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ADVANCED
MANAGEMENT JOURNAL
VOLUME
65 NUMBER 3 SUMMER 2000
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to AMJ Contents
Employee Loyalty in the
New Millennium
There is little or no
agreement on the definition of employee "loyalty," and branding
types of employee conduct as "disloyal" can be
counterproductive. Instead, it may be more productive to view
employee behavior as part of an exchange process. In the new
millennium, employees will no doubt focus on potential rewards, and
employers will find that their workforce is more "loyal" if
they, too, provide advantageous outputs for the employee's inputs.
Edward L. Powers
Adapting Financial
Institution Directors' Roles in the Management Process to Achieve a
competitive advantage: a challenge for 2000 and Beyond
The old paradigm for
determining a company's potential for competitive success -- essentially
measuring its resources -- will not work in the new millennium.
Companies must be able to anticipate and influence future trends. Harnessing
the skills of a company's directors may be one way to develop and
implement a strategic plan that will lead to a sustainable competitive
advantage. The perspective of outside
directors can play a crucial role in
providing the knowledge-based competencies
essential for successful planning.
James B. Bexley
and Jo Ann M. Duffy
Form, Functions, and
Financial Performance Realities for the Virtual Organization
Virtual organizations
attempt to create a network or coalition of suppliers, manufacturers, and
administrative services to accomplish specific objectives. Once
these are achieved, the network may dissolve. The cost and other
advantages that may flow from these
organizations derives form the particular type of outsourcing methodology
selected by the "hub" organization and from the effectiveness of
the hub's management. These, in turn, will reflect the hub's
strategic objectives, core competencies, constraints, and resources.
William M.
Fitzpatrick and Donald R. Burke
The Art of Running a
Business School in the New Millennium: A Dean's Perspective
A saying is that
changing the course of history is easier than changing a history
course. If the academic world is not more responsive to the needs of
business and society at large, business schools, in particular, may find
themselves marginalized. Increasing competition from various types
of educational organizations, changes in the way education is delivered,
questions about the tenure system -- these are some of the mounting
pressures. Leaders need to commit themselves, faculty, and
administrators to respond creatively to the challenges.
George E. Stevens
Economic Education in
Russia: A Case Study
One of the many problems
facing Russia's transformation into a market economy is the shortage of
non-Marxist teachers and teaching materials. The Russian Federation
has recognized the dire need for economic education and encourages Higher
Educational Institutions to offer it.
However, political and economic problems -- particularly the shortage of
money and low teacher salaries -- throw up major roadblocks in the path of
progress. The efforts of the Voronezh State Pedagogical University
to overcome these problems are symptomatic of the larger issues.
Sue Olinger
Shaw, Nina Burakova, and Valery Makuokha
Manga and the Pirates:
Unlikely Allies for Strategic Growth
In what must be one of
the more imaginative business strategies of recent years, a number of
Japan's manga (comic book) companies have entered into production
and marketing alliances with the Asian companies that had been producing
and selling pirated editions. Using an environmental strategic
analysis framework to understand the motivation, and Michael Porter's Five
Forces Model to analyze the manga business environment
this case study illustrates the mutual advantages
of the cooperative privateer strategy as an
alternative to legal protectionism and antagonistic competition.
Milton Mayfield,
Jackie Mayfield, Alain Genestre, and Magda Marcu
Determinants and
Assessment of Political Risk in Central America
Social scientists
desiring to study the causes of political risk can ask for no better
laboratory than Central America. Only
a couple of the countries there have escaped decades of political and
social unrest if not outright conflict. Businesses considering
operations in this part of the world would do well to review each
country's history and the factors that
appear to lead to political instability -- income inequality, size of
ethnic groups, and degree of heterogeneity
of the population.
Charles A.
Rarick
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