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The JGM Blog

Nov 10

Written by: Professor Stephen A. Drew
10/11/2014 09:03 

In this edition of the Journal of General Management we include papers on the topics of knowledge management, informal networks, strategy implementation, dividend strategy and corporate reputation management. Our authors are from the UK, USA, China, Hong Kong, the UAE, Qatar and Australia and we are proud that we have such a high degree of international coverage on areas of interest to scholars and practitioners alike.

The first article by Drs Jane Qiu and Steven Lui addresses the topic of knowledge transfer and management in multiunit firms. They explore the development of a new contingency theory using a single case study of a Chinese multiunit firm. The authors adopt a multidisciplinary perspective drawing on concepts of human resource management, organisational design and knowledge transfer. The article contributes to our understanding of the connections between knowledge flows and aspects of organisation subunit design such as formal and informal structure and human capital. It will be of special interest for researchers, strategists, managers and leaders operating in transnational and global organisations.

The second paper by Drs Saı¨d Elbanna, Ioannis Thanos and Mustafa Colak addresses the challenge of how to increase the quality of strategic decision implementation. Their empirical research on a sample of 116 Turkish firms unravels the relationship between success of the implementation process and issues of trust, participation, past performance, implementation speed and uncertainty. This article contributes to our knowledge of the risks and barriers to strategic implementation and how to increase the chances of success through general management.

Professor Sven Horak presents an interesting paper on informal relational networks in South Korea. As conglomerates like Samsung and Hyundai achieve great success in global markets the fascination with business and management practice in that country increases. There is sometimes a blanket assumption that all East Asian cultures operate to a somewhat similar model, influenced by the work of Hofstede, Hall and others. This paper serves to educate and show us how South Korean informal networks are similar and different to those in China and elsewhere. While the paper is exploratory in nature it opens up further avenues for research in the areas of corporate governance, strategy and leadership.

The last paper by Professors Wilson Li, Tina He and Gordon Tang is concerned with the impact of dividend policies on corporate reputation. They present the findings of recent empirical research in Hong Kong Listed corporations 2002-2007 and show how dividend payout policy in firms with concentrated ownership can offset negative perceptions for reputation through expropriation risk.

We are most thankful to Professors Malcolm Warner and Stephen Frenkel for providing reviews of recent interesting texts on Chinese management practices. These reviews serve to inform and engage our interest in the latest developments in cross-cultural management and show why this is such a dynamic and fascinating field. Management in Chinese institutions is now becoming a highly relevant and widely researched topic but one that was little taught when many scholars and practitioners went through their training and early careers.

On a less happy note we are troubled to be encountering an increasing incidence of suspected and detected plagiarism in our submissions. This can be seen as an inevitable consequence of the increasing use of technology, globalisation and the ‘publish or perish’ culture of academia. It is an issue we are addressing seriously in our review process and we will have no hesitation in rejecting such flawed papers in future. We have no choice as this practice endangers our reputation as a Journal and brings the professions of general management and publishing into dishonour.

We are happy to include in this edition an announcement about an interesting forthcoming special edition organised by Professor Leyland Pitt. We encourage readers to consider submissions for this. In closing I also give many thanks to Professor Teck Yong Eng and the whole editorial and review team of JGM for making this edition possible. Many times the role of a journal editor is extremely complex and demanding. In my experience the JGM editorial team works to achieve near miracles to make this possible against very tight deadlines.

Professor Stephen Drew

Executive Editor of the Journal of General Management

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