Measuring globalisation: An evolutionary economic approach to tracking the evolution of international trade

Operationalising and measuring the concept of globalisation is important, as the extent to which the international economy is integrated has a direct impact on industrial dynamics, national trade policies and firm strategies. Using complex systems network analysis with longitudinal trade data from 1938 to 2003, this paper presents a new way to measure globalisation. It demonstrates that some important aspects of the international trade network have been remarkably stable over this period. However, several network measures have changed substantially over the same time frame. Taken together, these analyses provide a novel measure of globalisation.

Responses to a merger: The effects of premerger group status and integration pattern

Adopting a social identity perspective, the research was designed to examine the interplay between premerger group status and integration pattern in the prediction of responses to a merger. The research employed a 2 (status: high versus low) x 3 (integration pattern: assimilation versus integrational equality versus transformation) between-participants factorial design. We predicted that integration pattern and group status would interact such that the responses of the members of high status group would be most positive under conditions of an assimilation pattern, whereas members of low status groups were expected to favour an integration-equality pattern. After working on a task in small groups, group status was manipulated and the groups worked on a second task. The merger was then announced and the integration pattern was manipulated (e.g., in terms of the logo, location, and decision rules). The main dependent variables were assessed after the merged groups had worked together on a third task. As expected, there was evidence that the effects of group status on responses to the merger were moderated by integration pattern. Field data also indicated that both premerger status and perceived integration pattern influenced employee responses to an organisational merger.

Transnational organised crime and the International Criminal Court developments and debates

Limitation to jurisdiction of International Criminal Court (ICC) - proposal to strengthen the universal criminalisation of transnational organised crimes by enabling them to be prosecuted through an international authority - debate on whether existing offences under the ICC Statute encompass certain transnational organised crimes - whether the Statute should be expanded to include crimes that have been recognised in international treaties.

Transnational organised crime and international law: The Palermo Convention

The last decade has witnessed a significant growth in transnational organised crime activities. It has also seen multiple efforts by the international community to come to terms with this rise of organised crime and to work towards an international instrument to combat the activities of criminal organisations. In December 2000, the United Nations opened for signature the Convention against Transnational Organized Crime (2001), also known as the Palermo Convention, a treaty that is supplemented by three protocols on trafficking in persons, smuggling of migrants, and trafficking in firearms and ammunition. The conclusion of the Convention marks the end of more than eight years of consultations on a universal instrument to criminalise and counteract transnational criminal organisations. This article illustrates the developments that led to the Convention against Transnational Organized Crime and reflects on the amendments and concessions that have been made to earlier proposals during the elaboration process. This article highlights the strengths of the Convention in the areas of judicial cooperation and mutual legal assistance, and the shortcomings of the new Convention, in particular in failing to establish a universal, unequivocal definition of “transnational organized crime”.

The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger

This article reports a longitudinal study that examined mergers between three large multi-site public-sector organizations. Both qualitative and quantitative methods of analysis are used to examine the effect of leadership and change management strategies on acceptance of cultural change by individuals. Findings indicate that in many cases the change that occurs as a result of a merger is imposed on the leaders themselves, and it is often the pace of change that inhibits the successful re-engineering of the culture. In this respect, the success or otherwise of any merger hinges on individual perceptions about the manner in which the process is handled and the direction in which the culture is moved. Communication and a transparent change process are important, as this will often determine not only how a leader will be regarded, but who will be regarded as a leader. Leaders need to be competent and trained in the process of transforming organizations to ensure that individuals within the organization accept the changes prompted by a merger.

A longitudinal investigation of coping processes during a merger: Implications for job satisfaction and organizational identification

This study tested the utility of a stress and coping model of employee adjustment to a merger Two hundred and twenty employees completed both questionnaires (Time 1: 3 months after merger implementation; Time 2: 2 years later). Structural equation modeling analyses revealed that positive event characteristics predicted greater appraisals of self-efficacy and less stress at Time 1. Self-efficacy, in turn, predicted greater use of problem-focused coping at Time 2, whereas stress predicted a greater use of problem-focused and avoidance coping. Finally, problem-focused coping predicted higher levels of job satisfaction and identification with the merged organization (Time 2), whereas avoidance coping predicted lower identification.

Paediatric research in emergency departments international collaborative (PREDICT): First steps towards the development of an Australian and New Zealand research network

Paediatric emergency research is hampered by a number of barriers that can be overcome by a multicentre approach. In 2004, an Australia and New Zealand-based paediatric emergency research network was formed, the Paediatric Research in Emergency Departments International Collaborative (PREDICT). The founding sites include all major tertiary children’s hospital EDs in Australia and New Zealand and a major mixed ED in Australia. PREDICT aims to provide leadership and infrastructure for multicentre research at the highest standard, facilitate collaboration between institutions, health-care providers and researchers and ultimately improve patient outcome. Initial network-wide projects have been determined. The present article describes the development of the network, its structure and future goals.

Globalisation and connectedness: A network approach to international business

There have been recent calls for the field of International Business to retool its routines by becoming genuinely interdisciplinary. This paper takes such an approach by using recent advances in the fields of evolutionary economics and applying them to IB. Evolutionary economists are now viewing the economy as an actual network. Consequently, one the key analytical tools in this approach is network analysis. Some of the basic methods in network analysis are reviewed. The paper then looks at how using these tools might be of use in IB studies. In particular, it outlines fruitful research paths in the areas of globalisation and regionalisation, and the measurement of performance in multi-national firms and alliances. In each case, propositions are put forward which can be analytically tested with the use of network analysis. The paper concludes with a brief outline of a research agenda which utilises this approach in International Business studies.