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While economists and governments continue to speculate about when household spending will finally pick up, so that they can at last announce the end of the crisis, few seem to be very worried about whether families will be in a position to fully enjoy the expected economic wellbeing.
Judging by the results of the first Family Responsible Employer Index, produced by IESE, juggling professional and family life is becoming increasingly difficult. only 7% of Spanish firms with more than 100 employees have implemented specific programs to help employees strike the right balance in their lives, though almost 20% are considering doing so. As other articles reviewed in this edition of IESE Insight show, family-friendly policies affect employee motivation, while part-time work may be a means of reconciling work and family.
Also: some new research into shareholder value creation in 2002 and queue management.
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Corporate Social Responsibility |
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Balancing Work and Family in Spain |
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| Mª Nuria Chinchilla, Consuelo León, Steven Poelmans |
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On the home front, an increasing number of divorces, a low birth rate, parents spending too little time with their children, children's upbringing delegated to grandparents, nannies and teachers; and on the work front, stress, difficulty in transferring staff to other cities, rotating jobs or hiring key employees, and absenteeism; all of these are consequences of the dual role of parent and professional assumed by both spouses in many families nowadays. What should be done to harmonize work and family? What have Spanish companies done so far? In their paper "Políticas de conciliación trabajo-familia en 150 empresas españolas" (Work-Family Conciliation Policy in 150 Spanish Companies), IESE Professors Nuria Chinchilla and Steven Poelmans and Research Assistant Consuelo León analyze work-family practices, policies and programs in companies in Spain. 
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Finance |
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Shareholder Value Creation and Destruction in 2002 |
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| Pablo Fernández, Laura Reinoso |
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| 2002 was a bad year for US companies and the figures prove it: shareholder value destruction by the firms in the Standard & Poor's (S&P) 500 amounted to US$3.3 trillion. only 80 companies created value, while the remaining 420 destroyed value. In their paper "Shareholder Value Creators and Shareholder Value Destroyers in USA. Year 2002", Pablo Fernández, Professor of Financial Management at IESE Business School, and Laura Reinoso, Research Associate, explain the essential concept of created shareholder value and quantify it for all 500 US companies in the S&P index.
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Innovation and Entrepreneurship |
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The Effects of M&A on R&D |
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| Bruno Cassiman, Reinhilde Veugelers |
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Buying other companies or joining forces with them seems to be the quickest way to get your business on a growth path. Over the last decade, however, as the number of mergers and acquisitions (M&A) has soared, the debate about their efficiency as a growth tool has intensified.
One relatively under-investigated aspect is the effect that M&A can have on the resulting company's in-house research and development (R&D) potential. This in-depth study, carried out by an international team of researchers including Bruno Cassiman, Professor of General Management at IESE, assesses how relatedness among merger partners influences the R&D activities of the merged entity.
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Finance |
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What's the Deal in Mergers and Acquisitions in Europe? |
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| Ignacio Hernando, José Manuel Campa |
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| The euro has circulated for almost a year now, and it's clear that the currency has forever changed the art of the business deal in Europe. This paper investigates the state of mergers and acquisitions in the EU. Has the journey towards a single financial market affected M&As? And what does the announcement of a cross-border deal mean for a company's shareholders?
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Leadership, Strategy and Change |
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What Motivates People to Work? |
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| Pablo Cardona, Álvaro Espejo, Barbara S. Lawrence |
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| What drives working professionals today? Are people motivated by economic rewards, like money and benefits, or are they in it for social reasons, such as attention or praise? Increasing evidence suggests that other factors, such as learning and the desire to belong, also motivate employees. This paper presents a new outcome-based theory of work motivation that can help business managers select, inspire and retain talent.
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Service and Operations Management |
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What's in a Queue? |
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| Alex Grasas, Jaume Ribera |
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| Remember the last time when you were in a queue? At the traffic light? In the supermarket? At the doctor's? Queuing occurs in many contexts in manufacturing and service environments. But why and how? And what can managers do about it? In their technical note "Queing" Research Assistant Alex Grasas and Professor Jaume Ribera of IESE study situations in which there is sufficient capacity to cover the process demands, yet queues build up due to variations in the arrival rate or in service times. Besides the quantitative analysis, the authors also offer some tips on queue management.
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