Consumers' mood states: Antecedents and consequences of experiential versus informational strategies for brand choice

The relationship between mood (an affective state variable) and choice strategies that are primarily affective (experiential strategy) or cognitive (informational strategy) is examined with a literature review and an empirical study. Findings suggest consumers in positive moods may be more likely to use an experiential strategy than those in negative moods, and consumers in negative moods may be more likely to use an informational strategy than those in positive moods. Results also suggest consumers in positive moods who use an experiential strategy may have more positive post-processing moods than those who use an informational strategy, and consumers in negative moods who use an informational strategy may have more positive and post-processing moods than those who use an experiential strategy. The implications of these findings are discussed and suggestions for further research are provided.     

Economics of shortage and non-price control

The main ideas and concepts of Economics of Shortage (by János Kornai) and Non-Price Control (edited by János Kornai and Béla Martos) are summarized. Then the notion of a normal state, and the significance of quantity signals in economic control processes are discussed, along with Kornai's views about the role of prices in economic adjustment, and the nature of the budget constraints that agents face. Finally, the paper explores the relationship between Kornai's analysis and the various types of macroeconomic equilibrium recently discussed by Malinvaud.     

Exact moments of the sample autocorrelations from series generated by general arima processes of order (p, d, q), d=0 or 1

Formulae for the numerical computation of the first four exact moments of the sample autocorrelations, given a time series realisation from a general autoregressive moving average process of order (p, d, q) with d=0 or 1, are presented. The exact mean and variance of the sample autocorrelations are computed for various sample sizes and several time series models. The evaluated results are compared with those obtained from approximate formulae for the mean and variance of the sample autocorrelations. A specification of the numerical accuracy of the first two exact moments is included.     

On the importance of a generalist conception of human resource management: A cross-national look

What is human resource management? The term risks becoming devalued if it is associated with particular approaches to the management of people, to labor relations, or to the development of the personnel function. These aspects of HRM have to be seen in context—indeed, HRM is best viewed as the management of organizational context, as “governance.” This is the challenge for general management, supported by personnel generalists.     

Dimensions of Performance Effectiveness In High-Involvement Work Organisations

Sharon Parker, Sean Mullarkely and Paul Jackson, who are researchers in the MRC/ESRC Social and Applied Pyschology Unit at the University of Sheffield, draw on detailed case study evidence to consider the substantial changes to the shop floor roles entailed in high involvement work organisations. They argue that specification of the performance requirements of such roles will facilitate employees taking on appropriate behaviours, reduce role confusion, and enable consistency in human resource practices. They discuss the use of repertory grids to explore the models of effective performance held by production managers and derive nine critical dimensions of shop floor employee performance from the analysis. These contain specific behavioural examples and are grouped around four higher-order dimensions: ‘process ownership’, ‘social skills’, ‘personal style’, and loss prevention’. These dimensions form the basis of a broader specification of the skills, knowledge and general orientations required by shopfloor employees in high involvement roles.