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Different Firms (different + firm)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	75%

Selected Abstracts

Local Diversity, Human Creativity, and Technological Innovation

GROWTH AND CHANGE, Issue 3 2001
Pierre Desrochers
The purpose of this paper is to point out some shortcomings of traditional approaches to the study of "knowledge spillovers" and to suggest an alternative based on how knowledge is actually created and exchanged by individuals. Which regional setting is the best incubator of technological change and economic growth? Is this promoted by regional diversity or specialization of economi activity? This study will include economic analyses of geographically localized "dynamic knowledge externalities, Jacob's externalities, or adding new work to old, industrial classification and technology combination, human creativity, and technology combination through human action and imaginative use of resources. Employees add to, or switch their product line; individuals move from one type of production to another; individuals observe a product/process in another setting and incorporate it; individuals possessing different skills and working for different firms collaborate; and urban diversity and resource collaboration are utilized. It is concluded that problems are solved through the combination of previously unrelated things and that promoting regional specialization at the expense of spontaneously evolved local diversity might be a counter-productive policy. [source]

Changes in employees' attitudes at work following an acquisition: a comparative study by acquisition type

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2008
Sylvie Guerrero
The purpose of this paper is to examine how employee reaction varies in the event of an acquisition, and ultimately, to show that it depends on the acquisition context; specifically: (1) the legitimacy of the purchasing firm's identity, and (2) the extent of the organizational changes or discontinuity resulting from the acquisition. The research hypotheses considered are tested using a single questionnaire administered repeatedly over a five-year period to the employees of 85 sites belonging initially to three different firms: ABC (the acquiring firm), EFG (the firm taken over in a friendly acquisition) and XYZ (firm absorbed in a hostile acquisition). The results mainly show that employees working at sites belonging initially to EFG have higher organizational identification scores than those at sites belonging initially to XYZ. Insecurity scores increase at all sites after the acquisition period, even for employees who originally belonged to ABC. Finally, a temporal link is seen between organizational identification, insecurity and job satisfaction. [source]

R&D managers' adaptation of firms' HRM practices

R & D MANAGEMENT, Issue 3 2009
Pedro Ortín Ángel
The heads of R&D departments are those most responsible for the adaptation of firms' human resource management (HRM) practices to the idiosyncrasies of their departments. From their description, this paper analyzes the HRM practices in R&D departments and the adaptation achieved in four different firms. The data suggest that the main adaptations are produced primarily in recruiting and organizing the work of R&D personnel. In contrast to suggestions in the specialized literature, less adaptation is found in other HRM practices analyzed (managerial support and degree of delegation, compensation and career plans). Psychological theories of procedural justice and social comparison can improve our understanding of such results. The organizational structure affects the reference group for such comparisons and, consequently, the R&D managers' capacity to adapt such practices. Based on these arguments, the delegation of HRM practices to R&D departments will enhance the degree of adaptation of such policies. [source]

Interfirm Modularity and Its Implications for Product Development,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 4 2005
Nancy Staudenmayer
Industries characterized by interfirm modularity, in which the component products of different firms work together to create a system, are becoming increasingly widespread. In such industries, the existence of a common architecture enables consumers to mix and match the products of different firms. Industries ranging from stereos, cameras, and bicycles to computers, printing, and wireless services are now characterized by interfirm modularity. While the increasing presence of this context has been documented, the implications for the product development process remain underdeveloped. For the present study, in-depth field-based case studies of seven firms experiencing an environment of interfirm modularity were conducted in order to deepen understanding of this important phenomenon. What unique challenges did this context pose and why? What solutions did firms experiment with, and which seemed to work? Based on an inductive process of data analysis from these case studies, three primary categories of challenges raised by this environment were identified. First, firms were frustrated at their lack of control over the definition of their own products. The set of features and functions in products were constrained to a great extent by an architecture that the firm did not control. Second, while an environment of interfirm modularity should in theory eliminate interdependencies among firms since interfaces between products are defined ex-ante, the present study found, ironically, that interdependencies were ubiquitous. Interdependencies continually emerged throughout the product development process, despite efforts to limit them. Third, firms found that the quantity and variegated nature of external relationships made their management exceedingly difficult. The sheer complexity was daunting, given both the size of the external network as well as the number of ties per external collaborator. Partners with whom control over the architecture was shared often had divergent interests,or at least not fully convergent interests. The solutions to these challenges were creative and in many cases counter to established wisdom. For instance, research has suggested many ways for a firm to influence architectural standards. While the firms in the present sample followed some of this advice, they also focused on a more neglected aspect of architecture,the compliance and testing standards that accompany modules and interfaces. By concentrating their efforts in a different area, even smaller firms in this sample were able to have some influence. Instead of focusing on the elimination of interdependencies, it was found that firms benefited from concentrating on the management of interdependencies as they emerged. Finally, while layers of management and "bureaucracy" are often viewed as unproductive, these firms found that adding structure, through positions such as Relationship Manager, was highly beneficial in handling the coordination and control of a wide range of external relationships. [source]