| Privitization and Economic Liberalization: the Role of the Entrepreneur as a Catalyst for Change in Transition Economies |
| | Kedia, Ben L. | U. of Memphis | bkedia@memphis.edu | (901)-678-2038 |
| | Dibrell, Charles Clay | U. of Memphis | cdibrell@memphis.edu | (901)-678-5399 |
| | Harveston, Paula D. | U. of Memphis | pharvstn@memphis.edu | (901)-678-2038 |
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| The Role of Pioneering Advantage in the Entrepreneurial Transformation of Newly Privatized Enterprise |
| | Doh, Jonathan Paul | American U. | jdoh@american.edu | [(202)-895-4922] |
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This paper presents an evaluation of first mover, and the related order of entry and pioneering advantage theories, in determining the competitive position of entrants and potential for transformation of state-owned industry through privatization and deregulation. The paper reviews theories of first mover, order of entry and pioneering advantage, and perspectives on entrepreneurial positioning, and explores the application of these theories to foreign entrants seeking to participate in emerging markets privatizations. The paper also draws from collaborative strategy and organization learning theories to further refine when and how order of entry may determine corporate competitive position and entrepreneurial response in newly privatized markets. An integrated model of specific privatization decisions and their relative contribution to entrepreneurial transformation is constructed, and a short case illustration from the telecommunications industry is presented. The paper concludes that pioneering advantage is a potent factor in determining competitive success by foreign entrants and joint ventures in telecommunications privatizations, and that incumbent firms hold a powerful "first mover" like advantage that is difficult for foreign participants to challenge, even when privatization is later accompanied by market liberalization and deregulation. Privatization. Foreign investment. First mover.
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| | Keywords: Privatization; Foreign investment; First mover |
| Implicit Leadership Theory and Culture: The Case of Mexico and the U.S. |
| | Wofford, Jerry C. | U. of Texas, Arlington | wofford@uta.edu | (817)-272-3412 |
| | Lovett, Stephen | San Diego State U. | slovett@mail.sdsu.edu | 760-768-5631 |
| | Whittington, J. Lee | Texas Wesleyan U. | wofford@uta.edu | (817) 531-7592 |
| | Coalter, Terry M. | Jacksonville U. | Coalter@juno.com | (904) 745-7467 |
| | We examined implicit leadership theories (ILTs) in Mexico and the U.S. using scenarios which included "best/worst" unit performance cues. Our findings were dominated less by differences in perceptions of leadership effectiveness between national cultures or between the sexes and more by differences between public and private university students across the two cultures. It appears that differences in the ILTs of subgroups within a national culture can be as great or greater than those between national cultures. Also, important individual differences in ILTs may be explainable along identifiable patterns through personality traits. We conclude that statements about the ILTs of, for example, Mexicans or Americans are too simplistic: variations within cultures are significant enough to make such statements less than meaningful. |
| | Keywords: leadership; culture; personality |
| A Cross-Cultural Study of Leader Power in the U.S. and South Korea |
| | Rahim, M. Afzalur | Western Kentucky U. | mgt2000@aol.com | (502)-782-2898 |
| | Kim, Nam Hyeon | Keimyung U., South Korea | nhkim@keim.edu.sk | (053)-624-7720 |
| | Antonioni, David T. | U. of Wisconsin, Madison | dta@mi.bus.wisc.edu | 608-265-4004 |
| | Psenicka, Clement | Youngstown State U. | fr165002@ysub.ysu.edu | (216)-742-3071 |
| | This study compared the (a) factor structure of power bases, (b) relationships of power bases to compliance and satisfaction with supervision, and (c) level of each power base between the U.S. (N = 1,116) and S. Korean (N = 728) managers and employees. Results indicate that the factor structure of the power bases in the S. Korean sample was remarkbly similar to that found in the U.S. sample. Similarities in the relationships of coercive, reward, legitimate, and expert power bases to compliance and coercive and referent power bases to satisfaction were found. S. Korean respondents reported significantly less of each power base than their counterparts in the U.S. There were also differences among power bases within each culture. Whereas the U.S. respondents reported relatively more position than personal power base, S. Korean respondents reported relatively more personal than position power base. The implications for the findings are discussed. |
| | Keywords: Power; Compliance; Satisfaction |