Good Job!: Recognition Training (article)
By Holly Dolezalek
from Training Vol 45 Iss 7 Aug 2008, p.16
"The article focuses on the role of training for managers in recognizing excellent employee performance. Gallup polls have shown that employee engagement and recognition of good performance are linked. Management consultant Judith Bardwick says that recognition stems from the point of view that people are an investment-worthy core asset that achieves a high rate of return. Desirable effects of proper recognition are noted. Difference among recognition, rewards, and incentives is discussed."
Measuring tax incentives for R&D (article)
By Kenneth J. McKenzie
from International Tax and Public Finance Vol 15 Iss 5 Oct 2008, pp. 563 - 581
"A methodology for measuring the user cost of intangible R&D capital is developed. In contrast to the way in which the Hall–Jorgenson–King–Fullerton (HJKF) approach to measuring the user cost of capital, and the related notion of the effective marginal tax rate on capital, is typically applied to intangible R&D capital, the methodology takes explicit account of the microeconomic foundations of R&D in order to aggregate the user costs of the various inputs used in the production of R&D. Illustrative calculations are presented for Canadian provinces which show that relative to the methodology developed here, the standard approach substantially overstates the tax subsidy offered to intangible R&D capital. "
Social Intelligence and the Biology of Leadership (article)
By Daniel Goleman and Richard Boyatzis
From Harvard Business Review Vol 86 Iss 9 Sept 2008, pp. 74 - 81
" A decade ago in these pages, Goleman published his highly influential article on emotional intelligence and leadership. Now he, a cochair of the Consortium for Research on Emotional Intelligence in Organizations, and Boyatzis, a professor at Case Western, extend Goleman's original concept using emerging research about what happens in the brain when people interact. Social intelligence, they say, is a set of interpersonal competencies, built on specific neural circuits, that inspire people to be effective. The authors describe how the brain's mirror neurons enable a person to reproduce the emotions she detects in others and, thereby, have an instant sense of shared experience. Organizational studies document this phenomenon in contexts ranging from face-to-face performance reviews to the daily personal interactions that help a leader retain prized talent. Other social neurons include spindle cells, which allow leaders to quickly choose the best way to respond to someone, and oscillators, which synchronize people's physical movements. Great leaders, the authors believe, are those whose behaviors powerfully leverage this complex system of brain interconnectedness. In a handy chart, the authors share their approach to assessing seven competencies that distinguish socially intelligent from socially unintelligent leaders. Their specific advice to leaders who need to strengthen their social circuitry: Work hard at altering your behavior. They share an example of an executive who became socially smarter by embracing a change program that comprised a 360-degree evaluation, intensive coaching by an organizational psychologist, and long-term collaboration with a mentor. The results: stronger relationships with higher-ups and subordinates, better performance of her unit, and a big promotion."
Making Sense of Ambiguous Evidence
By Lisa Burrell
from Harvard Business Review Vol 86 Iss 9 Sept 2008, pp. 53-57
"The information that top managers receive is rarely unfiltered. Unpopular opinions are censored. Partisan views are veiled as objective arguments. Honest mistakes are made. The manager is then left to sort it all out and come to a wise conclusion. Few people know how to get an accurate read on a situation like documentarian Errol Morris. He is the award-winning director of such films as The Thin Blue Line and this year's Standard Operating Procedure, an exploration of the elusive truth behind the infamous photographs taken at Abu Ghraib prison. The Guardian has ranked him among the world's top 10 directors, crediting him with "a forensic mind" and "a painter's eye." In this article, Morris talks with HBR's Lisa Burrell about how he sorts through ambiguous evidence and contradictory views to arrive at the real story. "I don't believe in the postmodern notion that there are different kinds of truth," he says. "There is one objective reality, period." Getting to it requires keeping your mind open to all kinds of evidence -- not just the parts that fit with your first impressions or developing opinions -- and, often, far more investigation than one would think. If finding the truth is a matter of perseverance, convincing people of it is something of an art, one with which Morris has had much experience not only as a documentarian but also as a highly sought-after director of TV ads for companies like Apple, Citibank, Adidas, and Toyota. He holds up John Kerry's 2004 bid for the U.S. presidency as a cautionary tale: Kerry struck voters as inauthentic when he emphasized only his military service and failed to account for his subsequent war protest. Morris would have liked to interview him speaking in his own words -- natural, unscripted material -- so that his humanity, which seemed to get lost in the campaign, could emerge."
A Functionalist Framework for Identifying Business Clusters: Applications in Far North Queensland. (journal article)
by Adee Athiyaman and Celik Parkan
in Australian Journal of Management, June 2008, Vol 33 No 1, pp201-229
The extant literature on industry-cluster identification recommends the use of both quantitative and qualitative data to uncover clusters. We argue for a functionalist approach to identifying clusters. The logic here is that since spatial proximity of firms is an observed fact, attempts to uncover business clusters should begin with a statistical test of the randomness of firm density in a region. Rejection of this hypothesis should lead to an inter-firm analysis that identifies the relationships among firms in the region. Data from a regional area in the state of Queensland, Australia, are employed to demonstrate the applicability of the proposed framework
