from a MiddleIncome Country

Alex Rialp, Autonomous University of Barcelona,[email protected]

Structure and Strategy as Determinants of ExportPerformance

Peter Dowling, University of Tasmania,[email protected]

1.4.4 – WorkshopAlliances, Joint Ventures and Culture in

OrganizationsRoom: Castlereagh 2 Time: 3:30 p.m. – 5:00 p.m.

Chair:Laurence Romani, Stockholm School ofEconomics, [email protected]

Discussant:Schon Beechler, Columbia University,[email protected]

Multiple Paradigms in National and InternationalBusiness Culture Research: Evidence from EmpiricalFindings

Christos Nicolaidis, University of Macedonia,[email protected]

Alliance Integration Processes: A Longitudinal CaseStudy of the BP

Lin Lerpold, Stockholm School of Economics,[email protected]

Does Your Swedish Cut the Mustard?, The Power ofCorporate Language in a Nordic Post-MergerIntegration

Rebecca Marschan-Piekkari, University of Bath,[email protected]



1.4.5 – WorkshopHistorical Case Studies: Internet, business service

and manufacturingRoom: Phillip 1&2 Time: 3:30 p.m. – 5:00 p.m.

Chair:Jesper Strandskov, Aarhus School of InternationalBusiness, [email protected]

Discussant:Tom Roehl, Western Washington University,[email protected]

Internationalization of Services: A Longitudinal CaseStudy of ISS International Service System, 1901-90

Jesper Strandskov, Aarhus School of InternationalBusiness, [email protected]

Devices for Reducing Negotiating ExpensesGordon Boyce, Victoria University,

[email protected]

The Hyundai Motor Co. & the Globalisation of theAutomobile Industry: The Interaction of Productionand Employment Relations Strategies

Chungsok Suh, University of South Wales,[email protected]

Russell Lansbury, University of Sydney

Saturday – 5:15 p.m. – 6:15 p.m.

Academy of International BusinessMembers’ MeetingGeneral Members MeetingRoom: Hyde Park Time: 5:15 p.m. – 6:15 p.m.

AIB Executive Board will report on the state of theAIB. All AIB members are welcome.

# Saturday – 6:15 p.m. – 7:00 p.m.

WAIB – Women in the Academy ofInternational BusinessNetworking for Women in the AIBRoom: Castlereagh 1 Time: 6:15 p.m. – 7:00 p.m.

All women in the AIB are welcome to attend this firstannual reception hosted by the Department ofManagement at Texas A&M University.

# Saturday – 6:45 p.m. – 7:45 p.m.

Austrade ReceptionRoom: Castlereagh 2 Time: 6:45 p.m. – 7:45 p.m.

Networking and information session on the AustradeInstitute, its new research initiative, hosted byAustrade. Austrade is the Australian TradeCommission - the federal government’s export andinvestment facilitation agency.


S u n d a y P r o g r a m

Sunday, 18 November, 2001


8:30 a.m. – 10:00 a.m. Plenary PanelSessions

10:00 a.m. – 6:00 p.m. Exhibits Open –Level 2 Foyer

10:30 a.m. – 12:00 p.m. ConcurrentSessions (competi-tive and workshop)

12:00 p.m. – 1:40 p.m. Awards andRecognitionBanquet (HaynesPrize for BestPaper, JIBSDecade Award,Farmer DissertationAward, Dean of theYear award) –Ballroom

2:00 p.m. – 3:30 p.m. ConcurrentSessions (competi-tive and workshop)

4:00 p.m. – 5:30 p.m. CEO Panel –Ballroom

6:30 p.m. – 8:00 p.m. InternationalExecutive of theYear, Presentationfollowed by a BeerTasting Receptionsponsored by LionNathan –PowerhouseMuseum

2.1 Sunday – 8:30 a.m. – 10:00 a.m.

2.1.1 – PanelThe Institutional Environment for Multinational

StrategyRoom: Beaumont Room Time: 8:30 a.m. – 10:00 a.m.

Chair:Witold Henisz, Wharton School, University ofPennsylvania, [email protected]

Discussant:Walter Kuemmerle, Harvard Business School,[email protected]

Presenters:

Lorraine Eden, Texas A&M University,[email protected] (with Jun Li, Texas A&MUniversity)

– Black Holes in Tax Space? Tax Havens andForeign Direct Investment

Witold Henisz, Wharton School, University ofPennsylvania, [email protected] (withAndrew Delios, National University of Singapore,[email protected])

– Uncertainty, Imitation and Plant Location:Japanese MNCs, 1990-96

Elizabeth Maitland, University of Melbourne,[email protected]

– Corruption and Multinational EnterprisesThe four papers each examine the influence of theinstitutional environment on a key element of multi-national strategy. While they vary in their breadth ofdefinition of that environment (including a focus onspecific policies such as the construction of a taxhaven or the protection of intellectual property as wellas uncertainty over future policies) and the firm-leveloutcomes (investment location decisions, differencesin costs and governance) under study, they share aninterest in empirically demonstrating how the politicaland policy environment of a nation shapes the strate-gic choices of multinational actors.

2.1.2 – PanelPrivatization and Behavior of Firms in Emerging

MarketsRoom: Castlereagh 1 Time: 8:30 a.m. – 10:00 a.m.

Contact: Jan Svejnar, WDI, University of Michigan,

[email protected]

Chair:Bernard Yeung, NYU and WDI,

[email protected]



Speakers:

Nandini Gupta, The William Davidson Institute at theUniversity of Michigan Business School,[email protected]

(to be presented by: Klara Sabirianova, The WilliamDavidson Institute at the University of MichiganBusiness School)

– Partial Privatization and RevenueMaximization: Evidence from India

Katherine Terrell, The William Davidson Institute atthe University of Michigan Business School,[email protected]

– Determinants of Entrepreneurship in theTransition Economies: The Case of theCzech Republic

Jan Svejnar, University of Michigan,[email protected]

– Credit Rationing, Soft Budget Constraintsand Investment Behavior of Firms Duringthe Transition

2.1.3 – PanelThe Frontiers of International Human Resource

ManagementRoom: Castlereagh 2 Time: 8:30 a.m. – 10:00 a.m.

Chairpersons: Vladimir Pucik, IMD, [email protected]

Paul Evans, INSEAD,[email protected]

Discussant:Yves Doz, INSEAD, Fontainebleau,

[email protected]

Panelists:

Vladimir Pucik, IMD, Lausanne, [email protected] – Reconfiguring the Global Business,

Schon Beechler, Columbia, New York,[email protected]– Selection and Development of Leaders in MNCs,

Katherine Xin, CEIBS, Shanghai/HKUST, Hong Kong – Performance Management in a Global Context

Ingmar Bjorkman, Swedish School of Economics,Helsinki, [email protected]– HRM and Knowledge Transfer in the MNC

Paul Evans, INSEAD, Fontainebleau,[email protected]– Theoretical Perspectives for Exploring the

Frontiers of IHRM: Duality and Paradox,

With the acceleration of globalization, there has beenconsiderable momentum in theory, research andpractice on international human resource manage-ment (IHRM). The traditional research agenda ofIHRM focused on expatriation, cross-cultural man-agement and strategic alliances. Today, the frontiers

are expanding rapidly to deal with broader aspects ofhuman resource and organizational managementthat are widely recognized to be problematic chal-lenges in the process of globalization.

The aim of this panel is to explore the humanresource aspects of emerging issues connected withglobalization strategies:

• The implementation of new organization modelsthat must meet conflicting needs, such as globalscale versus local customer needs, and exploita-tion versus exploration; • The development of leaders with capabilities andmindsets that can deal with the increasing com-plexity of global business;• The design of performance management sys-tems that reconcile fairly and equitably global stan-dards with local norms and values; • The creation and transfer of knowledge within thenetwork of global subsidiaries;• The underlying challenges to the theoretical par-adigms that guide our research in IHRM.

2.1.4 – PanelDebating Location: Old Approaches and New

Perspectives

Australia-NZ Fellows (Australia – New ZealandInternational Business Association)


Chair:Stephen Nicholas, Australian Centre for

International Business, University of Melbourne,Australia, [email protected]

Participants: J. Myles Shaver, Management and International

Business, University of Minnesota &, Stern Schoolof Business, NYU, [email protected],[email protected]

John Dunning, University of Reading and RutgersUniversity, 44-0-1491-628902

Mary Amiti, University of Melbourne,[email protected]

Abstract:

The panel has been structured to canvass conflictingviews what we know and do not know about ‘location’in international business research. While the panelwill lead the discussion, the aim is to involve the audi-ence in debating new perspectives on location.Approaches to the spatial distribution of economicactivity include neoclassical and new trade theory;aggregation clustering and path dependency; nation-al tournaments and incentive regimes; and homecountry-host country effects. The panel will both pro-pose new frameworks for integrating location into thetheory of international business and defend existingparadigms.



2.2 Sunday – 10:30 a.m. – 12:00 p.m.

2.2.1 – CompetitiveR&D, knowledge and geographyRoom: Beaumont Room Time: 10:30 a.m. – 12:00 p.m.

Chair:Mingfang Li, California State University, Northridge,[email protected]

Discussant:Wilbur Chung, Stern School, NYU,[email protected]

MNE Competence-Creating Subsidiary Mandates: AnEmpirical Investigation

Ram Mudambi, Temple University,[email protected]

The Transfer of Knowledge and the Diffusion ofManagement Innovations: The Case of, QualityProgrammes in Iberian Automotive Suppliers

Celeste Amorim, University of Reading,[email protected]

Mobility of Engineers and Cross-Border KnowledgeBuilding: The Technological Catching-Up Case ofKorean and Taiwanese Semiconductor Firms

Jaeyong Song, Yonsei University,[email protected]

2.2.2 – CompetitiveMultinationalsRoom: Hyde Park Time: 10:30 a.m. – 12:00 p.m.

Chair:Bernard Wolf, York University, [email protected]

Discussant:Susan Feinberg, University of Maryland,

[email protected]

What Do You Have to Declare?, Transfer PriceManipulation in US Imports

Lorraine Eden, Texas A&M University,[email protected]

Tieying Yu, Texas A&M University

Firm Expansion Across Geographic and Product Marketsand Choice of Organization Structure: An EmpiricalStudy

Tailan Chi, University of Illinois, Urbana-Champaign,[email protected]

2.2.3 – CompetitiveCross-Cultural Factors in the Business ContextRoom: Castlereagh 1 Time: 10:30 a.m. – 12:00 p.m.

Chair:Peter Walters, Hong Kong Polytechnic University,

[email protected]

Discussant:G.M. Naidu, University of Wisconsin-Whitewater,

[email protected]

Relational Competence and Relationship Quality inInternational Business Partnerships

Michel C. T. Phan, University of Sydney,[email protected]

Chris W. Styles, University of New South Wales

Paul G. Patterson, University of New South Wales

A Framework for Cultural Value Dimensions in aBusiness Context

Susan Forquer Gupta, University of Wisconsin,Milwaukee, [email protected]

International Relationship Marketing: On Learning &Navigation in Cross-Cultural Business Contexts

Poul Andersen, Aarhus School of Business,[email protected]

2.2.4 – CompetitiveDecision Making Processes and Consequences in

MNCsRoom: Castlereagh 2 Time: 10:30 a.m. – 12:00 p.m.

Chair:Andrew Delios, National University of Singapore,

[email protected]

Discussant:Alan Shao, University of North Carolina,

[email protected]

An Empirical Study of Escalation in InternationalStrategic Alliances


How do Firms Develop the Capability to Mobilize andCreate Knowledge for Innovation: Comparative CaseStudies for Japanese and U.S. Firms

Annique Un, MIT Sloan School of Management,[email protected]



Brain Circulation, Capital Flows, andthe World Order: A ComputerSimulation of Migrant EconomicActivity

Mina Yoo, University of Michigan,[email protected]

Klaus Weber, University of Michigan,[email protected]

2.2.5 – WorkshopGlobalization IssuesRoom: Phillip 1 Time: 10:30 a.m. – 12:00 p.m.

Chair:Gerald Albaum, University of New Mexico,

[email protected]

Discussant:Hengchian Huang, National Taiwan University,

[email protected]

International Experience, Experiential Knowledge andthe Internationalization of the Firm

Heather I.M. Wilson, University of Auckland,[email protected]

A Regional vs. Global Strategy and Its Impact onLearning During the Internationalization Process

Sylvie Chetty, Massey University,[email protected]

Transference of Marketing Activities to Foreign MarketsGerald Albaum, University of New Mexico,

[email protected]

David Tse, University of Hong Kong

George C. Hozier, Jr., University of New Mexico

Kenneth G. Baker, University of New Mexico

2.2.6 – WorkshopIndividual and Team Effectiveness in OrganizationsRoom: Phillip 2 Time: 10:30 a.m. – 12:00 p.m.

Chair:Carl F. Fey, Stockholm School of Economics,

[email protected]

Discussant:Lena Zander, Stockholm School of Economics,

[email protected]

Exploring the Success of Expatriates of U.S.Multinational Firms in Mexico

Steven Edmond, ITESM,[email protected]

Developing a Model of Leadership Styles: What WorksBest in Russia?

Carl F. Fey, Stockholm School of Economics,[email protected]

Information Pooling and Team Effectiveness: The Role ofTrust and Culture

Davina Vora, University of South Carolina

Mourad Dakhli, University of South Carolina,[email protected]

Arzu Ilsev, University of South Carolina

Sigrid Khorram, University of South Carolina

A Cross-National Assessment of Managerial Values inLatin America

James P. Johnson, Old Dominion University,[email protected]

Tomasz Lenartowicz, University of Texas at Austin

# Sunday – 12:00 p.m. – 1:40 p.m.

Awards and Recognition BanquetRoom: Ballroom Time: 12:00 p.m. – 1:40 p.m.

The luncheon will feature the recognition of the win-ners of the 2001 Haynes Prize for Best Paper, JIBSDecade Award, Richard N. Farmer DissertationAward, Dean of the Year, AIB-CIBER Case Awardand others. Steve Kobrin, AIB President will addressattendees regarding the current issues facing theorganization.

Haynes PrizeFinalist$



2.3 Sunday – 2:00 p.m. – 3:30 p.m.

2.3.1 – CompetitiveBusiness GroupsRoom: Beaumont Time: 2:00 p.m. – 3:30 p.m.

Chair:Omar Toulan, McGill University,

[email protected]

Discussant:Tarun Khanna, Harvard Business School,

[email protected]

Power Dependence, Diversification Strategy andPerformance in Keiretsu Affiliated Firms

Hicheon Kim, Hanyang University,[email protected]

Robert E. Hoskisson, University of Oklahoma

William P. Wan, Thunderbird

The Two Faces of Group StructureIshtiaq, P. Mahmood, National

University of Singapore,[email protected]

Impact of the Asian Economic Crisis on KoreanChaebols: Some Empirical Evidence

Soonkyoo Choe, Kookmin University,[email protected]

2.3.2 – CompetitiveEmerging MarketsRoom: Hyde Park Time: 2:00 p.m. – 3:30 p.m.

Chair:Hengchiang Huang, National Taiwan University,

[email protected]

Discussant:Stefanie Lenway, University of Minnesota,

[email protected]

The Impact of Trade Liberalization on the Firm: The Roleof Technology Resources

Stanley Nollen, Georgetown University,[email protected]

The Changing FDI Climate in India and the Rise ofTradable Service Exports

Ravi Ramamurti, Northeastern University,[email protected]

The Measurement and Structuring of Formal IncentiveSystems in Chinese State-Owned Enterprises: AnEmpirical Analysis of Exogenous Influences

Johnny Deng, Jinglun Electronic Co., Ltd, P.R.C.

Neale O’Connor, City University of Hong Kong,[email protected]

Jingsong Tan, Zhongshan University, P.R.C.

The Value of Restructuring in an Emerging Economy:Evidence from the Czech Republic

Mona V. Makhija, The Ohio State University,[email protected]

2.3.3 – CompetitiveGlobal E-Commerce OperationsRoom: Castlereagh 1 Time: 2:00 p.m. – 3:30 p.m.

Chair:Taeho Kim, Thunderbird, [email protected]

Discussant:Vicki Jones, Fundacao Getulio Vargas,

[email protected]

Online Models in Global E-Commerce: Research Issuesand Propositions

Syed Tariq Anwar, West Texas A & M,[email protected]

On-line Privacy: A multidimensional MatterPaul Prabhaker, Illinois Institute of Technology,

[email protected]

The Effects of Marketing and Firm Resources onElectronic Retailer Performance

Deborah Colton, University of South Carolina,[email protected]

2.3.4 – CompetitiveInternational HRMRoom: Castlereagh 2 Time: 2:00 p.m. – 3:30 p.m.

Chair:Margaret (Molly) Takeda, Aoyama Gakuin Grad.

School of Business, [email protected]

Discussant:Margaret (Molly) Takeda, Aoyama Gakuin Grad.

School of Business, [email protected]

The Dimensionality and Determinants of PaySatisfaction: A Cross-Cultural Investigation of a Firm’sGroup Incentive Plan

Sunny C.L. Fong, Sun Microsystems,[email protected]

Margaret Shaffer, Hong Kong Baptist University

A Network Paradigm for the Family Business EnterpriseHung-bin Ding, Rensselear Polytechnic Institute,

[email protected]




2.3.5 – WorkshopSpillover Effects of MultinationalsRoom: Phillip 2 Time: 2:00 p.m. – 3:30 p.m.

Chair:J. Markham Collins, University of Tulsa, Mark-

[email protected]

Discussant:Tailan Chi, University of Illinois, Urbana-Champaign,

[email protected]

Multinational Corporations and Agricultural Development:Political Economy of Contract Farming in the IndianPunjab

Sukhpal Singh, IRMA India, [email protected]

Multinationals, NGOs and Environmental RegulationSarianna M. Lundan, University of Maastricht,

[email protected]

Environmental Policy and International BusinessAlan Rugman, Indiana University,

[email protected]

Sunday – 4:00 p.m. – 5:30 p.m.

CEO Panel SessionGlobalisation from Down UnderRoom: Ballroom Time: 4:00 p.m. – 5:30 p.m.

Moderator:Michael Gill, Editor-in-Chief of Fairfax Business

Publications

A special panel of CEOs from sponsoring corpora-tions will discuss the topic “Globalisation from DownUnder.” Panelists will consider Australia’s role inglobalisation and how they plan to position their owncompanies as their respective industries globalise.

# Sunday – 6:30 p.m. – 8:30 p.m.

International Executive of the Year AwardPlace: Powerhouse Museum Time: 6:30 p.m. – 8:30p.m.

The Executive of the Year Awards will be a BeerTasting at the Powerhouse Museum. Lion Nathan,brewers of Hahn, Tooheys and Victoria Bitter, willsponsor the evening. The 2001 InternationalExecutive of the Year will be announced. Delegateswill be able to go through the lower levels of themuseum, which is one of the best in Australia.

Transport: Buses will leave from the Sheraton onthe Park Hotel between 5.30-6:00 p.m. fromCastlereagh Street to take attendees to thePowerhouse Museum located at 500 Harris Street,Ultimo.


M o n d a y P r o g r a m

Monday, 19 November, 2001

Monday Overview:


8:30 a.m. – 10:00 a.m. Plenary Sessions

10:00a – 6:00 p.m. Exhibits Open –Level 2 Foyer

10:30 a.m. – 12:00 p.m. ConcurrentSessions(Competitive andworkshop)

12:00 p.m. – 1:30 p.m. Poster Sessions –Ballroom 1 & 2

1:30 p.m. – 3:00 p.m. ConcurrentSessions (competi-tive and workshop)

4:00 p.m. – 5:30 p.m. Australian NotablesPanel – Ballroom

6:30 p.m. – 9:30 p.m. Gala Dinner hostedby AustralianGraduate School ofManagement(AGSM) – SydneyTown Hall

3.1 Monday – 8:30 a.m. – 10:00 a.m.

3.1.1 – PanelInstitutional Variation and Firm Performance:

Spotlighting the Complementarity between theRole of Government & Other Institutions


Contact person: Tarun Khanna, Harvard Business School

[email protected]

Chair and Discussant:Jan Svejnar, University of Michigan,[email protected]

Speakers: Tarun Khanna, Harvard Business School,

[email protected]

Witold Henisz, Wharton School, U of Pennsylvania,[email protected]

Ishtiaq Mahmood, National University of Singapore,[email protected]

Bernard Yeung, Stern School, NYU,[email protected]

Srilata Zaheer, Carlson School, U of Minnesota,[email protected]

Abstract:

Government involvement in the economy hasincreasingly been viewed with skepticism, earningthe uncharitable sobriquet, ‘the grabbing hand.’ Yetthis stark view is the polar opposite of ‘the helpinghand’ view that held sway over much of the past cen-tury. Through a series of five papers in this sympo-sium, we suggest that governments are neither goodnor bad per se, but that their actions are augmentedor constrained by other economic, social and politicalinstitutions in the economy. Our objective is to viewthe workings of government through such a lens ofinstitutional complementarity. The particular institu-tions that we consider include those that comprisethe country’s innovation system, educational institu-tions, those that underpin the functioning of domestic(product, capital and managerial talent) markets, andthose that facilitate interaction with foreign organiza-tions. The industry settings of the analyses are var-ied, the geographic settings span the globe, and themethodologies used are diverse. Our aspiration isthat the variety of methodologies and industry set-tings, and the theoretical framing of institutional com-plementarity, will allow us to build upon the solidfoundation of existing studies that have focusedlargely on mapping country-level measures of institu-tions onto broad economic outcomes.

3.1.2 – PanelBeyond FDI: Assessing the Role of FDI in A

Country’s Economic DevelopmentRoom: Castlereagh 1 Time: 8:30 a.m. – 10:00 a.m.

Chair:John Dilyard, St Francis College NY,

[email protected];[email protected]

Speakers: John H. Dunning, Rutgers University and Reading

University

H. Peter Gray, Rutgers University,[email protected]

Robert Grosse, Thunderbird University, [email protected]

Abstract:

FDI is the subject of a rich and growing body of liter-ature. Much has been written about why firmsengage in FDI, how it is distributed globally, and whatbenefits FDI can bring to the host country. Overall,FDI is considered a “good thing”. It transfers skillsand technology, it is a mechanism through whichfirms are globalized, and it is a way in which capital-poor countries can receive investment capital. Anarea of study that perhaps has received less atten-tion, however, is the actual assessment of these“good things”. The main purpose of this panel is toaddress this issue.



3.1.3 – PanelModerating Effect of Nation State on Coevolution of

Strategy and Organization ChangeRoom: Castlereagh 2 Time: 8:30 a.m. – 10:00 a.m.

Chair and contact person: Arie Y. Lewin, Fuqua School of Business, Duke

University, [email protected]

Discussant:Myles Shaver, Stern, NYU, and U Minnesota,

[email protected],[email protected]

Speakers:

Jisung Kim– Coevolution of the Firm and Its Environment:

Moderating Effect of Nation State Mitchell P. Koza, Cranfield School of Management,

Cranfield University– Evolution of Cartels in Germany, France and

the USA, 1870-1930: A Multilevel Analysisof National Political Economy

Silvia Massini* (UMIST) – Convergence and Divergence of Organizing:

A Comparative Panel Study Germany,Japan and USA, 1992-1996

Raymond Van Wijk*, Rotterdam School ofManagement, Erasmus University

– Organizing for Knowledge Integration: AComparative Panel Study Europe, Japanand USA, 1962-1996

Abstract:

Social science disciplines have explored the thesisthat cultural, historical, political, social, and econom-ic dimensions of a nation state which are embeddedin the institutional configurations, moderate manage-rial practices and organizational strategic adaptation.However, much of the research centers on partialrelationships reflecting disciplinary orientations andoften involves historical accounts without theoreticalunderpinnings of explored phenomena. The result isa fragmented literature on comparative manage-ment.

With the “globalization” of business activities, thequestion of whether and how factors specific to anation state affect managerial practices has emergedas an important contingency. The goal of this sympo-sium is to consider the range of theoretical argu-ments and empirical studies involving institutionalconfigurations, as well as the theoretical and empiri-cal literature on the influence of institutional configu-rations—in short, the moderating effect of nationstates—on managerial practices. Specifically wewish to explore the arguments that managerial prac-tices such as strategic management, organizationaldesign, employment relationships, governance struc-tures, and authority and control relationships reflect

embedded institutional configurations of a nationstate, which act as constraints on population andorganizational level adaptation. These managerialpractices evolve as a consequence of the never end-ing interplay between changes in the institutionalconfiguration within which organizations are embed-ded, the dynamics of population level, and the macroenvironment.

3.1.4 – PanelInternationalization of Business Schools Throughout

the WorldRoom: Beaumont Time: 8:30 a.m. – 10:00 a.m.

Chair:Jeffrey Arpan, University of South Carolina,

[email protected]

Speakers:

Jeffrey Arpan, University of South Carolina,[email protected]

– The 2000 USC/AIB Survey of theInternationalization of Business Schools

T.S. Chan, Lingnan University, Hong Kong,[email protected]

– Internationalization in Hong Kong and ChinaTerri Lituchy, Cancordia University, Canada,

[email protected]– Internationalization in Canada, Mexico and

JapanDaniel Van Den Bulcke, University of Antwerp,

Belgium: [email protected]– Internationalization in Western Europe

Mahmood Zaidi, University of Minnesota,[email protected]

– New Internationalization in PolandAbstract:

For several decades, business schools throughoutthe world have been increasingly “internationalizing”their academic programs and faculty to enhance theknowledge, expertise, recruitment and placement oftheir students. This panel session provides currentinformation about these internationalization activitiesin many different countries and regions of the worldso AIB members can learn about what other schoolshave been doing and based on this, what perhapstheir own schools should be doing and/or changing.It also provides opportunities to discuss intellectualaspects of programs’ design, content, and quality,along with their faculty’s suitability, organization andmotivation.



3.1.5 – PanelJIBS Decade Award

Honoring the most influential article from the 1991volume of the Journal of International BusinessStudies

Room: Phillip 1&2 Time: 8:30 a.m. – 10:00 a.m.

Chair:Thomas L. Brewer, Georgetown University, JIBS

editor, [email protected]

Presentation by 2001 Winner:

Arvind Parkhe, Indiana University,[email protected]

– Interfirm Diversity, Organizational Learning,and Longevity in Global Strategic AlliancesVol. 22, No. 4, pp. 579-602

Discussants:Tatiana Kostova, South Carolina University

David Ralston, Oklahoma University

3.2 Monday – 10:30 a.m. – 12:00 p.m.

3.2.1 – CompetitiveInternationalization Process ModelsRoom: Beaumont Time: 10:30 a.m. – 12:00 p.m.

Chair:Tagi Sagafi-nejad, Loyola College in Maryland,

[email protected]

Discussant:Torben Pedersen, Copenhagen Business School,[email protected]

Breaking the Mold: Top Management Characteristics andthe Foreign Investment Decision

Harry Barkema, Tilburg University

Oleg Chvyrkov, Tilburg Univ., [email protected]

Strategic Investments in Emerging International Markets:Managerial Perceptions of Risks and Rewards

Sally W. Fowler, American University

Michael D. Lord, Babcock Graduate School,[email protected]

Strategic Flexibility and the Internationalization ProcessModel: An Exploratory Study

Pieter Pauwels, University of Maastricht,[email protected]

Paul Matthyssens,Erasmus University, TheNetherlands

3.2.2 – CompetitiveFinance and AccountingRoom: Hyde Par k Time: 10:30 a.m. – 12:00 p.m.

Chair:Bernard Yeung, Stern, NYU, [email protected]

Discussant:Jay Choi, Temple University,

[email protected]

Credit Arbitrage in the yen Euromarket between Asia andLondon

Jonathan Batten, Deakin University,[email protected]

LOB and Geographic Segment Disclosures: An Analysisof the Impact of IAS 14 Revised

Donna L. Street, James Madison University,[email protected]

Selective Hedging of exchange-rate risks – Evidencefrom German non-financial corporations

Martin Glaum, Justus-Liebig-Universitat Giessen,[email protected]

Recognizing Macroeconomic Fluctuations in Value-Based Management

Lars Oxelheim, Institute of Economic Research,Lund University

Clas Wihlborg, Copenhagen Business School,[email protected]

3.2.3 – CompetitiveEntry StrategiesRoom: Castlereagh 1 Time: 10:30 a.m. – 12:00 p.m.

Chair:Saeed Samiee, University of Tulsa,

[email protected]

Discussant:June Francis, Simon Fraser University,

[email protected]

Acquisitions vs. Greenfield Entry StrategiesAnne-Wil Harzing, University of Melbourne, anne-

[email protected]

Firm-Specific Variables in International Joint Ventures: AStudy of Australian-Indian Joint Ventures in India

Sharif N. As-Saber, University of Tasmania,[email protected]

Peter J Dowling, University of Tasmania, Australia

Peter W Liesch, University of Queensland, Australia

How to Use Network Experience in OngoingInternational Business Partnerships

Angelika Lindstrand, Uppasala University,[email protected]



3.2.4 – CompetitiveNational and Organizational CultureRoom: Castlereagh 2 Time: 10:30 a.m. – 12:00 p.m.

Chair:Duane Kujawa, University of Miami,

[email protected]

Discussant:Tatiana Kostava, University of South Carolina,

[email protected]

The Effect of a Forgiving Organizational Culture onCommitment

Irene Chew Keng-Howe, Nanyang Business School,[email protected]

A Model of Dual Organizational Identification: The Caseof Subsidiary Managers in Multinational Corporations

Davina Vora, University of South Carolina,[email protected]

Culture Assessment Revisited: TheSelection of Key Informants in IBCross-Cultural Studies

Tomasz Lenartowicz, The University of Texas atAustin, [email protected]

Kendall Roth, University of South Carolina

3.2.5 – WorkshopInternational R&DRoom: Phillip 1 Time: 10:30 a.m. – 12:00 p.m.

Chair:Sumit Kundu, Saint Louis University,

[email protected]

Discussant:Kazuhiro Asakawa, Keio University,

[email protected]

Dual Facades of Technological Capabilities: A Study ofKnowledge Sourcing From Host Countries ofOverseas R&D Operations

Jaeyong Song, Yonsei University,[email protected]

Technology Intensive Industries in a Newly IndustrializedEconomy: Foreign Firms Participation and TheirDiversification Strategies

Siah Hwee Ang, City University Business School,[email protected]

To be presented by: Nitin Pangakar, NationalUniversity of Singapore

3.2.6 – WorkshopTradeRoom: Phillip 2 Time: 10:30 a.m. – 12:00 p.m.

Chair:Peter Schroth, Rensselaer Polytechnic Institute,

[email protected]

Discussant:Robert Grosse, Thunderbird, [email protected]

The Impact of Distance Sensitivity and Economies ofScale on the Output and Exports of Israel and itsArab neighbors – An Empirical Analysis

Niron Hashai, Bradford University School ofManagement, [email protected]

WTO Trade Disputes and Its FutureDevelopment – An EmpiricalAnalysis

Jason Yin, Seton Hall University, [email protected]

Robert W. McGee, Seton Hall University,[email protected]

Doowon Lee, Yonsei University,[email protected]

Economic Regionalization, Trade and Foreign DirectInvestment – A Two-Tier Study of Effects of RegionalEconomic Cooperation

Seung H. Kim, Saint Louis University,[email protected]

Hongxin Zhao, Saint Louis University

Jianjun Du, University of Houston





P.2 Monday – 12:00 p.m. – 1:30 p.m.

# Poster Session 2Room: Ballroom 1&2 Time: 12:00 p.m. – 1:30 p.m.

Greed and Fear: Obstacles to CooperationWillem Burgers, CEIBS, [email protected]

Small Open Economies in the Globalisation Process:Evidence from the Ownership Structure of BelgianCompanies

Haiyan Zhang, University of Antwerp,[email protected]

Danny Van Den Bulcke, University of Antewerp

Equity Joint Venture Characteristics and Their Influenceon Foreign Direct Investment by Service andManufacturing Firms in China

Doren Chadee, University of Auckland,[email protected]

Terry Wu, University of Regina

Multinationality and Firm Value: A Review and Directionsfor Future Research

Kwong Chan, Michigan State University,[email protected]

Transforming the Firm’s Set of Activities After RadicalChanges in the Institutional Environment: Influences,Patterns, and Limitations

Alvaro Cuervo-Cazurra, University of Minnesota,[email protected]

Internationalization and Performance: TraditionalMeasures and Their Decomposition

David J. Boggs, Saint Louis University,[email protected]

Chin-Chun Hsu, Saint Louis University

Local Resources and Global Opportunities: The Effect ofGlobal Network Ties on Managerial Performance inDifferent Economic Environments

Marie Louise Mors, INSEAD, [email protected]

An Empirical Investigation of the Utilization ofExpatriates: Agency Theory and Transaction CostPerspectives

Danchi Tan, National Chengchi University,[email protected]

Joseph T. Mahoney, Univ. of Illinois at Urbana-Champaign

Linking Global Supply Chains with the InternetRobert N. Mefford, University of San Francisco,

[email protected]

The Influence of Firm Internationalization & Cycle Timeon Firm Performance

C. Clay Dibrell, Oregon State University,[email protected]

Paula D. Harveston, Berry College

Peter S. Davis, University of Memphis,[email protected]

Capital Growth of Overseas Chinese Business Groups ina Business-Political Uncertainty Context

Chiao-sen Chang, Tokyo University of Agriculture,[email protected]

Corporate Reconnaissance: Information Loops inJapanese Industries

Michael A. Witt, Harvard University,[email protected]

Individual Attribute Determinants of Attitudes TowardForeign Firms in Korea: Survey Results and PolicyImplications

Bang Nam Jeon, Drexel University,[email protected]

Se Young Ahn, Sogang University

Marketing to Minorities in BrazilVicki Jones, Escola de Administracao,

[email protected]

International Marketing Standardisation: A Study of theTop 500 Germany Companies

Vivienne Shaw, University of Otago,[email protected]

Tobias Richter, University of Otago

Perspectives of Euro-Preparedness of U.S.Manufacturers

G.M. Naidu, University of Wisconsin – Whitewater,[email protected]

The Tale of Two Countries: Building Better Work AttitudeLee Chay Hoon, Nanyang Business School,

[email protected]

Emotional Aptitude, Career Commitment, and CareerSuccess

June M.L. Poon, University Kebangsaan Malaysia,[email protected]

Our Diverse Futures: Diversity Management inInternational Companies in the United States,Canada and Australia

Paul Kauffman, University of Canberra,[email protected]

It’s About CultureLaurence Romani, Stockholm School of Economics,

[email protected]



Ecology and Culture: The Impact of Work-RelatedValues of Environmental Sustainability

Bryan Husted, Instituto Tecnologico y de EstudiosSuperiores de Monterrey,[email protected]

National and Organizational Culture Differences andInternational Joint Venture Performance

Jaepil Choi, Hong Kong University of Science andTechnology, [email protected]

Vijay PothukuchiFariborz Damanpour, Rutgers UniversityChao C. ChenSeung Ho Park

Effects of Expatriate Training on Firm Performance: AConceptual Approach

Xiaohua Yang, Bond University,[email protected]

Susan McGrath-Champ, University of Sydney,[email protected]

George Chao, Michigan State University,[email protected]

Knowledge Transfers in the Global Corporation: TheCase of Alcan

Martyn Wright, University of Warwick,[email protected]

When Common Sense Becomes Uncommon:Participation and Empowerment in RussianCompanies with Western Participation

Snejina Michailova, Copenhagen Business School,[email protected]

Management and Organization Research in the ChineseContext: A Review and Research Agenda

Jiatao Li, Hong Kong University of Science andTechnology, [email protected]

3.3 Monday – 1:30 p.m. – 3:00 p.m.

3.3.1 – CompetitivePerformance and National BoundariesRoom: Hyde Park Time: 1:30 p.m. – 3:00 p.m.

Chair and Discussant:Robert Grosse, Thunderbird, [email protected]

Macroeconomic Exposure, Diversification and FirmPerformance: A Study of East Asian Economies in theContext of an Economic Shock

Kulwant Singh, National University of Singapore,[email protected]

Global Trade &Investment Network Effects on Cross-Border Acquisitions

J. Muir Macpherson, University of Pennsylvania,[email protected]

The Structure of Profitability Around the WorldTarun Khanna, Harvard Business School,

[email protected]

3.3.2 – CompetitiveTrust and the Power of Relationships in

OrganizationsRoom: Castlereagh 2 Time: 1:30 p.m. – 3:00 p.m.

Chair:Kevin Au, Chinese University of Hong Kong,

[email protected]

Discussant:Schon Beechler, Columbia University,

[email protected]

Culture’s Influence on Organizational Trust: A SevenNation Study

Lenard Huff, Brigham Young University,[email protected]

Lane Kelley, University of Hawaii-Manoa

Hierarchical Linear Model Analysis on Trust and itsBenefits in 42 Societies

Kevin Au, Chinese University of Hong Kong,[email protected]

Supply Chain Relationships for Customer Satisfaction inChina: Leadership, Interdependence, andCooperative Goals

Alfred Wong, Lingnan University

Dean Tjosvold, Lingnan University,[email protected]

Zhang Pengzhu, Xian Jiatong University



3.3.3 – Workshop (organized by ANZIBA)Path Dependency, Internationalisation and Policy:

An Australian-NZ PerspectiveRoom: Castlereagh 1 Time: 1:30 p.m. – 3:00 p.m.

Chair and Discussant:Stephen Nicholas, University of Melbourne,

[email protected]

Different Subsidiary Roles and International HumanResource Management: An Exploratory Study ofAustralian Subsidiaries in Asia

Youngok Kim, University of New South Wales

Australian Firms Abroad: Why So Few, Why Those? andWhy There?

David Merrett, University of Melbourne

Contracts Based on Knowledge: The J. WalterThompson Company and Unilever, 1900-1970Compounding Intangible Assets Across NationalFrontiers

Gordon Boyce, University of Victoria at Wellington

The Political Market for Australian FDI PolicyChristopher Pokarier, Queensland University of

Technology,

The Degree of Linkage of Foreign Direct Investment inNew Zealand Industry

Joanna Scott-Kennel, University of Victoria atWellington

Peter Enderwick, University of Waikato

3.3.4 – WorkshopEntry Mode DecisionsRoom: Beaumont Time: 1:30 p.m. – 3:00 p.m.

Chair:Torben Pedersen, Copenhagen Business School,

[email protected]

Discussant:Susan Feinberg, University of Maryland,

[email protected]

Foreign Market Entry Modes as Optimal Bundling ofForeign and Local Assets – A Transaction CostPerspective

Jean-Francois Hennart, Tilburg University,[email protected]

Contractual Joint Ventures in China: Contractual Choiceand Transaction-Specific Features

Yue Wang, University of Melbourne,[email protected]

The Impact of Learning on Entry Mode Choice: AnEmpirical Study of Singaporean Multinationals

Sreenivas Rajan, London Business School

Nitin Pangarkar, National University of Singapore,[email protected]

US Sales of Intellectual Property to the People’sRepublic of China: The Affiliate or Non-Affiliate Route

Adam Cross, Leeds University,[email protected]

3.3.5 – WorkshopCreating Organizational CompetenciesRoom: Phillip 1 Time: 1:30 p.m. – 3:00 p.m.

Chair:Jiatao Li, Hong Kong University of Sci &

Technology, [email protected]

Discussant:Yanni Yan, City University of Hong Kong,

[email protected]

Impact of Export Promotion Programs on FirmsCompetencies

June Francis, Simon Fraser University,[email protected]

Colleen Collins-Dodd, Simon Fraser University

Determinants of Organizational Innovation Capability:The Case of US and Japanese MNEs in the US

Annique Un, MIT Sloan School, [email protected]

Proliferation of Organizational Forms in the InternationalNet Economy?

Peter Hagstrom, Stockholm School of Economics,[email protected]

Content and Contextual Factors on Internationalization ofCompanies’ Investments: Learning Perspectives inSino-British Joint Ventures

Yanni Yan, City University of Hong Kong,[email protected]



3.3.6 – Round Table Discussion Development of Business Education in Asia Room: Phillip 2 Time: 1:30- 3:00 p.m.

Participants:

AIB Executive Board Representatives:

Danny Van Den Bulcke, University of Antwerp,[email protected]

Bernard Yeung, Stern School at NYU,[email protected]

Jose de la Torre, Anderson School at UCLA ,[email protected]

McGraw-Hill Asian Scholars:

Yao Chen, Yangzhou University,[email protected]

Lydia Echauz, De La Salle University,[email protected]

Shishir K. Jha, SJM, IIT Bombay,[email protected]

Zhao Jinghua, Shangdong University,[email protected]

Lalit Mohan Johri, Asian Institute of Technology,[email protected]

Siriyupa Roongrerngsuke, Sasin Grad Inst. of Bus.Admin, [email protected]

Sukhpal Singh, Institute of Rural Management,[email protected]

Susela Devi Suppiah, University of Malaya,[email protected]

Shuming Zhao, Nanjing University,[email protected]

3.4 Monday – 4:00 p.m. – 5:30 p.m.

3.4.1 – Australian Notables PanelAustralian Society in a Globalised EconomySpeakers:

Patricia Turner, senior Indigenous Civil Servant

Malcolm Turnbull, Australian Republican Movement

Tim Flannery, Director of South Australian Museum

Our plenary speakers represent a wide cross sectionof Australian society and promise to have some live-ly and insightful discussions. Malcolm Turnbull(Australian Republican Movement), Tim Flannery(Director of South Australian Museum, environmen-talist and author of “The Future Eaters”) and PatriciaTurner (Senior Indigenous Civil Servant, Order ofAustralia recipient) will discuss current issues affect-ing Australian society.

Monday – 6:30 p.m. – 11:00 p.m.

# AGSM Gala DinnerLocation: Sydney Town Hall, Centenary HallTime: 6.30 p.m. – 11:00 p.m.

The Gala Dinner will be held at Sydney’s historicTown Hall. Our guest speaker, Gareth Evans, is a for-mer Australian Foreign Minister who now serves onthe International Crisis Management Group based inBrussels.


A b s t r a c t s

Sunday, Nov. 18, 2001, 10:30 a.m. – 12:00 p.m.Workshop session 2.2.5Gerald Albaum, University of New Mexico,[email protected]

Transference of Marketing Activities to Foreign Markets

Gerald Albaum, University of New MexicoDavid Tse, University of Hong Kong

George C. Hozier, Jr., University of New MexicoKenneth G. Baker, University of New Mexico

Abstract:Transference of marketing activities and strategies from a

firm’s domestic market to its foreign markets is often confusedwith standardization of activities/strategies. But, they can bedistinctly different. Standardization generally is an end resultwhile transference can be viewed as being concerned withwhere the end result came from. Transference is defined, foroperational and conceptual purposes as:

The extent to which a marketing activity or strategyhas been changed for use in a foreign market com-pared with its use in the home market.

As such, transference can be viewed as a special case ofstandardization. The paper develops a contingency-basedmodel of the transference phenomenon which links decision-making orientation (e.g., EPRG) and country of market entry asantecedents to transference and transference with performance.Performance in terms of sales growth, sales volume, marketshare, and operating profit is measured subjectively andincludes comparisons to competitors and to expectations.Hypotheses derived from this model are tested by examining thebehavior and perceptions of an obtained sample of 196 HongKong companies (a 49% response rate) representing the sixmajor export product categories. One unexpected finding is thata type of “transference in reverse” could be operating as well.

Sunday, Nov. 18, 2001, 10:30 a.m. - 12:00 p.m.Competitive Session 2.2.3Poul Andersen, Aarhus School of Business, [email protected]

International Relationship Marketing: On Learning And Navigation In Cross-Cultural

Business Contexts

Poul Houman Andersen, Aarhus School of Business

Abstract:

Relationship marketing is an important aspect of interna-tional as well as domestic industrial marketing. Initiating andmanaging relationships across cultural contexts adds consider-ably to the complexity of the relationship marketing process.There are two central reasons for this: the psychic distance ofdecision-makers and the embeddedness of partners in existingnetworks of both buyers and sellers. Therefore, the central chal-lenge in the formation of business relationships is not only onlearning to adopt to the culture-related differences in businesspractice across business contexts, but also to balance the forma-tion of new relationships with the existing port folio of businessrelationships. This calls for careful navigation in the relation-ship marketing process.

Although several studies have been made on various aspectsof marketing management in cross-cultural contexts, this litera-ture has only been scantly addressed in the literature on businessrelationships and networks. Only few attempts have been madeto couch relationship marketing in a cross cultural context. Thiscontribution provides a model for encompassing the variousdimensions of initiating and developing relationships in crosscultural business contexts. The structure of this contributionproceeds as follows. First, the concepts of business relation-ships, networks and culture are discussed and the literature oninternational relationship marketing is reviewed. Next, a modelfor addressing three aspects of cross-cultural relationship mar-keting management is presented. A case is analysed, using themodel. Finally, managerial implications are discussed.

AbstractsAlphabetized by contact author

(Only abstracts submitted to the program chair on time are included. Please contact the authors directly regarding any of the papers.)


A b s t r a c t s

Sunday, Nov. 18, 2001, 2:00 p.m. – 3:30 p.m.Competitive Session 2.3.3Syed Tariq Anwar, West Texas A & M,[email protected]

Online Models in Global E-Commerce:Research Issues and Propositions

Syed Tariq Anwar, West Texas A&M University

Abstract:

This workshop paper reviews and analyzes online modelsand their applications in global e-commerce. The paper discuss-es and evaluates some of the Web models and their relevance totoday=s changing global business where online internationalenvironments are totally different from regular online environ-ments. The paper provides selected propositions that are basedon e-commerce models, B2B hubs, online marketplaces, andglobal operations. The paper also provides research issues ofthis debate and relevant managerial implications. The impor-tance of this paper lies in its timeliness and relevance to theongoing debate of Web-based models in international businessresearch.

Monday, Nov. 19, 2001, 10:30 a.m. – 12:00 p.m.Competitive Session 3.2.3Sharif N. As-Saber, University of Tasmania, [email protected]

Firm-Specific Variables in International JointVentures: A Study of Australian-Indian Joint

Ventures in India

Sharif N As-Saber, University of Tasmania, AustraliaPeter J Dowling, University of Tasmania, Australia

Peter W Liesch, University of Queensland, Australia

Abstract:

There is a dearth of research on the role of firm-specificvariables in motivating a firm to adopt the IJV mode whileinvesting in a foreign market. Not much research has been doneas well on the impact of these variables on the IJV success. In aqualitative study involving nine Australian-Indian IJVs in India,this paper elaborates on the firm-specific variables, their influ-ence on the Australian firm’s motivation to joint venture, andtheir role in the successful implementation of these joint ven-tures. The study found that firm-specific variables had consid-erable impact in motivating Australian firms to joint venture. Italso indicated that the success of such joint venture significant-ly depend on the assistance from the local partners.

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster Session David J. Boggs, Saint Louis University, [email protected]

Internationalization and Performance: Traditional Measures and Their Decomposition

David Boggs, Saint Louis University Vincent (Chin-Chun) Hsu, Saint Louis University

Abstract:

Previous empirical results on the relationship between thedegree of internationalization and firm performance have beenmixed. Two different findings of a relationship, monotonic andcurvilinear, have been reported. Most recent studies havefocused on different types of curvilinear relationships, such asinverted U-shaped, standard U-shaped, and multiple waves.This paper adds to existing knowledge by utilizing a more cur-rent sample of firms than prior studies have used and by decom-posing traditional financial performance measures. Using asample of 118 large American industrial multinational enter-prises (MNEs) examined over the period 1996-1998, this studyapplies two different measures of degree of internationalization,country scope and foreign sales as a percent of total sales(FSTS), to measure the effects on financial performance of dif-ferent degrees of internationalization. Several financial per-formance measures, including traditional indexes (ROE andROA) and a decomposition of traditional ones (Profit Margin,Total Asset Turnover, and Leverage), were included in thisstudy to provide adequate research validity and comparability.


A b s t r a c t s

Saturday, Nov. 17, 2001, 3:30 p.m. – 5:00 p.m.Workshop Session 1.4.5Gordon Boyce, Victoria University of Wellington,[email protected]

Devices for reducing Negotiating Expenses

Gordon Boyce, Victoria University of Wellington

Abstract:Strangely, transaction cost economics devotes little attention

to the expenses that parties incur when they negotiate deals.Instead, Williamson concentrates on the underlying variables(transaction-specific investment, the frequency of exchange, thenumber of bargainers, and the degree of prevailing uncertainty)that shape the institutional outcomes of negotiating processes.He also focuses on ex post adjustments that are undertaken tomodify an initial agreement, and in this context he highlightsthe role of “communicating economies” that parties who havesome shared affiliation can achieve (1985: 64). However,Williamson does not concentrate on the dynamics of initialdealmaking activities.

In an effort to develop a more dynamic framework for eval-uating co-operative inter-firm structures, Ring and Van Der Ven(1994) introduced the idea of relationship building as a contin-uous process. This consists of three stages –negotiation, com-mitment, and execution- which are repeated over and over asparties forge their first agreement and then make refinements inan ongoing manner. This approach explicitly addresses negoti-ating activities, and it incorporates formal, legal, and informalsocial-psychological processes all of which may shape out-comes.

The aim of the present paper is to build on the insights pro-vided by Williamson and Ring and Van Der Ven by exploring indetail the dynamics of non-intermediated dealmaking. Whilerecognising that negotiations will subsequently affect the quali-ty of inter-firm relationships, the discussion concentrates pri-marily on initial bargaining in order to identify cost elementsand devices that parties use to mitigate these expenses. Thesecosts (particularly those that are time related) can be very sig-nificant indeed, especially when highly complex agreementshave to be arranged between a large number of parties who mustengage in multilateral discussions.

The paper examines situations where specifications laiddown by a constitutionally empowered third party provide apublic good type function in reducing the range of bargainingactivity (albeit at the cost of diminished scope for innovation).These circumstances are contrasted with scenarios where in theabsence of such transaction cost reducing adjuncts, the negoti-ating parties must mobilise artificial constructs to containexpenses. In this regard, conventions stemming from a commoncultural affiliation, profession- or occupation-specific procedur-al routines, widely recognised set piece manoeuvres, and formalrituals reduce expenses by supporting signalling and communi-cating activities. Here, the participation of people from variouslevels of the organisations involved, various specialists, andthird party experts (for example, lawyers) will affect the rangeof informal conventions that can be employed at different stagesof the negotiating process.

These ideas are explored using evidence drawn from therecords of Western Mining Corporation, Hamersley Iron, andvarious British shipping companies. The paper identifies dis-tinct steps in the negotiating process, cognitive maps that par-ties use to facilitate transitions between these stages, and stan-dard conventions that can be employed to accelerate progress.

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionWillem Burgers, CEIBS, [email protected]

Greed & Fear, Obstacle to Cooperation

Willem Burgers, CEIBS

Abstract:

Cooperation among partners is rapidly becoming the newnorm of life, including business life. In this paper we show howa formula designed to calculate the better choice between coop-eration or cheating offers insight on the balance between bene-fits of cooperation on the one hand and obstacles to cooperation,greed and fear, on the other hand. The formula is applied in anexperiment with Chinese MBA students deciding on keeping apromise, or not, to build a promised warehouse for a businesspartner. The results of the experiment show that the fear ofbeing cheated is the single most important variable explaining adecision to break a promise. The results also show that theChinese students were not more likely to keep a promise madeto a Chinese company when compared to keeping a promise toa foreign company.

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionKwong Chan, Michigan State University, [email protected]

Multinationality and Firm Value: A Review andDirections for Future Research

Kwong Chan, Michigan State University

Abstract:

There is no consensus regarding the effect of multinationaloperations upon firm value in the international business litera-ture. This paper attempts to provide an integrative perspectiveby presenting a review of the literature on the valuation ofmultinational firms. The dependent and independent measuresused in the literature are examined and a conceptual frameworkis formulated to organize prior studies. The review finds thatthe debate concerning the effects of multinationality upon firmvalue is far from resolved. Conflicting empirical findings per-meate the literature and this may be due to inconsistent con-structs and measures used to assess both multinationality andfirm value. A major conclusion reached is that the unit of analy-sis in studies of firm multinationality and value requires sub-stantial re-evaluation.


A b s t r a c t s

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster Session Chiao-sen (Joseph) Chang, Tokyo University of Agriculture,[email protected]

Capital Growth of Overseas Chinese BusinessGroups in a Business-Political Uncertainty

Context

Chiao-sen (Joseph) Chang, Tokyo University of Agriculture

Abstract:

Despite their economic dominance in East Asia, OverseasChinese Business Groups (OCBGs) have been confronting thepolitical force dominated by other ethnic groups. How does anOCBG achieve its capital growth in the context of this business-political uncertainty? Given that each business unit of anOCBG has varying degrees of business-political uncertainty, adynamic model is developed theoretically, identifying an opti-mal business modernization strategy (M-strategy) for eachbusiness unit. Findings indicate that, empirically, there is onlyone possible optimal path of the capital growth among varioustheoretically possible ones. Its locus shows that OCBGs main-tain a relatively conservative attitude toward the M-strategy andgive more effort and support to the business units where thedegree of uncertainty is neither high nor low.

Sunday, Nov. 18, 2001, 4:00 p.m. – 5:30 p.m.Workshop session 2.2.5Sylvie Chetty, Massey University, [email protected]

A Regional Versus Global Strategy and its ImpactOn Learning During the Internationalization

Process

Sylvie Chetty, Massey University

Abstract:

We use ten in-depth case studies in New Zealand to identifyhow manufacturing firms learn about their internationalization.This paper focuses on how firms learn about their technologyand foreign markets as they internationalize. These ten firmsfollow one of two approaches to internationalization, which area global versus a regional approach. Global firms experienceaccelerated internationalization and operate in diverse marketsbut have a highly specialized technology in a market nicheworldwide. Regional firms operate in a small market within asmall region but are engaged in diverse technologies offeringmultiple products to their customers. The study shows theimportance of accumulative prior knowledge in acquiring newknowledge, as global firms were more ready to identify andexploit new opportunities than regional firms. The main reasonfor this being that they could easily absorb the new knowledgeinto their routines and structures.

Saturday, Nov. 17, 2001, 12:00 p.m. – 1:30 p.m.Poster Session Randy K. Chiu, Hong Kong Baptist University,[email protected]

The Roles of Dispositions and Affective Outcomesin Predicting Turnover Intentions:

Evidences from the People’s Republic of China

Randy K. Chiu, Hong Kong Baptist UniversityAnne Marie Francesco, Hong Kong Baptist University

Abstract:

This study investigated how positive affectivity (PA) pre-dicts turnover intentions and the role of three mediating vari-ables: pay satisfaction, job satisfaction, and affective commit-ment, on a sample of managers in the PRC. Two hundred andseventy-nine Chinese subjects responded to the survey. Theresults indicated that PA was found to be a reliable predictor ofturnover intentions. Also, job and pay satisfactions mediatedthe relationship between PA and turnover intentions. In thisChinese sample, pay satisfaction seems to override all other fac-tors in affecting one’s decision of leaving or staying. The impli-cation of these findings was discussed and directions for futureresearch were suggested.

Monday, Nov. 19, 2001, 10:30 a.m. – 12:00 p.m.Competitive Session 3.2.1Oleg Chvyrkov, Tilburg University, [email protected]

Breaking the Mold: Top ManagementCharacteristics and the Foreign Investment

Decision

Harry Barkema, Tilburg UniversityOleg Chvyrkov, Tilburg University

Abstract:

During the past decades, international business theoristshave explored the fundamental issues of why and how firmsinvest abroad. Our paper adds to this literature by exploringwhen firms invest abroad. We propose and theoretically devel-op a novel perspective: we conceptualize the foreign investmentdecision as a CEO’s and top management team decision to“break the mold,” in terms of going beyond domestic mind sets,organizational structures, strategies, and power distributions,and venture into foreign territories. The decision is conceptual-ized as a strategic change, as compared to the decision to enter(additional) novel foreign countries. A variety of implications ofour theory are tested with binomial and ordered probit modelsusing data on 1962 investments of twenty-five Dutch firms overa period of more than three decades (1966-1998). The evidencestrongly corroborates our novel perspective.


A b s t r a c t s

Monday, Nov. 19, 2001, 1:30 p.m. – 3:00 p.m.Workshop session 3.3.4Adam Cross, Leeds University, [email protected]

US Sales of Intellectual Property to the People’sRepublic of China: The Affiliate or Non-Affiliate

Route?

Adam Cross, Leeds UniversityAbstract:

This paper investigates the interrelationship between hostcountry policy towards intellectual property protection andmultinational business strategy. The focus is on payments ofroyalties and fees made by firms resident in the People’sRepublic of China (PRC) – a country with an ambivalent atti-tude towards intellectual property rights over much of its recenthistory, for the rights to use the intellectual property of USfirms, the owners of the bulk of global technology. Using offi-cial US data for the period 1987 to 1999, we chart trends in roy-alty and fee receipts by US firms from both non-affiliate andaffiliated firms in China, and map this against China’s rapidlymodernising intellectual property-related legislation. We findthat the value of royalty and fee income received by US firmsfrom China has increased appreciably over the period studied,which we attribute to market opening and market growth, aswell as to an improving legal environment. We find that USfirms have adjusted their strategies towards China over the sameperiod, with non-affiliate technology sales under license beingpreferred in the mid 1980s, but with greater use being made ofinternal, affiliate technology transfers by the mid to late 1990s.Nevertheless, China’s ability to attract technology inflowsremains modest, compared to other developing countries andregions. We argue that further improvement to China’s IP sys-tem is still needed, particularly in respect of the enforcement ofIP laws and regulations, and procedural transparency, in order toattract greater inflows of technology from the industrialisedeconomies.

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionAlvaro Cuervo-Cazurra, University of Minnesota,[email protected]

Transforming the Firm’s Set of Activities AfterRadical Changes in the Institutional Environment:

Influences, Patterns, and Limitations

Alvaro Cuervo-Cazurra, University of Minnesota

Abstract:

I study why and how the firm’s set of activities, or scope inits vertical, horizontal, and geographical dimensions, varieswith radical changes in the institutional environment, develop-ing the resource-based view towards a theory. I argue that coun-try-level changes influence scope transformation more thanindustry-level changes as the former alters the value of not onlyunderlying firm resources, but also location resources. Second,companies follow a common pattern of scope transformation -

slightly increasing and later reducing vertical integration,increasing and then reducing unrelated diversification, increas-ing related diversification, and increasing internationalization-that reflects the upgrading of firm resources towards higher lev-els of competitiveness induced by the radical changes in theinstitutional environment. Third, overall scope only variesslightly despite the deep alterations in individual scope dimen-sions, which reflects manager’s limitations in managing acrossdiverse sets of activities.

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionFariborz Damanpour, Rutgers University, fdamanpo@androm-

eda.rutgers.edu

National and Organizational Culture Differencesand International Joint Venture Performance

Vijay PothukuchiFariborz Damanpour, Rutgers University

Jaepil Choi, Hong Kong University of Science andTechnology

Chao C. Chen and Seung Ho Park

Abstract:

This study examines the effect of dimensions of national andorganizational culture differences on international joint venture(IJV) performance. Based on data from a survey of executivesfrom joint ventures between Indian partners and partners fromother countries, we found that the presumed negative effectfrom culture distance on IJV performance originates more fromdifferences in organizational culture than from differences innational culture.

Saturday, Nov. 17, 2001, 3:30 p.m. – 5:00 p.m.Workshop session 1.4.2Koen De Backer, Katholieke Universiteit,[email protected]

Does Foreign Direct Investment Crowd Out Domestic Entrepreneurship?

Koen De Backer, Katholieke UniversiteitLeo Sleuwaegen, Katholieke Universiteit

Abstract:

In analyzing firm entry and exit in the small open economyof Belgium, this paper empirically shows that import competi-tion and foreign direct investment crowd out domestic entrepre-neurs on product and labor markets. These results are in linewith theoretical models of entrepreneurial choice in openeconomies that have explicitly included the effects of interna-tional competition on the formation of domestic entrepreneurs.The empirical analysis demonstrates that the inflow of foreigndirect investment in Belgium reduces entrepreneurship meas-ured through the entry of new domestic firms, while increasingdomestic exit in the short term. Moreover, the results suggestthat the decision of foreign firms to enter and/or exit a smalleconomy is mainly determined by international conditions andless by domestic market conditions.


A b s t r a c t s

Saturday, Nov. 17, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionIsabelle De Voldere, Leuven Management. School,[email protected]

Globalisation And The Definition Of The RelevantGeographic Market In Antitrust Practice

Isabelle De Voldere, Vlerick Leuven - Gent ManagementSchool

Leo Sleuwaegen Katholieke Universiteit Leuven

Abstract:

This paper starts from the antitrust practices in the EuropeanCommunity and the US with respect to the delineation of therelevant geographic market in dealing with concentrations andshows that regulations and guidelines at this moment focusalmost exclusively on demand substitution. However, theprocess of globalisation involves essentially global supply con-ditions and competition, and makes the interactions betweenglobal competitors a crucial element in defining the relevantmarket. A methodology is presented for delineating the relevantgeographic market, that better takes this globalisation trend intoaccount and brings both demand and supply substitution betterin balance. The methodology systematically processes informa-tion and builds up cumulative evidence to arrive at a solid delin-eation of the geographic market. The practical use of themethodology is illustrated for the Volvo-Scania merger case thatwas blocked by the European Commission in 2000.

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionC. Clay Dibrell, Oregon State University, [email protected]

The Influence Of Firm Internationalization AndCycle Time On Firm Performance

C. Clay Dibrell, Oregon State UniversityPaula D. Harveston, Berry College

Peter S. Davis, The University of Memphis

Abstract:

As more firms attempt to move out of their home markets tolarger, more inviting international markets, a greater emphasisis being placed on the relationship of internationalization to firmperformance and firm specific advantages. One potentialsource of firm specific advantage that has not been widely stud-ied in the extant literature is the relationship of internationaliza-tion to cycle time. Drawing from a sample of the U.S. Pulp andPaper industry (an industry characterized by firms attempting toincrease their level of internationalization due to increasingglobal competitive pressures), this paper examines the relation-ship between internationalization and cycle time, and how theinteraction of these two components relate to firm performance.Following Porter (1990), measures of cycle time employedscale in this study were designed to capture not only internalcycle time processes but also to measure external cycle timeprocesses in relation to a firm’s value chain. Applying accept-ed scale development practices, three cycle time factors

emerged: (1) an external cycle time reduction emphasis onbuyer processes; (2) an external cycle time reduction emphasison supplier processes; and (3) an internal cycle time reductionemphasis on internal operation processes. The results of multi-ple regression analyses indicated a strong positive relationshipbetween internal and external cycle time processes, internation-alization, and managers’ assessment of firm performance.

Sunday, Nov. 16, 2001, 10:30 a.m. – 12:00 p.m.Competitive Session 2.2.2Lorraine Eden, Texas A&M University, [email protected]

WHAT DO YOU HAVE TO DECLARE? TransferPrice Manipulation in U.S. Merchandise Imports

Lorraine Eden, Texas A&M UniversityTieying Yu, Texas A&M University

Abstract:

The ability to avoid government regulations by manipulat-ing transfer prices is a key benefit of internalization (Buckley &Casson, 1976). We explore this hypothesis for general policiesaffecting FDI (tax treaties, exchange controls, political risk) andincome taxes (corporate income taxes, offshore preferences,withholding taxes), using a dataset of U.S. import prices. Wefind both types of regulation are correlated with intrafirm tradeand transfer prices move as predicted by income-shiftingmotives.

Sunday, Nov. 18, 2001, 2:00 p.m. – 3:30 p.m.Competitive Session 2.3.4Sunny C.L. Fong, Sun Microsystems, [email protected]

The Dimensionality and Determinants of PaySatisfaction: A Cross-Cultural Investigation of a

Firm’s Group Incentive Plan

Sunny C.L. Fong, Sun MicrosystemsMargaret Shaffer, Hong Kong Baptist University

Abstract:

This paper proposed and empirically examined a conceptualframework for investigating pay satisfaction. Satisfaction withgroup incentive plans was found to be a distinct dimension ofthe multidimensional pay satisfaction construct, whereas proce-dural justice and pay-for-performance perception were found tobe its significant determinants. Cross-cultural comparisons weremade by data collected from the US and Hong Kong. Nationalculture was found to have direct and moderating effects on paysatisfaction.


A b s t r a c t s

Monday, Nov. 19, 2001, 10:30 a.m. – 12:00 p.m.Competitive Session 3.3.5June Francis, Simon Fraser University, [email protected]

Impact of Export Promotion Programs on FirmCompetencies, Strategies and Performance:

The Case of Canadian High Technology SME’s

June Francis, Simon Fraser UniversityColleen Collins-Dodd, Simon Fraser University

Abstract:Export promotion programs are provided by governments to

help firms, especially small and medium sized ones, overcomereal or perceived obstacles to exporting. To date, there has beenlimited empirical evidence of the effectiveness of these efforts.This study clarifies the ways in which export promotion pro-grams bolster the export competence and export activities offirms by drawing on the results of a survey of small and medi-um sized Canadian high technology firms. The results suggestthat using a greater number of government programs influencesachievement of export objectives, export expansion strategiesand enhances export marketing competencies. By segmentingfirms by level of export involvement, a clearer picture of thebenefits and limitations of export promotion programs emerges.

Saturday, Nov. 17, 2001, 10:30 a.m. – 12:00 p.m.Competitive session 1.2.3David A. Griffith, University of Hawaii, [email protected]

The Performance Implications of ProcessStandardization of Relational Norm Strategies in

U.S.-Japanese Relationships

David A. Griffith, University of Hawai‘iMatthew B. Myers, University of Tennessee

Abstract:Theory suggests that standardization across international

markets can lead to economies that result in enhanced perform-ance. Prior research has centered on program standardization, orthe economies of scale-localization trade-off, with little investi-gation of process standardization, or the tasks that aid in pro-gram development and implementation, critical to understand-ing international performance outcomes. This study examinesthe performance implications of process standardization of rela-tional norms in international relationships between U.S. firmsand their primary domestic and Japanese partners. The relation-ship between the standardization of three key relational normgovernance mechanisms (i.e., flexibility, information exchangeand solidarity) and performance are tested. Contrary to stan-dardization arguments, the results indicate that that culturaladaptation of the relational norms of flexibility, informa-tion exchange and solidarity enhances firm performance.Implications for theory and practice are discussed.

Sunday, Nov. 18, 2001, 10:30 a.m. - 12:00 p.m.Competitive Session 2.2.3Susan Gupta, University of Wisconsin Milwaukee,[email protected]

A Framework of Cultural Value Dimensions in aBusiness Context

Susan Forquer Gupta, University of Wisconsin Milwaukee

Abstract:

This paper will present a framework integrating nationalculture value dimensions in a strategic decision making context.Relying on guidance provided by Inkeles and Levinson (1969)suggesting how to select dimensions of study and measurementconcerns including: unit of analysis, modal approach to analy-sis, representative samples, and the focus upon universallyoccuring dimensions containing reasonably susceptible to inter-country variation reflective of the consumer or strategic deci-sion making. Building from this critical step; This paper willattempt to build a framework to integrating national culturevalue dimensions with managerial decision making. The resultsof the initial test involving U.S. and Hungarian business man-agers show the strength of the framework ability to map culturein a specified context, and indentify possible sub-indexes.

Monday, Nov. 19, 2001, 10:30 a.m. – 12:00 p.m.Competitive Session 3.2.3Anne-Wil Harzing, University of Melbourne, [email protected]

Acquisitions Versus Greenfield Investments: International Strategy and Management of Entry

Modes

Anne-Wil Harzing, University of Melbourne

Abstract:

This paper adds an important explanatory variable to thewell-established list of factors shown to influence the choicebetween foreign acquisitions and greenfield investments: theinternational strategy followed by the multinational company(MNC) in question. The MNC’s international strategy is subse-quently linked to the management of the two different entrymodes by showing that differences in strategy are reflected indiffer-ent headquarters-subsidiary relationships for acquisitionsand greenfields. Some aspects of this relationship are alsoshown to change over time, a process that is mediated by theMNC’s strategy.


A b s t r a c t s

Monday, Nov. 19, 2001, 3:30 p.m. – 5:00 p.m.Workshop session 3.2.6Niron Hashai, Bradford School of Management, UK,[email protected], [email protected]

The Impact of Distance Sensitivity and Economiesof Scale on the Output and Exports of Israel and

its Arab Neighbors – An Empirical Analysis

Niron Hashai, Bradford School of Management, UK

Abstract:

This study offers a methodology to estimate the Israeli-Arabtrade potential in products sensitive to distance. These products,which were supplied only to local markets, might becomeexportable to neighboring markets once free trade is allowed.Based on partial equilibrium models, a list of products sensitiveto distance is constructed and estimations regarding the volumeand directions of trade are offered. Incorporating economies ofscale into the models enables to identify products for which theseparate markets in Israel and the Arab countries do not justifyestablishing a local plant, while their aggregate market does jus-tify such an initiative. These products are imported or producedinefficiently as it is not economically viable to export them todistant markets. Exports and output expansion can be expectedto result from the establishment or expansion of plants that willserve regional markets.

Monday, Nov. 19, 2001, 1:30 p.m. – 3:00 p.m.Competitive Session 3.3.2Lenard Huff, Brigham Young University, [email protected]

Culture’s Influence on Organizational Trust: A Seven-Nation Study

Lenard Huff, Brigham Young University - HawaiiLane Kelley, University of Hawaii-Manoa

Abstract:

This paper addresses two key questions: (1) How does cul-ture influence trust, and (2) How does trust differ across cul-tures. We examine the first question with regression models inwhich multiple-item measures of Hofstede’s dimensions of cul-ture are regressed on two measures of organizational trust –internal trust and external trust. In the second, the means forseven countries on four multiple-item scales of trust are com-pared. Measures are drawn from a survey of mid-level bankmanagers from the United States and six Asian nations: Korea,Japan, China, Taiwan, Hong Kong and Malaysia. Some find-ings are particularly interesting. For example, there is a strongpositive relationship between uncertainty avoidance and organi-zational trust. Also, managers from the United States reporthigher levels of trust than managers from Asia, including Japan,which has traditionally been considered a high-trust country.

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionBang Nam Jeon, Drexel University, [email protected]

Individual Attribute Determinants of AttitudesToward Foreign Firms in Korea:

Survey Results and Policy Implications

Bang Nam Jeon, Drexel UniversitySe Young Ahn, Sogang University

Abstract:

During the last several years Korea’s improved investmentenvironment and aggressive foreign direct investment liberal-ization strategies have enabled Korea to attract a sharp increasein foreign firms and multinational corporations (MNCs). Thereceptivity toward foreign capital has also increased greatlythrough significant and positive changes in attitudes toward for-eign investments among Korean people. This paper reports thesurvey results of recent changes in attitudes toward foreignMNCs held by government officials and business leaders inKorea and investigates the major individual attribute determi-nants of changes in their assessment of MNCs using the econo-metric tools. It then discusses policy implications of these find-ings for host-country foreign investment policy makers and theinternational business community.

Saturday, Nov. 17, 2001, 3:30 p.m. – 5:00 p.m.Workshop session 1.4.3Craig Julian, Griffith University, [email protected]

Export Marketing Performance: A Study of Thailand Firms

Craig Julian, Griffith University

Abstract:

This study identifies the statistically significant predictors ofexport marketing performance for Thai export firms. The exportperformance scale developed by Cavusgil and Zou (1994) isrefined and tested in Thailand. A set of potential determinants ofexport marketing performance is considered and the unit ofanalysis is the individual product-market export venture. Thedata for this study were collected from a mail questionnaire sur-vey of 1,000 Thai export firms in Thailand. The sample con-sisted of 151 small to medium sized enterprises (SMEs). Theresults support the contention that competition, commitment,export market characteristics and product characteristics are thestatistically significant predictors of export marketing perform-ance for Thai export firms.


A b s t r a c t s

Monday, November 19, 2001, 12:00 p.m. - 1:30 p.m.Poster SessionPaul Kauffman, Australian National University

Our Diverse Futures: Diversity Management inInternational Companies in

the United States, Canada and Australia.

Paul Kauffman, Australian National University

Abstract:By considering a model of the personality used in diversity

training (Gardenswartz, Loden) and a matrix for implementingdiversity initiatives developed in North America (Parker), casestudies are used to illustrate how successful companies manageethnicity, race, gender and other personal differences betweenpeople in order to improve the productivity of those interna-tional companies in Seattle, Toronto, Vancouver, Sydney andMelbourne.

The paper examines how selected companies define diversi-ty management in practice, and how this management tool isintegrated into their core business and values. It would appearthat successful international companies are learning organisa-tions; that they emphasise the potential economic benefits ofemploying people of diverse backgrounds, including diversecultural backgrounds; and that they use diversity managementto assist employees contribute to the core business of theirorganisations.

Sunday, Nov. 18, 2001, 2:00 p.m. – 3:30 p.m.Competitive Session 2.3.1Hicheon Kim, Hanyang University,[email protected]

Power Dependence, Diversification Strategy andPerformance in Keiretsu Affiliated Firms

Hicheon Kim, Hanyang UniversityRobert E. Hoskisson, University of Oklahoma

William P. Wan, Thunderbird

Abstract:

Conceptualizing the keiretsu as a power-dependence net-work, we propose that benefits accruing from keiretsu affilia-tion differ across members, depending on their power in (ordependence on) the keiretsu. By integrating power with gover-nance and network perspectives, we develop and find generalsupport for the hypotheses that powerful keiretsu firms placemore emphasis on growth in pursuing product and internationaldiversification, whereas less powerful keiretsu firms are subjectto strong monitoring and emphasize profitability. These find-ings confirm that power-dependence relationships within akeiretsu network influence the appropriation of benefits createdby the network.

Saturday, Nov. 17, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionRobin Kramar, Macquarie University, [email protected]

Human Resource Management In Australia: Where Have We Come From? Where Are We

Going?

Robin Kramar, Macquarie University

Abstract:

During the 1980s and the 1990s there were calls for changesin people management practices as the Australian economyexperienced the consequences of globalization, increasing com-petition and rapid changes in technology. It was argued by someemployers that remuneration arrangements, working hours, jobdesign and other people management practices needed tobecome more flexible and to explicitly support the needs of theorganisation. They also argued for more direct relationshipsbetween managers and employees and called for managers totake a more proactive, rather than a reactive role when manag-ing people.

This paper examines the extent to which this ideal model orvision of people management was evident in Australia in 1999.It examines the nature of the changes in a variety of humanresource policies during the 1990’s by drawing on a number ofsurvey findings. In addition, it compares the changes inAustralia to those experienced in 21 other countries.

The final part of the paper examines the economic, social,legislative and economic factors that contributed to the changesin human resource policies and questions whether the visionevident in 1999 is the vision we want to take into the nextdecade.

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionLee Chay Hoon, Nanyang Business School,[email protected]

The Tale of Two Countries: Building Better Work Attitude

Lee Chay Hoon, Nanyang Business School

Abstract:

During the past decade, hiring and keeping highly produc-tive workers has become a critical issue for organizations of vir-tually every size and type. Similarly for the nursing professionwhich has become one of the least preferred jobs in the mindsof young job seekers because of shift duties and longer hours ofwork (Ang, 1991). The high attrition have added an extra bur-den on health care organizations and hampered their develop-ment plans. Therefore this study intends to explore the factorsthat will help build better organizational commitment in thehealth care organizations. Given the rapid pace of globalization,


A b s t r a c t sthe time has come for more analyses of organizational commit-ment in other countries so that information on cross–nationalcomparisons can be made available to researchers and organi-zations. Therefore, this study examines the dimensions of orga-nizational commitment empirically and the effects ofantecedents of organizational commitment in comparableemployee samples from the U.S. and Singapore.

The model was tested on nurses samples from Singaporeand the U.S. The results of the investigation provided supportfor two dimensions of continuance commitment –one reflectinglack of alternatives, and the other high personal sacrifices. Theresults showed that normative commitment, social support fromsupervisor and investment in employees’ employability weresignificantly related to affective commitment in both samples.In addition, the test for significance of the difference in betas forSingapore and the U.S provided evidence that the effects ofwork ethic, and normative commitment on affective commit-ment were stronger for the Singapore employees than the U.S.employees.

Saturday, Nov. 17, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionJangho Lee, Sogang University, [email protected]

Global Learning of MNCSubsidiaries and Their Performance

Jangho Lee, Sogang University

Abstract:A learning organization is an organization skilled at creat-

ing, acquiring, and transferring knowledge, and at modifying itsbehavior to reflect new knowledge and insights. The data showthat global learning has a significant positive impact on MNCsubsidiary performance, but only in case there is similarity inprocesses used by and products produced by multinational cor-poration(MNC)’s global units. The results show that when thereis no similarity in processes used by and products produced byMNC global units, learning may even hurt subsidiary perform-ance. The interaction effects between global learning and envi-ronmental uncertainties were introduced in the equation to cap-ture the incremental effects gained through the transfer ofknowledge MNC learned while coping with similar environ-mental uncertainties in other countries. The coefficients of theseinteractive terms should have a positive sign. The coefficients ofthese interactive terms were not, however, statistically signifi-cant, although some of them were in the expected directions. Itsuggests that learning from MNC global units under similarenvironmental settings in other countries does not necessarilycontribute to subsidiary performance.

The results show that the diversity of learning is also impor-tant. Specifically the data show that learning financial informa-tion and knowledge from other parts of the MNC network isimportant in improving subsidiary performance. The findingsuggests that financial information and knowledge is more orless transferable from country to country, and that it is ratherculture-neutral. Meantime with rapid advancement of commu-nication and transportation technology and increasing interde-pendence of markets, the concept of global marketing has

received considerable research attention over the last decade.One fundamental tenet of global marketing is that the interna-tional marketing information and knowledge should be stan-dardized across national borders. The findings of this study,however, show that marketing program is largely a local issueand the best course of action for a product ought to differ frommarket to market.

Sunday, Nov. 18, 2001, 4:00 p.m. – 5:30 p.m.Workshop session 1.2.6Ji-Ren Lee, National Taiwan University, [email protected]

Upgrading and Leveraging Competence throughBalanced Supply Structure:

The Dynamic Capabilities of ContractManufacturers in the Global Computer Industry

Ji-Ren Lee, National Taiwan University

Abstract:

Recent research suggests that the essence of dynamic capa-bility lies in the ways that a firm utilizes and reconfigures itsresource profile over time in response to environmental oppor-tunities and threats. The present research extends this notion byfunctionally decomposing the essence of dynamic capabilitiesinto a firm’s efforts to upgrade and leverage its competence.Since different upgrading paths are possible, these efforts resultin strategic heterogeneity. Heterogeneity in performance, inturn results from the firm’s capability to manage both initiativesin a synergistic manner.

Based on this conceptualization and a set of operating andfinancial data of 160 Taiwanese electronics contract manufac-turers over 1996-1999, this study provides a systematic investi-gation on the strategy-performance link. Our analytical resultsshow that the constant upgrading of a firm’s product design andmanufacturing process competencies proves to be essential forvalue-creation. In addition, establishing effective inventorycontrol while being able to deliver time-to-market manufactur-ing services is vital to their survival and economic success.Moreover, depending upon the types of products they offer,managing a balanced supply structure to support the needs ofcompetence leveraging constitutes an important piece in theformation of dynamic capabilities. Overall, our results suggestthat by combining the efforts of upgrading competence withactivities for leveraging existing competence a firm can pursueits optimal productive opportunities and hence a higher eco-nomic performance.


A b s t r a c t s

Monday, Nov. 19, 2001, 10:30 a.m. – 12:00 p.m.Competitive Session 3.2.4Tomasz Lenartowicz, The University of Texas at Austin, [email protected]

Culture Assessment Revisited: The Selection ofKey Informants In IB Cross-Cultural Studies

Tomasz Lenartowicz, The University of Texas at AustinKendall Roth, University of South Carolina

Abstract:Culture is a central concept to the field of international busi-

ness but according to our literature review of 138 empiricalstudies from the last 5 years, the topic of culture’s assessmentremains problematic. Most of the authors use values approachto assess culture, which seems correct, but methods that theyemploy for this assessment, direct or indirect value inference,have been criticized in the literature. To overcome the flaws ofthese two methods, this study attempts to provide a newmethodology for the assessment of cultural values where wesuggest that researchers should examine the respondents pro-viding cultural values to isolate the most reliable informants.Based on previous literatures on cultural consensus theory, keyinformants and profile similarity, we advocate identifying a sub-set within the group that serve as key informants, or culturalexperts, given that these individuals agree on what the values ofthe cultural group are. We provide an empirical illustration todemonstrate that this approach has critical implications forinternational research. We examine the impact of culture valueson two marketing-related outcomes across two country sam-ples: Brazil and the U.S. Traditional methods of assessing thevalues of a culture, both indirect value inference and direct val-ues inference, result in no relationship between cultural valuesand our outcome variables. However, after selecting the cultur-al experts from the cultural groups, re-examining the dataresults in strong support for the relationship between the cultur-al values and marketing outcomes. The implications of thesefindings for cross-cultural research are discussed.

Saturday, Nov. 17, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionMichael Lord, Wake Forest University,[email protected]

Strategic Investments In Emerging InternationalMarkets: Managreial Perceptions of Risks and

Rewards

Michael D. Lord, Wake Forest UniversitySally W. Fowler, American University

Abstract:

An inductive, multiple case study methodology wasemployed to examine how executives perceive, assess, andreact to the risk inherent in making strategic investments inemerging international markets. Interestingly, decision makers

focused much more on the risk conditions and potential conse-quences of not investing instead of on the risks of investing.Moreover, rather than finding a one-dimensional perception ofrisk (e.g., negative returns on invested capital) and simple bina-ry decision framing (e.g., threat or opportunity), we insteadobserved the simultaneous interplay of four interrelated percep-tions and framings of risk.

Saturday, Nov. 17, 2001, 10:30 a.m. – 12:00 p.m.Competitive session 1.2.1Marjorie A. Lyles, Indiana University, [email protected]

Trust, Organizational Controls, KnowledgeAcquisition from the Foreign Parents, and

Performance in Vietnamese IJVs

Marjorie A. Lyles, Indiana UniversityJeffrey Q. Barden, Duke University

Abstract:

Successful adaptation in strategic alliances “calls for a deli-cate balance between the twin virtues of reliability and flexibil-ity” [Parkhe 1998]. On one hand, alliances and their parentsmust be flexible enough to respond to the uncertainties of com-petitive business environments because they can not feasiblyplan for every possible contingency they might face. Yet, on theother hand, unfettered flexibility invites dysfunctional behavior,such as opportunism and complacency. This delicate balanceaccompanies a parallel balance between trust and control of thejoint venture. The primary goal of this study is to empiricallyexamine this relationship in the context of Vietnamese interna-tional joint ventures (IJVs) by building on the model of knowl-edge acquisition and performance in IJVs established by Lylesand Salk [1996].

This study makes three major contributions to the literature.First it confirms several findings of the original Lyles and Salkstudy [1996]. Second, we strengthen Lyles and Salk’s originalmodel by incorporating multiple measures of both interorgani-zational trust and control as independent variables. Finally, thisstudy represents one of the first in-depth examinations of busi-ness in the emerging Vietnamese economy.

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionSusan McGrath-Champ, University of Sydney, [email protected]

Effects of Expatriate Training on FirmPerformance: A Conceptual Approach

Susan McGrath-Champ, University of Sydney

Abstract:

Currently, there is little evidence to assess the impact ofcross-cultural training programs on firm performance and ven-ture success. The wide variety of the quality of current cross-cultural training experiences and the current focus on adjust-ment issues complicates any attempt to draw meaningful con-


A b s t r a c t sclusions. Looking towards the future of international business,we present a model to integrate the design of cross-culturaltraining programs with a firm’s strategic goals. This modelhighlights three aspects central to the design of an effectivetraining intervention. First, a firm’s strategic goals, specificallythe market entry strategy and consideration of the firm’s matu-rity are critical drivers for identifying relevant cross-culturaltraining needs. Second, cross-cultural training content shouldconsider three primary content areas: cultural adjustment, jobcontent/performance, and career development. These areas cancontribute toward sustained and long-term competitive advan-tage in building an effective and committed workforce. Third,it is the joint efforts of expatriate and local workforces that willdetermine a firm’s performance. Training needs for both expa-triate and host-country nationals need to be adequatelyaddressed in order for both groups to work to their potential.Implications for research and practice are discussed.

Saturday, Nov. 18, 2001, 10:30 a.m. – 12:00 p.m.Workshop session 1.2.6Michael J. Mol, Rotterdam School of Management,[email protected]

The Effects of External Sourcing OnPerformance: A Longitudinal Study of the Dutch

Manufacturing Industry

Michael J. Mol, Rotterdam School of ManagementEric R. Gedajlovic, Rotterdam School of Management

Abstract:

Outsourcing is often thought to affect firm performance in apositive way. However, the scarce academic research availablein this area is inconclusive. Establishing this relationship inempirical work has generally been a difficult process becausehard performance data were missing and most research couldonly rely on cross-sectional data. This paper overcomes both ofthese problems by conducting a panel data study over a 5-yearperiod, from 1994 to 1998. In the context of the Dutch manu-facturing industry the effects of external sourcing on ROS aredemonstrated to be negative. Furthermore there are severalimportant interaction effects. Although subsidiaries of MNCsoutperform their local competitors, using external sourcing iseven more negative for them than for their competitors. Thispoints at a liability of foreignness problem in managing localsupply networks. Firms that face profit fluctuations are best offby not outsourcing activities but firms that face volume fluctu-ations seem to benefit from external sourcing. This paper con-tributes to the sourcing debate by providing new insights andusing different data.

Saturday, Nov. 17, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionLilach Nachum, Cambridge University,

[email protected]

Liability of Foreignness in Global Competition?Foreign and Indigenous Firms in the City of

London

Lilach Nachum, Cambridge University

Abstract:

Based on a comparison of a sample of 887 foreign andBritish-owned financial service firms in the City of London, thisstudy seeks to gain insights into the reasons for the increasing-ly dominant position of foreign-owned firms in the City ofLondon. The findings show considerable similarity betweenforeign and British-owned firms in terms of their competitiveadvantages and the factors affecting their competitiveness, sug-gesting that foreign firms operating in the City do not suffer lia-bility of foreignness to the extent suggested by theory. Theimplications of these findings for firms, policy makers, and forfurther theory development are outlined.


A b s t r a c t s

Saturday, Nov. 17, 2001, 3:30 p.m. – 5:00 p.m.Workshop session 1.4.4Christos Nicolaidis, University of Macedonia, [email protected]

Multiple Paradigms in National and InternationalBusiness Culture Research:

Evidence from Empirical Findings

Christos S. Nicolaidis, University of Macedonia

Abstract:

The paper discusses the benefits of a cooperation betweentwo major research paradigms, the functionalist and the inter-pretive, to national and international business culture research.It argues that current empirical evidence supports theoreticalstudies which stress the ability of a cooperative multiple para-digm to eliminate well-known research problems in nationaland international business culture research. Evidence indicatesthat the interpretive paradigm may offer ex ante insights andpost hoc explanations regarding the formation and the particu-larities of a firm’s corporate culture. At the same time the func-tionalist paradigm may help to render data comparable acrossheterogeneous national and IB samples as well as to replicateand generalise research outcomes. Overall the paper suggeststhat, despite paradigm contrasts, a cooperation between thefunctionalist and the interpretive paradigms may contribute tothe quality of national and IB culture research. It may alsoenrich the critical ability of participant researchers and businesspractitioners as well as benefit the development of organisa-tional culture theory itself.

Sunday, Nov. 18, 2001, 2:00 p.m. – 3:30 p.m.Competitive Session 2.3.2Neale O’Connor, City University of Hong Kong,[email protected]

The Measurement and Structuring of FormalIncentive Systems in

Chinese State-Owned Enterprises: An EmpiricalAnalysis of Exogenous Influences

Johnny Deng, Jinglun Electronic Co., Ltd, P.R.C.Neale G. O’Connor, City University of Hong Kong

Jingsong Tan, Zhongshan University, P.R.C.

Abstract:

The aim of this study is to provide extensive insight into theinfluences on the adoption of more formal incentive systems inChina’s State-owned and Collective-owned Enterprises (SOEs),an integral component of the latest round of China’s marketreforms. We undertake a structured analysis of relationshipsbetween several exogenous (Human resource decision rights ofGeneral Manager, Sales Growth, Production function intensity,Market competition, Stock market listing, Joint venture experi-ence, Size) variables and specific incentive system componentsbased on the Brickley et al. (1997) incentive system typology

(decision rights, performance measurement and reward struc-ture).

Using survey data collected from middle-level managersrepresenting over 400 SOEs, we test the hypotheses that higherperforming SOEs will adopt a more formal measurement andmarket-based rewards in response to industry growth, marketcompetition, stock market listing, joint venture experience andhuman capital investment. We also test the hypotheses thatcommunist party influence, government involvement areexpected to inhibit the extent of formal incentive system adop-tion. The results provide support for these hypotheses and haveimplication for our understanding of incentive structures inChinese SOEs during the current reform period.

Saturday, Nov. 17, 2001, 10:30 a.m. – 12:00 p.m.Competitive session 1.2.4AAhad M. Osman-Gani, Nanyang Business School, NTU,Singapore, [email protected]

Influences of Culture on Negotiation Styles ofAsian Managers:

An Empirical Study of Major Ethnic Groups inSingapore

AAhad M. Osman-Gani, Nanyang Business School, NTU,Singapore

Abstract:

This paper reports findings from a study that systematicallyexamined the relationship between culture/ethnicity and negoti-ation styles of Asian managers. In contrast to most of the priorstudies, this study examined negotiation styles of managersworking in a multicultural, multiethnic environment within anational entity. A validated instrument to measure negotiationstyles was used on a group of 600 managers, and they repre-sented the major ethnic groups in Singapore: Chinese, Malays,and Indians. Descriptive, univariate and multivariate analyseswere used to identify the negotiation styles used by each ethnicgroup and to capture the inter-ethnic dimensions of the relation-ship. Empirical findings show that ethnicity significantly influ-ences the negotiation styles of Asian managers from the majorethnic groups. Interesting differences were found among theChinese, Indian, and Malay managers in their use of negotiationstyles. Implications on research and practice are also discussed.


A b s t r a c t s

Monday, Nov. 19, 2001, 3:30 p.m. – 5:00 p.m.Workshop session 3.3.4Nitin Pangarkar, National University of Singapore ,[email protected]

The Impact of Learning on Entry Mode Choice:An Empirical Study of Singaporean

Multinationals

Sreenivas Rajan, London Business School Nitin Pangarkar, National University of Singapore

Abstract:

In this study, we examine the impact of three differentsources of learning—from organisational diversity, from rivalsand from past performance—on the choice of entry mode in aforeign market. Based on a sample of 324 entries by 83Singapore-based MNCs, we find partial support for the hypoth-esized relationships.

Monday, Nov. 19, 2001, 10:30 a.m. – 12:00 p.m.Competitive Session 3.2.1Pieter Pauwels, University of Maastricht, [email protected]

Strategic Flexibility and the InternationalizationProcess Model: An Exploratory Study

Pieter Pauwels, Maastricht University, The NetherlandsPaul Matthyssens,Erasmus University, The Netherlands

Abstract:

This paper investigates strategic flexibility in the interna-tionalization process of the firm. It is argued that current eco-nomic and behavioral theories fail to capture the dynamic andnon-linear character of internationalization processes as theycan be observed in volatile environments. Nevertheless, thisstrategy process study builds upon the tenets of original inter-nationalization models – internalization of knowledge throughexperiential learning – when an organizational capability per-spective is presented as its theoretical framework. Within thisframework, a typology of strategic flexibility is defined. Centralto this study is an exploratory study of twelve cases of interna-tional market withdrawal, which is considered as a possible out-come of and/or leverage to strategic flexibility in the interna-tionalization process of the firm. Through a longitudinal analy-sis of these episodes, we illustrate how strategic as well as tac-tic flexibility emerged in the decision-making process and mate-rialized in strategic and organizational change. Ultimately, thisstudy supports the thesis that international market withdrawal isan extreme form of (recursive) strategic progression in theinternationalization process of the firm. The paper concludeswith propositions on strategic flexibility in the perspective ofthe internationalization process of the firm.

Saturday, Nov. 17, 2001, 10:30 a.m. - 12:00 p.m.Competitive 1.2.4Andre Pekerti, The University of Auckland, [email protected]

Cross-Cultural Perception of Leadership

Andre Pekerti, The University of Auckland

Abstract:

This paper examines the influence of culture on the wayleaders and members (subordinates) perceive causes of successand failure in organisational tasks. Leadership attributionresearchers suggest that leaders and members, in general, mayhave a propensity to make self-serving explanations for theirown, as well as their subordinate’s performance. This paperargues that the self-serving, as well as the actor-observer bias-es will be moderated by culture. That is, leaders and memberswith a sociocentric self-concept from high-context culturesmay be biased towards external explanations, while leadersfrom low-context cultures with an idiocentric self-concept areconsistent with predictions from previous research.

Sunday, Nov. 18, 2001, 4:00 p.m. – 5:30 p.m.Workshop session 1.2.5Bent Petersen, Copenhagen Business School, [email protected]

Liability of Foreignness Dynamics– Different Learning Paths

Bent Petersen, Copenhagen Business SchoolTorben Pedersen, Copenhagen Business School

Abstract:

The paper looks at the dynamics of liability of foreignnessof firms. Much has been written about how entrant firms createand sustain firm-specific advantages and advantages of multi-nationality that offset their liability of foreignness. Less atten-tion has been devoted the question of how entrant firms reducetheir liability of foreignness: does entrant firms’ liability of for-eignness change over a period of time, and if so, what learningpaths can be identified? Addressing these questions the explo-rative study draws on survey data of MNCs from three coun-tries: Denmark, Sweden, and New Zealand. On the face of thedata MNCs do not seem to reduce their liability of foreignnesswith elapsed time. However, a cluster analysis discloses thatdepending on their international experience MNCs display verydifferent learning paths: whereas entrant firms with extensiveinternational experience are able to reduce their perceived lia-bility of foreignness over a period of time, novice entrant firmsexperience an increasing liability of foreignness.


A b s t r a c t s

Sunday, Nov. 18, 2001, 10:30 a.m. - 12:00 p.m.Competitive Session 2.2.3Michel C. T. Phan, University of Sydney,[email protected]

Relational Competence and Relationship Qualityin International Business Partnerships: Do

Personality Traits Matter?

Michel C. T. Phan, University of SydneyChris W. Styles, University of New South Wales

Paul G. Patterson, University of New South Wales

Abstract:

As business continues to globalize, firms are increasinglylooking into international business partnerships as a means ofexpanding and competing in new markets. However, many ofthese partnerships fail. The causes of these failures have oftenbeen attributed to managers’ inability to form and maintain suc-cessful relationships with their partners at an interpersonallevel. The extant research in business-to-business relationshipshas largely focused on the firm-to-firm level and the macro-environment of these firms. We extend this stream of researchto the interpersonal level by introducing the concept of rela-tional competence from social psychology and linking it toexisting relationship marketing constructs. We supplement ourtheoretical insights with an extensive exploratory qualitativestudy of international business partnerships if Australia,Indonesia, Malaysia and Thailand. The result is a theoreticalframework for examining the impact of manager’s relationalcompetence on relationship quality.

Saturday, Nov. 17, 2001, 3:30 p.m. – 5:00 p.m.Workshop session 1.4.4Rebecca Marschan-Piekkari, University of Bath,[email protected]

Does Your Swedish Cut the Mustard? The Power of Corporate Language in a Nordic

Post-merger Integration

Rebecca Marschan-Piekkari, University of BathAbstract:

This paper examines the choice of corporate language in aNordic merger and its power implications. Based on an ethno-graphic case study, we identify three perspectives that capturethese implications. First, language competence is a powerresource in organizational practice. Second, language is anessential element in the construction of professional identity.Third, language is a symbol of (re)colonization in integrationprocesses of cross-border mergers.

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionJune M.L. Poon, University Kebangsaan Malaysia,[email protected]

Emotional Aptitude, Career Commitment, andCareer Success

June M.L. Poon, University Kebangsaan Malaysia

Abstract:

This study examined whether attributes of emotional intelli-gence and career commitment predicted career success usingboth objective and subjective indicators of career success.Survey results from 221 adult education students with full-timeemployment indicated that career commitment predicted salaryattainment and career satisfaction. Career commitment was alsofound to mediate the relationship between emotional aptitudeand career satisfaction. There was, however, no significant rela-tionship between emotional aptitude and salary attainment.

Saturday, Nov. 17, 2001, 3:30 p.m. – 5:00 p.m.Workshop session 1.4.3Sundaresan Ram, Thunderbird, [email protected]

Ownership, Marketing Orientation and ExportPerformance of Malaysian Firms: An Empirical

Investigation

Sundaresan Ram, Thunderbird

Abstract:

In this paper, we report the findings of an empirical investi-gation that compares the export performance of local firms andforeign firms in Malaysia. Using a mail survey, a sample of 190firms (94 local and 96 foreign) was obtained. These firms werecategorized into those with a marketing orientation and thosewith a selling orientation, using the scale developed by Bakeret.al. (1984), and their export performance (relative to expecta-tions) was measured and compared.

The key findings of the study are as follows:

1. Local firms showed no difference in export perform-ance, regardless of whether they had a selling or marketingorientation.

2. Among foreign firms, those with a marketing orienta-tion achieved higher export sales growth than those with aselling orientation.

3. Foreign firms with a marketing orientation placed ahigher emphasis on the following management issues: sup-plier relations; access to quality raw materials; understand-ing international business culture; marketing networks as asource of competitive strength.

4. Foreign firms with a marketing orientation placed ahigher emphasis on the following marketing issues: productuniqueness; consistent product quality; wide product range;


A b s t r a c t sprice competitiveness and cost control; reliability of deliv-ery; promotions at trade fairs and exhibitions.

The results of our study in Malaysia are consistent withempirical research reported in the literature. Ownership per se isnot the primary driver of export performance, but interacts withmarketing orientation to account for a significant amount of thevariance in export performance.

Sunday, Nov. 18, 2001, 4:00 p.m. – 5:30 p.m.Workshop session 2.3.5Alan Rugman, Indiana University, [email protected]

Environmental Policy and International Business

Alan Rugman, Indiana UniversityAbstract:

This paper analyses the interactions between environmentalpolicy and international business. More specifically, a concep-tual framework is developed which allows us to classify the var-ious types of environmental regulations facing firms engaged ininternational business. In addition, an analysis is performed ofthe different environmental strategies that can be pursued bymultinational enterprises (MNEs). During the past fewdecades, environmental issues have increasingly come to theforefront, both on public policy agenda’s and in corporateboardrooms. In the area of environmental policy, two issues areof particular importance to international business thinking.First, the implications for business of the rapid increase in inter-national environmental regulations. Second, the specific chal-lenges and strategic opportunities faced by MNEs as comparedto domestic firms.

Saturday, Nov. 17, 2001, 3:30 p.m. – 5:00 p.m.Workshop session 1.4.1Alan Rugman, Indiana University, [email protected]

A Note on Edith Penrose’s Contribution to theResource-Based View of Strategic Management

Alan Rugman, Indiana University

Abstract:

This note assesses the continued relevance of Buckley andCasson’s (1976) book on the future of the multinational enter-prise (MNE), against a background of increasing criticismvoiced against transaction cost related scholarly work by a num-ber of international management scholars. The paper attempts todemonstrate that the “schism” which can presently be observedin the field between international business and internationalmanagement is misguided, and that the transaction cost/inter-nalization school may lead to useful insights to both manage-ment scholars and managers. For this to occur, however, it isnecessary to extend the empirical scope of transaction costbased reasoning to include the functioning of differentiated net-work MNEs. The paper also suggests that even now Buckleyand Casson (1976) still represents a beacon of clarity and asuperb starting point for the study of the MNE even if the com-plexity of this governance structure has grown far beyond whatany international business scholar or even international man-agement scholar could have predicted 25 years ago.

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionVivienne Shaw, University of Otago,[email protected]

International Marketing Program Standardisation:A Study of the Top 500 German Companies

Vivienne Shaw, University of OtagoTobias Richter, University of Otago

Abstract:

This paper presents a study of the marketing program stan-dardisation of the top 500 German companies by turnover withregard to their operations in overseas markets, including emerg-ing markets. The primary aims of this study are to investigatethe degree of marketing strategy standardisation by Germancompanies with regard to their operations abroad and to exam-ine the extent to which both external, country dimensions andinternal, organisational factors influence the degree of market-ing standardisation. These research objectives will be achievedby applying the marketing program standardisation frameworkdeveloped by Jain (1989). Data has been collected from 86German firms and the findings of the study will be available atthe conference


A b s t r a c t s

Sunday, Nov. 18, 2001, 4:00 p.m. – 5:30 p.m.Workshop session 2.3.5Sukhpal Singh, IRMA India, [email protected]

Multi-National Corporations and AgriculturalDevelopment: Political Economy of Contract

Farming in the Indian Punjab

Sukhpal Singh, Institute of Rural Management, Anand

Abstract:

This paper looks at the practice and implications of contractfarming in the Indian Punjab which faces problems of sustain-ability of farm incomes and ecological resources. The MNCsdeal with large producers, contracts are biased, and perpetuateexisting problems like high input intensity, and social differen-tiation, though farm incomes and employment have grown.There is an inherent contradiction in the objectives of contractsystem and that of the local economy.

* I wish to acknowledge the comments and suggestionswhich helped in making this paper more focused, particularlythose from Martin Greeley and Shiva Sivaramakrishnan of theInstitute of Development Studies (IDS), Sussex (U.K.) where Ispent three months as a visiting fellow writing initial drafts ofthis paper in 1999 and presented two seminars. I am thankful tothe Institute of Rural Management, Anand (IRMA) for facilitat-ing the fieldwork with a grant and to the IDS Sussex for offer-ing me visiting fellowship for the project on contract farming onwhich this paper is based. Thanks are due to LK Vaswani ofIRMA for comments on the interview schedule and to the offi-cials of the MNCs and the contract growers for sharing theinformation especially Dr. Aneesh Chawla of Pepsi Foods Ltd.Channo (Sangrur, Punjab), and Mr. H C Bahl and Dr. O PThakur of HLL Ltd., Zahura (Hoshiarpur, Punjab). However, Iam solely responsible for the errors and omissions, if any.

Monday, Nov. 19, 2001, 10:30 a.m. – 12:00 p.m.Competitive Session 3.2.2Donna L. Street, James Madison University, [email protected]

LOB and Geographic Segment Disclosures:An Analysis of the Impact of IAS 14 Revised

Donna L. Street, James Madison University

Abstract:

To better satisfy important information needs of users offinancial statements, as set forth in the IASC Framework, theIASC issued IAS 14 Revised, Segment Reporting, in 1997. IAS14R became effective for fiscal years beginning on or after 1July 1998. This research examines the pre-IAS 14R and post-IAS 14R line of business (LOB) and geographic disclosures ofa global sample of companies that refer to IAS to ascertain theimpact and effectiveness of IAS 14R in practice. Specifically,this research considers whether the new requirements resultedin (1) a greater number of LOB segments for some enterprises,particularly those that previously claimed to operate in oneLOB, 2) more meaningful, transparent geographic groupings, asopposed to the vague groupings associated with the originalversion of IAS 14, 3) companies reporting more items of infor-mation about each LOB and/or geographic segment, and 4)improved consistency of primary segment information withother parts of the annual report. Additionally, the researchexamines the extent to which IAS companies provided volun-tary segment disclosures and issues associated with non-com-pliance.

The findings indicate IAS 14R resulted in a substantialincrease in the number of items of information disclosed foreach primary and secondary segment. Additionally, the consis-tency of segment information with introductory annual reportmaterial increased moderately. However, approximately tenpercent of the companies continued to report segment informa-tion on a basis inconsistent with other sections of the annualreport. On a less positive note, the results reveal that manycompanies continued to utilize broad, vague geographic group-ings. The research also identified several instances where com-panies failed to provide all the items of information required forprimary and/or secondary segments by IAS 14R, raising con-cerns regarding non-compliance.


A b s t r a c t s

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster SessionDanchi Tan, National Cheng Kung University,[email protected]

An Empirical Investigation of the Utilization ofExpatriates:

Agency Theory and Transaction Cost Perspectives

Danchi Tan, National Cheng Kung UniversityJoseph Mahoney, University of Illinois at Urbana-Champaign

Abstract:While the literature has suggested many functions that expa-

triates serve for a multinational firm, the reasons why expatri-ates are more effective than local personnel in serving thesefunctions needs to be more fully explained. This paper providesa comparative assessment of the governance choice of manage-rial services in a foreign subsidiary from the perspectives ofagency theory and transaction costs economics. We develop aset of theoretically grounded hypotheses concerning the utiliza-tion of expatriates and local personnel in overseas operations ofmultinational firms, and we test these hypotheses on a sampleof Japanese manufacturing subsidiaries in the United States.We find that Japanese firms have sent more expatriates whenthey transferred intangible assets, such as technological andadvertising expertise, to their foreign subsidiaries, and when theU.S. industries they entered were characterized by great uncer-tainties, high extent of globalization, and tacit process knowl-edge. Japanese firms having greater U.S. manufacturing expe-rience or making diversifying investments are found to haveused fewer expatriates in their U.S. operations.

Monday, Nov. 19, 2001 1:30 p.m. – 3:00 p.m.Competitive Session 3.3.2Dean Tjosvold, Lingnan University, [email protected]

Supply Chain Relationships for CustomerSatisfaction in China: Leadership,

Interdependence, and Cooperative Goals

Alfred Wong, Lingnan UniversityDean Tjosvold, Lingnan University

Zhang Pengzhu, Xian Jiatong UniversityAbstract:

Organizations world-wide are experimenting with ways todevelop partnerships with suppliers and distributors to meet thedemands of the marketplace. However, developing effectiverelationships across organizations has proved difficult. Thisstudy develops a model based on the theory of cooperation andcompetition to clarify the supply chain relationships and inter-actions that contribute to customer satisfaction. Results of struc-tural equation analyses suggest that organizations and suppliersand organizations and distributors who recognize each other’simportance develop cooperative rather than competitive andindependent goals. With cooperative goals, they come to trusteach other and work for continuous improvement that in turn

result in the products and service that satisfy customers. Resultswere interpreted as suggesting that Deutsch’s theory of cooper-ation and competition, although developed largely throughNorth American research, is useful for analyzing supply chainpartnerships in East Asia and that cooperative goals are animportant way to develop effective supply chain partnerships.

Monday, Nov. 19, 2001, 3:30 p.m. – 5:00 p.m.Workshop session 3.3.5Annique Un, Cornell University, [email protected]

Determinants Of Organizational InnovationCapability In U.S. And Japanese MNEs

Annique Un, Cornell University

Abstract:This paper analyzes how companies develop the innovation

capability by analyzingorganizational factors and managementpractices that facilitate knowledge mobilization andcreation forinnovation. From in-depth comparative case studies, thisstudyproposes that cross-functional communication frequencyand overlapping knowledge influence this capability. Whilecross-functional communication frequency facilitates knowl-edge mobilization, overlapping knowledge facilitates the cre-ation process. Moreover, it proposes that a set of managementpractices relate to how employees are managed, specificallyselection, orientation, reward, control over the reward, workpattern, and development, not only support this capabilitydirectly but also indirectly by generating cross-functional com-munication frequency and overlapping knowledge. The empiri-cal tests using 182 innovation teams of 38 MNEs support thesepropositions. Specifically, cross-functional communication fre-quency and overlapping knowledge support a wide range ofcapability outcomes: product innovation, customer satisfactionwith the innovation, efficiency, and speed-to-market of theinnovation. For management practices, the results reveal thatcross-functional development of professional employees is thekey practice as it facilitates a wide range of outcomes of thiscapability: product innovation, customer satisfaction, efficien-cy, and speed-to-market of the innovation. Moreover, it indi-rectly supports this capability by facilitating both cross-func-tional communication frequency and the accumulation of cross-functional overlapping knowledge. The control over individu-als’ rewards divided between functional and non-functionalmanagers, orientation, and team-based work patterns supportcross-functional communication frequency, which facilitatesknowledge mobilization. However, cross-functional develop-ment not only provides the benefits of these practices, but alsoenables the acquisition of overlapping knowledge, which sup-port the new knowledge creation process and thereby the over-all innovation capability.


A b s t r a c t s

Sunday November 18 10:30 – 12:00 p.m.Competitive Session 2.2.4Annique Un, Cornell University, [email protected]

How Do Firms Develop the Capability to Mobilizeand Create Knowledge for Innovation:

Comparative Case Studies of Japanese and U.S.Firms

Annique Un, Cornell University

Abstract:

This study analyzes how Japanese and U.S. companiesdevelop the capability to mobilize and create knowledge forinnovation. The comparative case studies of Japanese and U.S.companies located in the United States and Japan reveal thatcompanies use one of three models –organization, projectteamor mixed– to develop this capability. Japanese companies tendto follow the organization model, which means that they investat the organization level in managing their employees such thatthe organization-level processes that support innovation aregenerated independent of when they are used in the process ofinnovation. U.S. companies located in the United States tend touse either the project team or the mixed model. Companies thatfollow the project team model only invest at the project levelwhen organized for innovation by managing their employeessuch that similar innovation-supporting processes are generated.Companies that use the mixed model manage their personnel atboth levels but do not use all the practices used by either thecompanies that follow the organization or the project teammodel. In terms of efficacy of these models, the organizationmodel is associated with greater capability to generate innova-tion, followed by the mixed and the project team model. [199]

Saturday, Nov. 17, 2001, 10:30 a.m. – 12:00 p.m.Competitive session 1.2.3Davina Vora, University of South Carolina,[email protected]

A Model of Dual Organizational Identification:The Case of Subsidiary Managers in Multinational

Corporations

Davina Vora, University of South CarolinaAbstract:

We suggest that, under certain conditions, subsidiary man-agers can experience dual organizational identification and thatthis state may have important implications for both individualsand organizations. We define dual identification and character-ize it by its relative magnitude and type. We present a model ofdual organizational identification for the case of subsidiarymanagers in MNCs, proposing a number of antecedents to andconsequences of this state.

Monday, Nov. 19, 2001, 3:30 p.m. – 5:00 p.m.Workshop session 3.3.4 Yue Wang, University of Melbourne,[email protected]

Contractual Joint Ventures in China: ContractualChoice and Transaction-Specific Features

Yue Wang, University of Melbourne

Abstract:

Contractual joint ventures are hybrid contractual arrange-ments that possess aspects of both long-term subcontracting andan equity-based hierarchy. Its complex character has remainedunderstudied despite its importance as an investment form inSouth China, especially for Hong Kong firms. Drawing on datafrom structured interviews with 65 CJVs in South Chinaprovince of Guangdong during 2000, we found that the CJV hadcontracting advantages that reduced the costs of contractingcompared to equity joint ventures (EJVs) and market-based pro-cessing and assembling (P&A) arrangements, including flexi-bility, quick return on investments and low adjustment costs tomarket changes or technical upgrading. For Hong Kong firmsthe CJV allowed high levels of managerial control analogous toa wholly-owned foreign enterprises. The transaction-specificfeatures of the CJV have changed over time with significantincreases in the technological level. Two measures of transac-tion specific investments were constructed. We show that CJVremain an efficient governance structure when asset specificityis mixed. These findings hold when CJV size, age and industryare considered.

Sunday, Nov. 18, 2001, 10:30 a.m. - 12:00 p.m.Competitive Session 2.2.4Klaus Weber, University of Michigan, [email protected]

Brain Circulation, Capital Flows, and the WorldOrder: A Computer Simulation of Migrant

Economic Activity

Mina Yoo, University of MichiganKlaus Weber, University of Michigan Business School

Abstract:

Despite the fashionable use of the terms “global village” and“global citizen”, national boundaries remain far from blurredwhen it comes to migration. State policies guard against the freeflow of people much more than the flow of goods and capital.Yet, despite its potentially profound social and economiceffects, migration patterns have received little attention indebates of economic globalization. Should migration of quali-fied people be seen as harmful ‘brain drain” for sending coun-tries? How do immigration policies affect immigrant economicparticipation? And when and how may economic participationin the host country have repercussions on the socio-economicdevelopments in the immigrants’ countries of origin? These are


A b s t r a c t sthe questions that we address in our study of migrant economicactivity, focusing on highly skilled migrants. We draw on liter-atures on migration, state policy and capital dependency todevelop a model that explores dynamic connections betweenimmigration flows, migrant entrepreneurial activity, and the cir-culation of human, social and financial capital throughmigrants. Our aim is to explore long term effects of theseprocesses on the global economic hierarchy between nations inworld system terms. We devise a simple two-country modelbetween the recipient and sender of immigrants to simulate howeach is affected by migration. Based on our findings, we iden-tify key parameters that require research to advance our under-standing of global development. We also point out tentative pol-icy implications of our findings.

Monday, Nov. 19, 2001, 10:30 a.m. – 12:00 p.m.Competitive Session 3.2.2Wihlborg, Clas, Copenhagen Business School, [email protected]

Recognizing Macroeconomic Fluctuations inValue Based Management

Lars Oxelheim, Inst. of Economic Research, Lund UniversityClas Wihlborg, Copenhagen Business School

Abstract:

Value Based Management (VBM) has become a commontool for ex ante and ex post evaluation of corporate strategiesand projects from the perspective of shareholder wealth maxi-mization (SWM). VBM-frameworks are designed to supportinvestment and divestment decisions, ex post evaluation ofmanagement and their major strategic decisions, and bonus-sys-tems. Traditional VBM frameworks, of which EVA is the mostwell-known, make no distinction between sources of temporarychanges in performance, and sources of performance reflectingthe intrinsic competitiveness of the firm. Temporary changes inperformance are often caused by macroeconomic fluctuations.In this article we develop an approach for “filtering” the impactof macroeconomic fluctuations from measures of performancein order for management to obtain better information for pur-poses of investment, divestment, and exposure managementdecisions. The “filtered” performance measures are also usefulfor bonus schemes. A case study illustrates our approach, and itdemonstrates the importance of recognizing the magnitude ofeffects from macroeconomic fluctuation in order to makeappropriate decisions with the objective of maximizing share-holder value.

Monday, Nov. 19, 2001, 12:00 p.m. – 1:30 p.m.Poster Session Michael A. Witt, Harvard University, [email protected]

Corporate Reconnaissance: Information Loops inJapanese Industries

Michael A. Witt, Harvard University

Abstract:

This study explores “information loops,” a form of firm net-working that despite its prevalence and importance especiallyin the Japanese economy has largely eluded systematic explo-ration. It argues and presents evidence that these loops, whichconnect firms with other firms and non-firms in the same indus-tries, represent an important mechanism for Japanese firms togather the external information they require for strategic andoperational planning. Among others, this result has importantimplications for foreign entrants into the Japanese market byilluminating that these networks represent useful resourcesrather than collusive threats or bewildering curiosities.


AAggarwal, Raj 1.3.2Ahmadjian, Christina 0.1.3Ahn, Se Young Mon. PosterAlbaum, Gerald 2.2.5Amiti, Mary 2.1.4Amorim, Celeste 2.2.1Andersen, Poul 2.2.3Ang, Siah Hwee 3.2.5Anwar, Syed Tariq 2.3.3Arpan, Jeffrey S. 3.1.4As-Saber, Sharif N. 3.2.3Asakawa, Kazuhiro 1.4.1, 3.2.5Au, Kevin 0.1.3, 3.3.2Aulakh, Preet S. 0.1.2

BBaker, Kenneth G. 2.2.5Barden, Jeffrey Q. 1.2.1Barkema, Harry 3.2.1Barney, Jay 0.1.1, 0.1.2Bartlett, Chris 0.1.1Batten, Jonathan 3.2.2Beechler, Schon 1.4.4, 2.1.3, 3.3.2Benito, Gabriel R.G. Sat. PosterBerry, Heather 1.3.2Bird, Allan 0.1.3Bjorkman, Ingmar 2.1.3Boggs, David J. Mon. PosterBoyacigiller, Nakiye 1.3.2Boyce, Gordon 1.4.5, 3.3.3Brannen, Mary Yoko 0.1.3, 1.3.3Brewer, Thomas 3.1.5Burgers, Willem Mon. Poster

CChadee, Doren Mon. PosterChakrabarti, Abhirup 0.1.3Chan, Kwong Mon. PosterChan, T.S. 3.1.4Chang, Chiao-sen Mon. PosterChang, Sea Jin 1.4.1Chao, George Mon. PosterChen, Chao C. Mon. PosterChen, Shih-Fen S. Sat. PosterChen, Yao 3.3.6Cheng, Joseph 0.1.3Chetty, Sylvie 2.2.5Chi, Tailan 0.1.2, 2.2.2, 2.3.5Chiu, Randy Sat. PosterCho, Dong-Sung 1.1.1Choe, Soonkyoo 2.3.1Choi, Jaepil Mon. PosterChoi, Jay 3.2.2Chung, Wilbur 0.1.1, 1.2.2, 2.2.1Chvyrkov, Oleg 3.2.1Collins, J. Markham 2.3.5Collins-Dodd, Colleen 3.3.5Colton, Deborah 2.3.3

Coompanthu, Somchanok Sat. PosterCross, Adam 3.3.4Cuervo-Cazurra, Alvaro Mon. Poster

DDakhli, Mourad 1.4.2, 2.2.6Damanpour, Fariborz Mon. PosterDavis, Peter S. Mon. PosterDe Backer, Koen 1.4.2De Clercq, Dirk 1.4.2de la Torre, Jose 0.1.4, 1.3.1, 3.3.6de Silva, Dharma 1.4.3Devinney, Tim 1.3.1De Voldere, Isabelle Sat. PosterDelios, Andrew 0.1.3, 1.2.2, 1.3.4, 2.2.4Deng, Johnny 2.3.2Dibrell, C. Clay Mon. PosterDilyard, John 3.1.2Ding, Hung-bin 2.3.4Dowling, Peter 1.4.3, 3.2.3Doz, Yves L. 1.3.3, 2.1.3Du, Jianjun 3.2.6Dunning, John H. 2.1.4, 3.1.2

EEchauz, Lydia 3.3.6Eden, Lorraine 1.2.2, 2.1.1, 2.2.2Edmond, Steven 2.2.6Enderwick, Peter 3.3.3Enright, Michael Sat. PosterEvans, Paul 2.1.3

FFeinberg, Susan 2.2.2, 3.3.4Fey, Carl F. 1.3.4, 2.2.6Flannery, Tim 3.4.1Fletcher, Richard Sat. PosterFong, Sunny C.L. 2.3.4Fowler, Sally W. 3.2.1Francesco, Anne Marie Sat. PosterFrancis, June 3.2.3, 3.3.5Fraser, Campbell 1.2.3Fukuda, John 0.1.3

GGedajlovic, Eric R. 1.2.6Glaum, Martin 3.2.2Gray, H. Peter 3.1.2Griffith, David A. 1.2.3Griffiths, Andrew Sat. PosterGrosse, Robert 1.3.2, 3.1.2, 3.2.6, 3.3.1Gupta, Nandini 2.1.2Gupta, Susan Forquer 2.2.3

HHagstrom, Peter 3.3.5Harzing, Anne-Wil 3.2.3Harveston, Paula D. Mon. Poster

Hashai, Niron 3.2.6Henisz, Witold 2.1.1, 3.1.1Hennart, Jean-Francois 0.1.3, 1.2.6,

3.3.4Hoon, Lee Chay Mon. PosterHoskisson, Robert E. 0.1.2, 2.3.1Hozier, George C. Jr 2.2.5Hsu, Chin-Chun Mon. PosterHuang, Hengchiang 2.2.5, 2.3.2Huff, Lenard 3.3.2Husted, Bryan Mon. Poster

IIlsev, Arzu 2.2.6Insch, Gary 1.2.5Irrmann, Olivier Sat. PosterIto, Kiyohiko 0.1.3, 1.3.2

JJeon, Bang Nam Mon. PosterJha, Shishir K. 3.3.6Johnson, James P. 2.2.6Johri, Lalit Mohan 3.3.6Jones, Vicki Mon. Poster, 2.3.3Julian, Craig 1.4.3

KKauffman, Paul Mon. PosterKeeley, Timothy Dean 0.1.3Kelley, Lane 3.3.2Keng-Howe, Irene Chew 3.2.4Khanna, Tarun 2.3.1, 3.1.1, 3.3.1Khorram, Sigrid Westphal Sat. Poster,

2.2.6Kim, Dong-Soon Sat. PosterKim, Hicheon 2.3.1Kim, Jisung 3.1.3Kim, Seung H. 3.2.6Kim, Taeho 2.3.3Kim, Youngok 3.3.3Kim, Zu Kweon 1.2.2Knight, Gary Sat. PosterKobayashi, Noritake 1.1.1Kobrin, Steve 1.3.1Kostova, Tatiana Sat. Poster, 3.1.5,

3.2.4Koza, Mitchell P. 3.1.3Kramar, Robin Sat. PosterKuemmerle, Walter 0.1.1, 1.4.2, 2.1.1Kujawa, Duane 1.2.4, 3.2.4Kundu, Sumit 3.2.5Kwok, Chuck 0.1.2

LLansbury, Russell 1.4.5Lee, Dowon 3.2.6Lee, Jangho Sat. PosterLee, Jeho Sat. PosterLee, Ji-Ren 1.2.6

PROGRAM INDEX


Lenartowicz, Tomasz 3.2.4Lenway, Stefanie 0.1.1, 0.1.2, 1.3.3,

2.3.2, Sat. PosterLerpold, Lin 1.4.4Lessard, Don 1.3.1Lewin, Arie Y. 3.1.3.Li, Jiatao Mon. Poster 3.3.5 Li, Jun 2.1.1Li, Mingfang 2.2.1Li, Shaomin 1.2.3, Sat. PosterLiesch, Peter Sat. Poster, 3.2.3Lindstrand, Angelika 3.2.3Lituchy, Terri 3.1.4Lord, Michael Sat. Poster, 3.2.1Lundan, Sarianna M. 2.3.5Lyles, Marjorie A. 1.2.1

MMacpherson, J. Muir 3.3.1Mahmood, Ishtiaq 1.4.2, 2.3.1, 3.1.1Mahoney, Joseph Mon. PosterMakhija, Mona V. 2.3.2Makino, Shige 0.1.3Maitland, Elizabeth 2.1.1Marschan-Piekkari, Rebecca 1.4.4Massini, Silvia 3.1.3Matthyssens, Paul 3.2.1McGee, Robert W. 3.2.6McGrath-Champ, Susan Mon. PosterMcKern, Bruce 1.1.1, 1.2.5Mefford, Robert N. Mon. PosterMerrett, David 3.3.3Michailova, Snejina Mon. PosterMiller, Stewart R. 1.2.5Mol, Michael J. 1.2.6Mors, Marie Louise Mon. PosterMudambi, Ram 1.2.6, 2.2.1Murtha, Tom 1.2.1, 1.3.3Myers, Matthew B. 0.1.2, 1.2.3

NNachum, Lilach Sat. Poster, 1.2.5Naidu, G.M. 2.2.3, Mon. Poster Nicholas, Stephen 0.1.3, 2.1.4, 3.3.3Nicolaidis, Christos 1.4.4Nielsen, Bo 1.2.1Nollen, Stanley 2.3.2

OO’Connor, Neale 2.3.2Ogata, Shijuro 1.1.1Osman-Gani, Aahad M. 1.2.4Oxelheim, Lars 3.2.2

PPangarkar, Nitin 1.4.1, 3.3.4Park, Seung Ho Mon. PosterPark, Namgyoo K. 1.3.2, Sat. PosterParkhe, Arvind 3.1.5Patterson, Paul G. 2.2.3Pauwels, Pieter 3.2.1Pekerti, Andre 1.2.4Pedersen, Torben 1.2.5, 3.2.1, 3.3.4

Pengzhu, Zhang 3.3.2Petersen, Bent 1.2.5Phan, Michel C. T. 2.2.3Pillay, Subramaniam 3.3.6Pokarier, Christopher 3.3.3Poon, June M.L. Mon. PosterPothukuchi, Vijay Mon. PosterPrabhaker, Paul 2.3.3Pucik, Vladimir 2.1.3Purcell, William 0.1.3

RRajan, Sreenivas 3.3.4Ralston, David A. Sat. Poster, 3.1.5Ram, Sundaresan 1.4.3Ramamurti, Ravi 2.3.2Reeb, David 1.2.2Reuer, Jeff 1.2.1Rhee, Dongkee Sat. PosterRialp, Alex 1.4.3Richter, Tobias Mon. PosterRobock, Stefan 1.2.2Roehl, Tom 0.1.3, 1.4.5Romani, Laurence Mon. Poster, 1.4.4Roongrerngsuke, Siriyupa 3.3.6Rose, Elizabeth 0.1.3Roth, Kendall 3.2.4Rugman, Alan 1.4.1, 2.3.5

SSabirianova, Klara 2.1.2Sagafi-nejad, Tagi 3.2.1Samiee, Saeed 3.2.3Santos, José 1.3.3Schroth, Peter 3.2.6Scott-Kennel, Joanna 3.3.3Seo, Jung-Soo Sat. PosterSethi, Deepak 1.2.5Shaffer, Margaret 2.3.4Shao, Alan T. Sat. Poster, 2.2.4Shaver, J. Myles 2.1.4, 3.1.3Shaw, Vivienne Mon. PosterSi, Steven Sat. PosterSingh, Kulwant 0.1.3, 1.2.1, 3.3.1Singh, Sukhpal 2.3.5, 3.3.6Sleuwaegen, Leo 1.4.2, Sat. PosterSong, Jaeyong 2.2.1, 3.2.5Staelens, Jan Marc 1.2.6Strandskov, Jesper 1.4.5Street, Donna L. 3.2.2Styles, Chris W. 2.2.3Suh, Chungsok 1.4.5Suppiah, Susela Devi 3.3.6Svejnar, Jan 1.3.1, 2.1.2, 3.1.1Syamil, Ahmad 1.3.2

TTakeda, Molly 2.3.4Takeda, Sumihiro 1.4.3Tan, Danchi Mon. PosterTan, Hwee Hoon Sat. PosterTan, Jingsong 2.3.2Tang, Ming-Je 1.2.6

Terrell, Katherine 2.1.2Tjosvold, Dean 3.3.2Toulan, Omar N. 1.2.6, 2.3.1Tse, David Sat. Poster, 2.2.5Turnbull, Malcolm 3.4.1Turner, Patricia 3.4.1

UUn, Annique 2.2.4, 3.3.5

VVan Den Bulcke, Daniel 3.1.4, Mon.

Poster, 3.3.6Van Deusen, Cheryl Sat. Postervan Honacker, Wilfried 1.1.1Van Wijk, Raymond 3.1.3Ventresca, Marc 1.3.4Veugelers, Reinhilde Sat. PosterVora, Davina 1.2.3, 2.26, 3.2.4

WWan, William P. 1.3.2, 2.3.1Wang, Yue 3.3.4Walters, Peter 2.2.3Walton, Greg Sat. PosterWeber, Klaus 2.2.4Wihlborg, Clas 3.2.2Wills, James 1.3.1Wilson, Heather I.M. 2.2.5Witt, Michael A. Mon. PosterWolf, Bernard 2.2.2Wong, Alfred 3.3.2Wright, Martyn Mon. PosterWu, Terry Mon. Poster

XXin, Katherine 2.1.3

YYan, Yanni 3.3.5Yang, Xiaohua Mon. PosterYeung, Bernard 0.1.4, 2.1.2, 3.1.1,

3.2.2, 3.3.6Yin, Jason 3.2.6Yip, George 1.1.1Yoo, Mina 2.2.4Yu, Tieying 2.2.2

ZZaheer, Srilata 1.2.5, 1.3.4, 1.4.2, 3.1.1Zaidi, Mahmood 3.1.4Zander, Lena 1.2.4, 2.2.6Zander, Udo 1.3.4Zarkada-Fraser, Anna 1.2.3Zhang, Haiyan Mon. PosterZhao, Hongxin 1.4.2, 3.2.6Zhao, Jinghua 3.3.6Zhao, Shuming 3.3.6Zhou, Dongsheng Sat. PosterZollo, Maurizio 1.2.1


AIBCall for Papers - Academy of International Business 2002 Annual MeetingGeographies and International BusinessCaribe Hilton San Juan, Puerto Rico - June 28 - July 1, 2002 Submission Deadline - December 17, 2001

Holding our AIB 2002 meeting inPuerto Rico suggests a conferencetheme that focuses on the interac-

tion of geography and international busi-ness. We include not only the geography ofmicrostates such as Puerto Rico, but allvarieties of geography. Country character-istics such as size, location (proximity toTriad countries, tropical or temperate zone,border neighbors) and internal geographicfeatures (landlocked, islands, waterways)can be important attractions or deterrentsto international business. Much recent IBliterature draws its inspiration from geogra-phy; consider, for example, the now-familiarterms, "sticky places in slippery space","hot spots and blind spots", "clusters andnetworks", "black holes" and "agglomera-tion economies". At the same time, theabsence of geography also is of criticalinterest to IB scholars; consider the terms"globalization", "death of distance", "cyber-space" and "sovereignty@bay". At the AIB2002 convention, Geographies andInternational Business will be the generaltheme. Some of the questions we wouldlike to address are the following:

• In the past, how has internationalbusiness shaped geographies, and howhave geographies shaped internationalbusiness? What trends do we expect in thefuture? What roles do governments andfirms play in this process, at the local,national, regional and multinational levels?How are international institutions and non-governmental organizations such as theWTO and NAFTA altering the economicand political dimensions of geography?How are MNE-state relations affected bythese geographic shifts?

• Is geography becoming more or lessimportant for international business? Is theoptimal geographic space national, region-al or global? Integration schemes(Mercosur, NAFTA) and common curren-cies (euro) are inducing MNEs to reorgan-ize their affiliates into self-sustainingregional core networks. Region-specificadvantages may now be more important

than country-specific advantages for firmcompetitiveness. At the same time, wemay be witnessing the "death of distance".The decline in trade barriers and FDI regu-lations have encouraged MNEs to circle theglobe with complex value chains, linkedtogether by intrafirm trade flows. Modernmodes of exchange, accommodated byadvances in technological platforms (theInternet), are making globalization a realityfor many businesses. Which geographicboundary – national, regional, global – isthe appropriate mindset for internationalbusiness managers?

• Clustering of firms is a key character-istic of today's international businesses.Geographic clusters of firms have created"sticky places" within countries and alongborders. What are the linkages betweenMNEs and technology clusters such asSilicon Valley and Bangalore? How cangovernments create and sustain "hot spots"of innovation and avoid "blind spots"? Howare firms, governments and technologychanging the role of international financialcenters such as New York, London andTokyo?

• Political economists equate the "oldinternational division of labor" (1900-70)with MNEs from developed countries(North) extracting raw materials from devel-oping countries (South). The "new interna-tional division of labor" (1970-90) wasbased on offshore manufacturing, as MNEsshifted labor-intensive manufacturingstages to export processing zones in thenewly industrializing countries of East Asiaand Latin America. How is the internation-al division of labor affected by the shift frommass to lean production, the growth in e-business, and the replacement of trade ingoods with intangibles and services? Howare the transition economies and otheremerging market economies being integrat-ed into the international division of labor?Where is Africa in this process? What arethe economic, social and political implica-tions of these geographic changes fornations, economic development, and the

income gap between rich and poor?

• How can microstates, city-states andother small territories develop and sustaincompetitive advantage in an increasinglyregionalized and globalizing world? Whatrole has FDI played in the development ofsmall countries? Tax havens, tourist play-grounds and export processing zones havebeen the traditional roles for microstates.Are they roles that will create competitiveadvantage in the 21st century? Is tax-haven status a credible strategy when theOECD countries are increasingly focusingon eliminating these "black holes" in the taxuniverse? Small states are home as wellas hosts to international businesses. Whatdo we know about multinationals frommicrostates? How do they differ from tradi-tional MNEs?

• How are the strategies and structuresof firms affected by geography? What isthe appropriate new "mental model" forMNE managers if the national responsive-ness-global integration matrix is no longerappropriate? What are the optimal geo-graphic spaces for functional activities,such as marketing, finance and operationsmanagement? Firms also cluster, asstrategic alliances and networks, and asbusiness groups (grupos, keiretsu, chae-bols); how has geography affected theirclustering patterns? How is competitiveinteraction among rival MNEs influenced bytheir geographic scope?

• How is the Internet affecting thestrategies and structures of internationalbusinesses? Does the Internet facilitatethe birth of "born global" firms? How is theInternet affecting MNE-state relations? Issovereignty@bay when business takesplace in cyberspace?

In summary, the conference theme forthe AIB 2002 meetings is Geographies –cities, borders, microstates, islands, clus-ters, conduits, platforms, export processingzones, industrial districts, regions, global-ization, cyberspace – and InternationalBusiness.


1. General Submission Process

Submissions must be electronic (email, web or diskette;email is preferred). Email submissions must be sent to

[email protected].

We hope to have a web-based submission process also; for fur-ther information, please check the AIB website(http://www.aibworld.net) in the early fall.

Submissions sent by regular mail must include a diskette or CDthat meets the exact same requirements as the email process (seebelow). Regular mail must be sent to the following address:

Prof. Lorraine EdenAIB 2002 Program ChairDepartment of Management TAMU 4221Texas A&M UniversityCollege Station, Texas 77843-4221USAAll submissions must be received by Monday, December 17,

2001. If possible, please get your submissions in early! Many uni-versities close down over the winter holidays. Texas A&M will beclosed from Dec. 21, 2001, until Jan. 2, 2002. In addition, with thehigh volume of mail (paper, courier, fax, email) in December, disrup-tions are possible. Mail from overseas may take up to one month intransit. Computer servers can be overloaded and crash. For all thesereasons, we recommend you submit early.

2. Selection of Track and Session Format

Authors must make two initial submission decisions: (1) the mostappropriate track and (2) the most appropriate type of session format.Select the track from the list in the Call for Papers.

There are three types of sessions constructed from individualpaper submissions: competitive, workshop and poster sessions. Themost polished papers should be submitted for inclusion in competitivesessions. Less finished papers should be submitted for workshopsessions. Workshops are less formal sessions designed to provideresearchers with shared interests the opportunity to discuss their work.Competitive and workshop sessions have chairs and discussants, withnormally more papers presented in the workshops. Interactive poster

sessions are designed for shorter, work-in-progress pieces. Postersessions encourage informal, two-way interaction between the authorand individuals with similar research interests.

In addition to individual paper submissions, AIB members maysubmit panel proposals. Panels are complete sessions organized asa single submission by the panel chair. Panels may have a variety offormats. Examples include: traditional presentations of competitive orwork-in-progress papers, roundtables with no formal papers, innova-tive presentations utilizing software or film, and professional develop-ment workshops.

Professional development workshops may also be organized asspecial pre- or post-conference activities. Individuals interested inorganizing such panels are urged to contact the Program Chair, nolater than October 1, 2001, at [email protected].

3. Email Submissions

Email submissions must be sent to [email protected] on orbefore Dec. 17, 2001. In the body of your email message, put the fol-lowing information, in the exact order shown. Also put the exact samebulleted information in a separate MS Word file attached to the email:

• Requested Track (the most appropriate track; list two tracks if twoare appropriate).

• Requested Session Format (competitive, workshop, poster orpanel).

• Paper Title or Panel Title.• Four key words that identify your paper or panel.• Name of the contact author and email address to be used for all

correspondence.• Name, affiliation, mailing addresses, phone, fax, and email

addresses for all participants. Please provide personal contactinformation that will be valid from Dec. 17, 2001 through the con-ference dates. If you anticipate changing addresses, pleaseinclude both sets of contact information and the date when thechange will take effect.

• 150-200 word Abstract.• Special requests: Special scheduling requests (e.g., particular

dates) must be made at the time of submission. Overhead pro-jectors will be supplied in most rooms; please note any requestsfor other equipment directly on the submission.

• Volunteer: Please indicate if you are willing to: (1) reviewpaper/panel submissions in January 2002 and/or (2) be a confer-ence chair and/or discussant.

• Word processing program used in the submission (Word orAdobe Acrobat and version).

• Operating system used to prepare the submission (Windows,Mac, etc.).

• A statement that the submission contains only original work thathas not been published elsewhere, and that it is not scheduled tobe published anywhere.The actual paper or panel submission should be attached to your

email as a single file (see below for specific instructions). That is, youremail message should include the bulleted information, and havetwo file attachments: (1) the same bulleted information as a MSWord file, and (2) your paper or panel submission.

Diskette or CD submissions sent by mail must include bothelectronic files, together with printed versions of both files.

3.1. Specific Instructions for Paper Submissions• Competitive and workshop papers must be less than 10,000

words inclusive of all materials; poster(cont’d on next page)

Conference Tracks:

1. Conference Theme: Geographies and InternationalBusiness

2. Accounting & Taxation3. Alliances and Networks4. Business Strategy, Entrepreneurship and New

Ventures5. Economics and Finance6. Emerging Markets and Transition Economies7. Macro-Organizational Behavior and

Organization/Institutional Sociology 8. Marketing and Supply Chain Management9. Micro-Organizational Behavior and Human Resource

Management10. International Political Economy, MNE-State

Relations, Business History and Law


papers no more than 7,500 words.• Each proposal must state, on its front page at the top right, the

requested Track (number and title) and Session Format (compet-itive, workshop, poster).

• Submissions must be on letter paper, with double-spaced textand a font size of 11 points or larger. Please follow the JIBS StyleGuide (see http://www.jibs.net).

• The document file must be submitted either in MS Word or as anAdobe PDF file (Adobe is preferred).

• The entire document must be embedded in a single electronicfile. Manuscripts that are submitted as several separate files willbe returned to the author and not processed.

• The document file must be checked for viruses with an updatedanti-virus software utility before submission. A free virus scanneris available at: http://housecall.antivirus.com/.

3.2. Specific Instructions for Panel Submissions• Panel proposals must be submitted by the panel chair and

include:- A title page that includes the name and contact information for all

participants and identifies their roles.- An Overview Statement of the main issues in the panel.- An explanation of why the panel should be of interest to AIB

members.- A description of the session format (e.g., paper presentations,

roundtable, professional development workshop).- A 1 to 3 page synopsis of each presentation/activity.- Emails or signed letters from each participant, indicating s/he will

participate if the panel is accepted.• Panel proposals should be no more than 5,000 words inclusive of

all materials.• Each proposal must state, on its front page at the top right, the

requested Track (number and title) andPanel Session Format.• Submissions must be on letter paper, with double-spaced text

and a font size of 11 points or larger. • The document file must be submitted either in MS Word or as an

Adobe PDF file (Adobe is preferred). • The entire document must be embedded in a single electronic

file. Manuscripts that are submitted as several separate files willbe returned to the author and not processed.

4. After Submission

Authors will be sent an email message from the AIB ProgramChair acknowledging receipt of their submission on or before Friday,Dec. 21, 2001. If you do not receive an acknowledgement by thatdate, please email [email protected].

All proposals will be subject to a double-blind review process.Paper proposals will be evaluated using the following criteria: interestto AIB members, analytical rigor, quantitative methods, innovative-ness, and significance of conclusions. Panel proposals will be evalu-ated on the following criteria: interest to AIB members, quality, innov-ativeness, fit with conference theme, participants from multiple univer-sities.

We will be enforcing the Rule of Four whereby each person canparticipate (as author, presenter, panelist, chair and/or discussant) inno more than four slots on the program, with two exceptions. It countsas only one submission if an individual is both chair and paper giver inthe same session, and the rule does not apply to pre-conference activ-ities (e.g., workshops) or listings resulting from AIB officer roles.

For the most up-to-date information, visit the2002 event page on www.aibworld.net.

Meeting Registration

Academy of International BusinessUniversity of Hawai'i, CBA, C-306

2404 Maile WayHonolulu, HI 96822-2223 USAE-mail: [email protected]

For the most up-to-date information, visit ourwebsite at: http://www.aibworld.net

Tel: 808-956-3665 Fax: 808-956-3261

Hotel Information

Caribe Hilton San Juan - AIBA062702Los Rosales Street

San Gerónimo GroundsSan Juan, Puerto Rico

http://www.caribehilton.com

Reservations

Tel: 787-721-3171 Fax: 787-724-6992E-mail: [email protected]

[email protected]@CaribeHilton.com

Program Information

Lorraine Eden, 2002 Program ChairDepartment of Management

Texas A & M University4221 TAMU

College Station, TX 77843-4221 USAE-mail: [email protected]

Tel: 979-862-4053 Fax: 979-845-9641

UPR and Local Information

Arleen Hernandez, 2002 Host School ChairDepartment of Management

College of Business AdministrationUniversity of Puerto Rico – Rio Piedras Campus

P.O. Box 21848San Juan, PR 00931-1848 USA

E-mail: [email protected]: 787-764-0000 x3962 Fax: 787-763-6911

Contact Information


2002 AIB Annual Meeting Registration Invoice Form

Caribe Hilton - San Juan, Puerto Rico • June 28 - July 1, 2002

Please mark the appropriate box(es)Print or type all information clearly

$ Registration for AIB 2002 Annual Meeting$ Renewal of current AIB Membership$ Application for new membership in the AIB$ Purchase of Guest Event Tickets$ Updating address or other info (Current Member)

FAMILY (or LAST) NAME MEMBER ID#

FIRST NAME (for name tag) MIDDLE INITIAL

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CITY STATE

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DEPARTURE DATE DEPARTURE TIME

Make cheques payable to the Academy of InternationalBusiness. Foreign cheques must have micro-encodedbanking information, a US bank address, and the USdollar amount imprinted on the cheque.

REFUND POLICY for cancellation:100% prior to May 10, 2002 (less $20 cancellation fee)

50% prior to June 10, 2002

Return this form (or a copy) with your payment toensure proper recording of your payment.

MAIL: Academy of International BusinessCollege of Business AdministrationUniversity of Hawai‘i at Manoa2404 Maile Way, C-306Honolulu, Hawaii 96822-2223 USA

FAX: (808) 956-3261

METHOD OF PAYMENT$ CHEQUE or MONEY ORDER (Enclose with form)

Cheque No. ____________ Cheque Date: ___/___/___

$ CREDIT CARD (Check one)$ MasterCard $ VISA $ AMEX $ Discover $ Diners

________________________________________________CREDIT CARD NUMBER

Expiration Date _________/________ (Month/Year)

________________________________________________NAME ON CARD

Total Amount $ __________________

________________________________________________SIGNATURE (If Credit Card Payment)

REGISTRATION FEES(Includes meeting registration, coffee breaks, poster sessionswith refreshments, Presidential Reception, Gala event andDinner, Awards Luncheon, bag, Proceedings, and more.)Note: Non-members must pay the registration fee plus oneyear of membership to register. Only valid members as of June2002 may register without paying dues.

AIB MEETING REGISTRATION FEE $______

$ EARLY AIB MEMBER REGISTRATION: US$300.00If received after March 15, 2002 - US$350.00(add US$85 for one year of membership)

$ STUDENT AIB MEMBER REGISTRATION: US$175.00(add US$45 for one year of membership)(need valid University ID - include photo copy)

$ LOW INCOME AIB MEMBER REGISTRATION: US$175.00(add US$45 for one year of membership)(gross annual income less than US$25,000)

LATE REGISTRATION FEE$ For payments received AFTER May 15, 2002

Add US$50.00 to the above registration fee + $______

SPOUSE/GUEST TICKETS - Package US$120.00$ Presidential Reception - $35

$ Gala event and Dinner - $50

$ Awards Luncheon - $40 $______

___________________________________SPOUSE/GUEST’S NAME (for name tag if purchasing the Spouse/Guest package)

DONATIONS$ ADOPT-A-LIBRARY - US$35 per subscription $______

$ AIB FOUNDATION - any amount appreciated $______

Federal Employee ID #23-744298 DUNS #797963394

TOTAL $_______


AIB Institutional Members

Florida International UniversityGeorgia State UniversityMichigan State University

Pepperdine UniversityRoger Williams University

The George Washington UniversityUnited States Int’l University

University of HawaiiUniversity of Maryland

University of Nevada, Las VegasUniversity of San Francisco

University of Scranton

Become an institutional member:

Your school can join the prestigious schools above bybecoming an institutional member of the AIB. Forms areavailable in each newsletter and on our Web site(http://www.aibworld.net). Please feel free to contact theAIB Secretariat if you have any questions about member-shipby emailing [email protected].

Terms of Membership:

For an annual fee of US$1,000, a school may designatetwo faculty members to receive AIB membership and two toreceive registration at the AIB’s Annual Meeting. A Ph.D.candidate may also be nominated to receive membershipand meeting registration provided that he or she commits toattending the Doctoral Consortium. Each participating insti-tution will be recognized once a year in both the AIBNewsletter and the Annual Meeting Program.


Terms of Membership: For an annual fee of US$1,000, a school may designate two faculty members to receive AIB mem-bership and two to receive registration at the AIB’s Annual Meeting. A Ph.D. candidate may also be nominated to receivemembership and meeting registration provided that he or she applies to attend the Doctoral Consortium. Each participatinginstitution will be recognized once a year in both the AIB Newsletter and the Annual Meeting Program.

AIB INSTITUTIONAL MEMBERSHIP APPLICATIONA C A D E M Y O F I N T E R N A T I O N A L B U S I N E S S

INSTITUTION’S CONTACT INFORMATION Please type or print clearly and remit payment with form.

NAMES OF NOMINEES

- Please write the names of the individuals at your institution

who will receive the benefits listed below.

- Attach a copy of the “Individual Membership” form on the next

page for each person nominated.

- Check off the box for “Institutional Nominee” on the form.

MEMBERSHIP #1FIRST NAME INITIAL FAMILY NAME

POSITION/TITLE FAX NUMBER

E-MAIL

MEMBERSHIP #2FIRST NAME INITIAL FAMILY NAME


E-MAIL

Our institution nominates the following two individuals toattend the AIB’s Annual Meeting in San Juan, Puerto Ricoon June 28 -July 1, 2002.

REGISTRATION #1 (name only if same as #1 above)FIRST NAME INITIAL FAMILY NAME


E-MAIL

REGISTRATION #2 (name only if same as #2 above)FIRST NAME INITIAL FAMILY NAME


E-MAIL

Ph.D. Nominee (Membership and 2002 Registration Fee)FIRST NAME INITIAL FAMILY NAME


E-MAIL

FIRST NAME INITIAL FAMILY NAME

POSITION TITLE ORGANIZATION

STREET ADDRESS LINE 1

STREET ADDRESS LINE 2

CITY STATE COUNTRY POSTAL CODE

TELEPHONE FAX

E-MAIL PERSONAL WEB PAGE

Make cheques payable to the Academy of International Business.Applicants outside the US must pay by credit card or remit funds by meansof an international money order denominated in US dollars or by a checkdrawn upon a US bank. Foreign cheques must have micro-encoded bank-ing information, including the ABA routing number at the bottom of thecheque, a US bank address and have the US dollar amount imprinted onthem. The regular annual membership dues of $85 and the Student andLow-income annual membership of $45 in the Academy of InternationalBusiness both include $40 for a one-year subscription to the Journal ofInternational Business Studies. (Federal Employer ID #23-7442958).

You must return this form (or a copy) with your payment to ensureproper recording. (Return by May 15, 2002 for the current meet-ing.)

AMOUNT PAID: $ _________ (Dues for _____ years)

METHOD OF PAYMENT:❑ Cheque (No.: __________ Date: __________)❑ Credit Card (Circle: MasterCard / VISA / AMEX / Diners / Discover)

Credit Card Number

Expiration Date: _____/_______ (Month/Year)

Signature (if credit card payment)

MAIL TO: Academy of International BusinessUniversity of Hawai`i at Manoa - CBA2404 Maile Way (C-306)Honolulu, HI 96822-2223 USA

FAX TO: (808) 956-3261

The 43rd Annual Meetingof the Academy of International Business

Looking Towards the Future

Sheraton On The Park - Hotel SydneySydney, Austalia


© 2001 Academy of International Business

For information, please contact:AIB Executive Secretariat

James R. Wills Jr., Executive Secretary, orLaurel King, Managing Director

2404 Maile WayUniversity of Hawai'i, CBA C-306

Honolulu, Hawai'i 96822 USATel: (808) 956-3665 % Fax: (808) 956-3261 % E-mail: [email protected]

www.aibworld.net

The 2001 Meeting Sponsors:

Documents

Extended Program AIB · 2010-07-23 · AIB 2001 - Sydney, Australia November 16-19, 2001 # 7 Welcome to the 2001 Annual Meeting of the Academy of International Business! I believe