Managing international interdependence: CEO characteristics in a resource-based framework

Article Abstract:

This study's basic argument is that the level of a firm's international interdependence influences the pattern of CEO characteristics ideal for enabling a CEO to contribute to firm performance. In data from 74 CEOs and their firms, the influence of locus of control, information evaluation style, and international experience on firm performance varied with interdependence. A marketing management specialization hindered performance in a high international interdependence context and helped it in a low interdependence context. Furthermore, an overall pattern of CEO characteristics consistent with hypothesized theoretical profiles had an important influence on firm performance. (Reprinted by permission of the publisher.)

Research, International aspects, Chief executive officers, Strategic alliances (Business), Interorganizational relations, Industrial cooperation

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Lessons from labor-management cooperation

Article Abstract:

A growing number of unions and employers during the 1980s have implemented various programs centered on labor-management cooperation in response to economic problems brought about by declining productivity, poor work quality, deregulation, and international competition. Such programs include QWL, employee involvement, productivity, bargaining and gainsharing, and area-wide labor-management committees. This article identifies insights gained from experience with labor-management cooperation during the past 30 years. The authors then identify a number of steps that can be taken to enhance the possibility of success in joint problem-solving efforts. (Reprinted by permission of the publisher.)

Analysis, Innovations, Labor relations, Problem solving, Labor-management committees

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Effects of task difficulty and interunit interdependence on information processing systems

Article Abstract:

A study of the relationships within interunit projects between task difficulty, boundary-crossing activity (wherein personnel from one unit perform tasks relegated normally to those in other units), and group-member autonomy indicated a strong interaction among all three factors. The greater the task difficulty, the greater the interunit interdependence; similarly, the higher the level of cross-boundary activity the greater the interdependence. Task difficulty and boundary-spanning activities are also positively correlated to autonomy.

Evaluation, Information technology, Organizational effectiveness, Institution management

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