nep-ppm New Economics Papers
on Project, Program and Portfolio Management
Issue of 2020‒12‒07
three papers chosen by
Arvi Kuura
Tartu Ülikool

  1. Subnational Targeting of Project Sites Using Project Targeting Index By Arden Finn; Takaaki Masaki
  2. Giving by taking away: big tech, data colonialism and the reconfiguration of social good By Viera Magalhães, João; Couldry, Nick
  3. Top management team international diversity and the performance of international R&D By Rene Belderbos; Boris Lokshin; Christophe Boone; Jojo Jacob

  1. By: Arden Finn; Takaaki Masaki
    Keywords: Macroeconomics and Economic Growth - Development Economics & Aid Effectiveness Poverty Reduction - Development Patterns and Poverty Poverty Reduction - Living Standards Poverty Reduction - Poverty Reduction Strategies Governance - International Governmental Organizations
    Date: 2020–08
  2. By: Viera Magalhães, João; Couldry, Nick
    Abstract: Big Tech companies have recently led and financed projects that claim to use datafication for the “social good”. This article explores what kind of social good it is that this sort of datafication engenders. Through the analysis of corporate public communications and patent applications, it finds that these initiatives hinge on the reconfiguration of social good as datafied, probabilistic, and profitable. These features, the article argues, are better understood within the framework of data colonialism. Rethinking “doing good” as a facet of data colonialism illuminates the inherent harm to freedom these projects produce and why, in order to “give”, Big Tech must often take away.
    Keywords: forthcoming
    JEL: R14 J01
    Date: 2020–10–31
  3. By: Rene Belderbos; Boris Lokshin; Christophe Boone; Jojo Jacob
    Abstract: We investigate how international diversity in Top Management Teams (TMTs) contributes to the effectiveness of geographically dispersed R&D strategies in enhancing innovation performance. Both international work experience and nationality diversity may enhance the effectiveness of geographically dispersed R&D when there is alignment between the countries of work experience and nationality of TMT members, on the one hand, and firms’ R&D locations on the other. This influence is stronger for international work experience diversity than for nationality diversity, as the former provides more task-related knowledge to coordinate R&D activities and is less associated with the risk of social categorization. We find partial support for these notions in a panel analysis of the innovation performance of 165 leading MNCs based in Europe, Japan and the United States.
    Keywords: diversity, innovation, internationalization, MNCs, R&D, Top Management Teams (TMTs)
    Date: 2020–11–18

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