The microeconomics of mobile payments

NETNOMICS: Economic Research and Electronic Networking - In this paper, a Kranzberg [32] - Lancaster [34] approach is employed to investigate the microeconomics of mobile payment methods. The...     

The catholic work ethic

In a recent Commentary in The International Executive (1992), Rüdiger Pieper complained that some, if not many of the (American) teachers in the new European business training institutes and schools knew relatively little about the cultures for which they were making management proposals. Further, the proposals themselves, based as they often were on American research, could not, he rightly felt, be directly applied to a business problem regardless of context. One could extend that observation to other business activities, including attitudes toward work. In particular, it would be useful to consider the “work ethic,” as it applies to Americans working abroad, and inquire about how it might affect international executives when they come to America.     

Managing innovation dilemmas: The cube solution

Innovation has become a universal feature of corporate life. Almost no company can survive without innovation. However, when it comes to developing innovation strategies, managers often are left alone to decide which innovation types to pursue, how to balance them in an overall portfolio, how to allocate resources, and how to implement them. In short, managers face a variety of innovation dilemmas. One of the most pertinent problems is how to distinguish innovation types in a meaningful way. In this article, we introduce the innovation cube, a tool that helps position innovation types in a managerially meaningful way. Once managers know how to relate and compare their innovation types to those of other companies, the cube helps them to better formulate their innovation strategy.     

The transactional ethic: The ethical foundations of free enterprise reconsidered

A review of the evolution of the ethical foundations of free enterprise reveals the essentially utilitarian ethical foundation prevailing today. To enrich those foundations the article attempts to establish the ethical validity of free transactions by relating them to the basic principle of interpersonal ethics: the Golden Rule. The validity of the transactional ethic is presented as an articulation of freedom in a valid social and economic context. Jeffrey A. Barach is Professor of Management, A. B. Freeman School of Business, Tulane University. His DBA ('67), MBA ('61), and AB ('56) are from Harvard. His interests include business ethics, business policy and marketing. He has published articles and cases in these areas and on pedagogy. His text Individual, Business, and Society was published in 1977. Recent articles concern social marketing (Business Horizons), management of family firms (Sloan Management Review), and the ethics of hardball (California Management Review).John B. Elstrott, Jr., is the Sponsored Research Coordinator at the Freeman School of Business, Tulane University. He received his Ph.D. in Economics from the University of Colorado (1975). His interests include business ethics, entrepreneurship, economic development, and environmental economics. He is working on several interdisciplinary research projects including one on economic evaluation of solid waste management alternatives. Dr. Elstrott is an active entrepreneur and serves on the board of several profit and not for profit corporations.     

Moral dilemmas,moral reasons and moral learning: interpreting a real case in terms of particularistic theory

The core of the paper consists of dialogue from a true case where an employee experienced moral dilemmas following a disquieting directive from his manager. The case is considered from the perspective of Dancy's particularistic theory of moral reasons (with some insight also from Ross's theory of prima facie duties). This case was chosen not to illustrate the theory, but rather to test the assumption that an approach to moral judgement based on Ross and Dancy has general applicability. It is suggested that, in its simplest form, that approach approximates to the manner in which people in organisations, without prior knowledge of ethical theorising, would ordinarily deal with comparable situations, and so it can be relatively easy to learn given practice. Based on this case, some insight is also offered into individuals' moral learning, including their need for personal qualities such as assertiveness and independence of mind. In that context a reciprocal relationship between Dancy's approach and Werhane's thinking on moral imagination is suggested.     

The individualistic ethic and the design of organizations

The self-psychology theories used as motivational tools in work organizations during the past 20 years have collided with a confluence of societal changes. The individual has been enticed by more freedom in the work organization and an increasing array of life choices in a pluralistic society. At the same time, the economic environment has become hostile, threatening to limit the individual's choices. The confluence of expanding social choice and contracting economic resources has made it difficult for many individuals to make life choices that may lead to personal self-fulfillment. As a result, employees may most need and most appreciate order and predictability from their work organizations at the very time when more flexible work organization structures are most needed for the wave of new products and production technologies that need to be explored and developed. Hope for a resolution to this dilemma may be found in strengthening society's more durable social institutions, such as the family, organized religion, and the local community. If individuals can find the stability their lives need in these institutions, they may respond better to change, challenge, and freedom in the work organization.Charles Boyd is Associate Professor of Management at Southwest Missouri State University. His primary field of teaching and research is strategic management.A condensed version of this article was presented at the 1985 annual meeting of the Midwest Academy of Management at the University of Illinois.     

Moral consequences of a seller's market: Polish experience

The article is an analysis of the moral consequences of permanent and major shortages in supply for producers, distributors, and especially consumers. The analysis is based on the author's long experience, obtained in Poland during observations and studies of the behaviour of economic units and consumers. The conclusions presented can be generally applied to centrally planned economies. Similar studies are lacking in countries characterized by an `economics of shortage'. Immoral behaviour is reflected in the negligence of the socially accepted system of values and moral norms. In ‘economics of shortage’ this system has been largely destroyed, making moral evaluation of behaviour rather difficult. The seller's market puts society in a situation characterized by a conflict between the law and moral norms; it restricts distributive justice; makes it easier to infringe upon somebody's property; induces fraudulent activities to the detriment of the consumer; restricts the individual's freedom and the consumer's sovereignty; dehumanizes the consumption process; violates human dignity; carries a threat for family life and generates interhuman conflicts. Decisions concerning production and products do not make sufficient allowances for the needs of end users in the sphere of quality, assortment, information transmitted to consumers, and new product development. There exist, in parallel, different systems of allocation of goods and services: administrative allotment, government-controlled outlets, grey and black markets. The purchase of a product itself stretches in time and involves considerable obstacles. The consumer is forced to continue searching and queuing, compulsory substitution, compulsory spending of money and compulsory savings. All this paves the way for unethical behaviour of both sellers and consumers. Among consumers there can be seen symptoms of alienation from the market.     

The informal venture capital market: Aspects of scale and market efficiency

Risk capital is a resource essential to the formation and growth of entrepreneurial ventures. In a society that is increasingly dependent upon innovation and entrepreneurship for its economic vitality, the performance of the venture capital markets is a matter of fundamental concern to entrepreneurs, venture investors and to public officials. This article deals with the informal venture capital market, the market in which entrepreneurs raise equity-type financing from private investors, (business angels). The informal venture capital market is virtually invisible and often misunderstood. It is composed of a diverse and diffuse population of individuals of means; many of whom have created their own successful ventures. There are no directories of individual venture investors and no public records of their investment transactions. Consequently, the informal venture capital market poses many unanswered questions.The author discusses two aspects of the informal venture capital market: questions of scale and market efficiency. The discussion draws upon existing research to extract and synthesize data that provide a reasonable basis for inferences about scale and efficiency.Private venture investors tend to be self-made individuals with substantial business and financial experience and with a net worth of $1 million or more. The author estimates that the number of private venture investors in the United States is at least 250,000, of whom about 100,000 are active in any given year. By providing seed capital for ventures that subsequently raise funds from professional venture investors or in the public equity markets and equity financing for privately-held firms that are growing faster than internal cash flow can support, private investors fill gaps in the institutional equity markets.The author estimates that private investors manage a portfolio of venture investments aggregating in the neighborhood of $50 billion, about twice the capital managed by professional venture investors. By participating in smaller transactions, private investors finance over five times as many entrepreneurs as professional venture investors; 20,000 or more firms per year compared to two or three thousand. The typical angel-backed venture raises about $250,000 from three or more private investors.Despite the apparent scale of the informal venture capital market, the author cites evidence that the market is relatively inefficient. It is a market characterized by limited information about investors and investment opportunities. Furthermore, many entrepreneurs and private investors are unfamiliar with the techniques of successful venture financing. The author's scale and efficiency inferences, coupled with evidence documenting gaps between private and social returns from innovation, prompt questions about public as well as private initiatives to enhance the efficiency of the informal venture capital market.The article concludes with a discussion of Venture Capital Network, Inc. (VCN), an experimental effort to enhance the efficiency of the informal venture capital market. VCN's procedures and performance are described, followed by a discussion of the lessons learned during the first two years of the experiment.     

Thomas mann and the business ethic

Son of a North German businessman, Thomas Mann chose as theme for his early narrative work the conflict between the standards and values of business and those of the artist-writer.Buddenbrooks andTonio Kröger exhibit the tension of values in opposite ways. InThe Magic Mountain, Mann expands his canvas to include military as well as business values in their relation to the creative potential in a young engineer who exiles himself to an Alpine tuberculosis sanatorium to enjoy a unique educational experience. Mann believed that the businessman, like the artist, had a light and dark side, committed by the Protestant ethic, yet bound to entrepreneurial standards of utility and profit. On that account, the businessman, like the creative artist, may experience a certain alientation from ‘Life’.     

A choice-making ethic for organizational communication: The work of Ian I. Mitroff

This article examines the ethical implications of Ian Mitroff's scholarly contribution to the study of Organizational Communication. Although Mitroff does not specifically ground his work in ethics, this article considers an ethic of choicemaking to be a significant interpretive key for understanding the contribution of his research. In addition, this article provides another conceptual key for understanding the considerable quantity of Mitroff's work by organizing it around three major themes: science, decision-making, and myth. The goal of this article is to make explicit two conceptual keys to Mitroff's scholarship, an ethic of choice and a three-fold division of his work that exemplifies his commitment to maximizing choice in organizational settings. Ronald C. Arnett is Academic Dean at Manchester College in Indiana. He has won Recipient of Outstanding Article of Year Award in Religious Communication, 1979, and Elected Vice-Chair Elect of Communication Ethics Commission of Speech Communication Association in 1986. He is the author of numerous articles and of two books: Dwell in Peace: Applying Nonviolence to Everyday Relationships, Brethren Press, 1987 (3rd pr.) and Communication and Community: Implications of Martin Buber's Dialogue, Southern Illinois Univ. Press, 1986.     

Ethical dilemmas in marketing: A rationale

Because of their visibility, marketers are often perceived by society as engaging in unethical or questionable behaviors. The marketing literature does not specifically provide an explanation for this dilemma. This paper suggests that there are three major reasons for this problem: fluctuating limits of consensus, ethnocentrism, and utilitarian economic analyses. Dr Paul Hensel is an Assistant Professor of Marketing at the University of Kentucky. He received his Ph.D. in Marketing from the University of Houston in 1982. He has published in Journal of Marketing Education, Journal of the Academy of Marketing Science, Equal Opportunity International and Marketing Educator's Proceedings.Topics include marketing ethics, advertising effectiveness, and social responsibility in marketing.Alan J. Dubinsky (Ph.D., University of Minnesota) is a Visiting Associate Professor of Marketing in the School of Management at the University of Minnesota. He has served on the faculties of Southern Methodist University and the University of Kentucky. Prior to pusuing his graduate work, he was a territory manager for Burroughs Corporation. He has published widely in the areas of sales and sales management.     

The Influence of Business Ethics Education on Moral Efficacy,Moral Meaningfulness,and Moral Courage: A Quasi-experimental Study

The research described here contributes to the extant empirical research on business ethics education by examining outcomes drawn from the literature on positive organizational scholarship (POS). The general research question explored is whether a course on ethical decision-making in business could positively influence students’ confidence in their abilities to handle ethical problems at work (i.e., moral efficacy), boost the relative importance of ethics in their work lives (i.e., moral meaningfulness), and encourage them to be more courageous in raising ethical problems at work even if it is unpopular (i.e., moral courage). Specifically, the study used a rigorous quasi-experimental pretest–posttest research design with a treatment (N = 30) and control group (N = 30) to investigate whether a graduate-level course in business ethics could influence students’ levels of moral efficacy, meaningfulness, and courage. Findings revealed that participants in the business ethics treatment course experienced significant positive increases in each of the three outcome variables as compared to the control group. The largest increase was in moral efficacy, followed by moral courage, and finally, moral meaningfulness. These findings are discussed in the context of the current research on business ethics education and POS. Implications for future research are discussed.     

Confidentiality decisions: The reasoning process of CPAS in resolving ethical dilemmas

As in other professions, such as law and medicine, accounting has a Code of Professional Conduct (Code) that members are expected to abide by. In today's legalistic society, however, the question of “what is the right thing to do,” is often confused with “what is legal?” In many instances, this may present a conflict between adhering to the Code and doing what some may perceive as proper ethical behavior. This paper examines (1) the reasoning process that CPAs use in resolving ethical issues related to confidentiality; and, (2) whether or not there is a perceived conflict in adhering to the Code and the moral values of some CPAs. The results indicate that although most CPAs sampled resolve ethical issues in accordance with the Code, such decisions do not always reflect their belief of what is morally right. Although the results are useful in understanding how some CPAs reason in making moral choices involving confidentiality decisions, care should be exercised in drawing further inferences from this study due to the limited sample size.     

Distributed group support systems: Social dynamics and design dilemmas

A “distributed group support system”; includes decision support tools and structures embedded within a computer‐mediated communication system rather than installed in a “decision room.”; It should support groups who are distributed in space but not time ("synchronous”; groups), as well as “asynchronous”; groups whose members participate at different times. Pilot studies conducted in preparation for a series of controlled experiments are reviewed in order to identify some of the problems of implementing such a system. Many of the means used by groups meeting in the same place at the same time to coordinate their activities are missing. Embedding decision support tools within a different communications medium and environment changes the way they “work.”; Speculations are presented about software tools and structuring or facilitation procedures that might replace the “missing”; coordination channels.     

Moral Memory: Why and How Moral Companies Manage Tradition

Recent research on the role of ethics in the organizational culture literature found practically the whole literature reduced to a debate between ethical rationalism and ethical relativism. The role of the past in the form of tradition to maintain and improve moral reflection is completely missing. To address this gap in the literature on the level of practice, the concepts of moral memory and moral tradition are applied to data on 22 companies that have long-standing moral practices. In this way, the practice of moral traditions can be explored with recent conceptual advances and a list of best practices delineated. Moral memory is the recollection of and attachment to the succession of past events and experiences that maintains moral tradition. Moral tradition is the continuing transmission and reception of related moral themes through multiple generations of employees. It is found that companies that maintain moral traditions tend to develop “family” cultures with considerable compassion for workers as persons who have non-economic needs and rights. These companies also temper the role of leadership, insisting that leaders are responsible for and are evaluated by the company’s moral traditions. Finally, moral traditions are essential mechanisms through which companies paradoxically both stimulate and limit competitive behavior. Steven P. Feldman is Associate Professor of Management Policy, Weatherhead School of Management, Case Western Reserve University. Over the last decade, Dr. Feldman’s research has explored the role of moral memory and moral tradition in the ethical aspects of organizations. His book, Memory as a Moral Decision: The Role of Ethics in Organizational Culture (2002), found that the emotional and cognitive aspects of memory to be key in establishing moral organizational cultures. The moral importance of the past in the present has received little attention in the literature on organizational culture. Winner of the Distinguished Lectureship in Business Ethics from the American Fulbright Program, Dr.␣Feldman will be carrying out research on ethical issues in American-Chinese business relations in Shanghai in 2007.