The Sol Genomics Network (SGN, http://solgenomics.net) is a web portal with genomic and phenotypic data, and analysis tools for the Solanaceae family and close relatives. SGN hosts whole genome data for an increasing number of Solanaceae family members including tomato, potato, pepper, eggplant, tobacco and Nicotiana benthamiana. The database also stores loci and phenotype data, which researchers can upload and edit with user-friendly web interfaces. Tools such as BLAST, GBrowse and JBrowse for browsing genomes, expression and map data viewers, a locus community annotation system and a QTL analysis tools are available. A new tool was recently implemented to improve Virus-Induced Gene Silencing (VIGS) constructs called the SGN VIGS tool. With the growing genomic and phenotypic data in the database, SGN is now advancing to develop new web-based breeding tools and implement the code and database structure for other species or clade-specific databases.
This article reports a comparative case study of four joint ventures between partners from the United States and the People's Republic of China. The bargaining power of potential partners affects the structure of management control in a joint venture, which affects venture performance. Several informal control mechanisms interacting with formal control structure and influencing performance are identified. We also investigated the joint ventures' evolution over time. An integrative model of management control in joint ventures is presented. International joint ventures are a rapidly growing organizational form that has received increasing interest from researchers in a variety of academic disciplines. Despite this attention, academic understanding of joint ventures is still limited in scope and in depth. Previous studies have reported high failure and instability rates among joint ventures (Franko, 1971; Harrigan, 1986; Kogut, 1989; Levine & Byrne, 1986), and the factors predictive of successful venture performance remain unclear (Geringer & Hebert, 1991; Parkhe, 1993a). In addition, the empirical studies that have been done to test existing conceptual models have either produced contradictory results or been difficult to compare because of differences in how variables were measured. This study adopts an interpartner negotiations perspective on joint venture formation. We envisioned joint ventures as mixed motive games between partners who cooperate and compete simultaneously (Lax & Sebenius, 1986; Hamel, Doz, & Prahalad, 1989). According to the negotiations perspective, the relative bargaining power of each joint venture partner shapes the pattern of management control that a venture adopts. In addition, parent control is hypothesized to be a critical factor that determines performance. Although previous researchers have empirically investigated the first rela-We would like to thank Martin Kilduff, James Thomas, and two anonymous reviewers for this journal for their insightful comments on the earlier versions of this article.
The purpose of this article is to promote an open systems perspective on team research. The authors develop a model of team boundary activities: boundary spanning, buffering, and reinforcement. The model examines the relationship between these boundary activities and team performance, the moderating effects of organizational contextual factors, and the mediating effect of team psychological safety on the boundary work-performance relationship. These relationships were empirically tested with data collected from 64 software development teams. Boundary spanning, buffering, and boundary reinforcement were found to relate to team performance and psychological safety. Both relationships are moderated by the team's task uncertainty and resource scarcity. The implications of the findings are offered for future research and practice.
In this paper, we propose that the locus of organizational boundary activities has migrated from the organization to the work unit level as enterprises reengineer structures, increase the use of cross-functional teams, cut organizational slack and adopt advanced information technologies. From an open systems perspective, we examine how environmental and organizational forces affect this migration process. Three types of boundary activity relevant for work units are identified: buffering, spanning, and bringing up boundaries. A set of preliminary propositions regarding relationships between environmental and organizational changes and boundary activities is offered as a guide for future research.
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