Buyer–supplier interaction in business-to-business services: A typology test using case research

We empirically test a theory specifying distinct ideal interaction patterns for four business-to-business service types, which differ with regard to how they are used by the buying company. The ideal interaction patterns are conceptualised as configurations of five different interaction dimensions: the key objectives in the interaction, the critical capabilities on either side of the relationship, the type of functional involvement from the buying firm and the key issues in the buyer–seller dialogue. Using a combination of quantitative and qualitative data from 23 cases of service exchange at six buying organisations we test whether similarity between the ideal interaction pattern and an actual, observed interaction pattern is a continuous necessary condition for successful ongoing service exchange. The findings suggest for each of the four service types that, in order for a service exchange to be successful, buying companies should design their interactions with their service providers to closely resemble the specified ideal pattern for that specific service type. Besides contributing to the knowledge on how to effectively structure buyer–supplier interactions across the heterogeneous spectrum of services bought, a methodological contribution is made by showing how case research can be used for theory-testing purposes. As this study is the first real test of the typology, further replications with new data, preferably obtained from both sides of the buyer–supplier dyad, are necessary.     

The Persistence of Dominant‐Firm Market Share: Raising Rivals' Cost on the New York Stock Exchange

To explain the persistence of dominant New York Stock Exchange (NYSE) market share in stock trading of listed securities from 1992 to 2002, we develop a dominant‐firm price leadership model and hypothesize that NYSE specialists raised the costs of rival market makers. The model predicts that natural and induced cost advantages will determine the NYSE's market share vis‐à‐vis the regional exchanges, electronic trading systems, and NASDAQ dealers. Empirically, NYSE market share increases with economies of scale and scope, abnormal price volatility, high asymmetric information, and with trading practices that raise rivals' costs, such as failure to display limit orders that bettered the existing quotes.     

Robustly optimal monetary policy in a microfounded New Keynesian model

We consider optimal monetary stabilization policy in a New Keynesian model with explicit microfoundations, when the central bank recognizes that private-sector expectations need not be precisely model-consistent, and wishes to choose a policy that will be as good as possible in the case of any beliefs close enough to model-consistency. We show how to characterize robustly optimal policy without restricting consideration a priori to a particular parametric family of candidate policy rules. We show that robustly optimal policy can be implemented through commitment to a target criterion involving only the paths of inflation and a suitably defined output gap, but that a concern for robustness requires greater resistance to surprise increases in inflation than would be considered optimal if one could count on the private sector to have “rational expectations.”     

Virtue ethics and customer relationship management: towards a more holistic approach for the development of ‘best practice’

This paper focuses much‐needed attention on the ethical nature of customer relationship management (CRM) strategies in organisations. The research uses an in‐depth case study to reflect on the design, implementation and use of ‘best practice’ associated with CRM. We argue that conventional CRM philosophy is based on a fairly narrow construct that fails to consider ethical issues appropriately. We highlight why ethical considerations are important when organisations use CRM and how a more holistic approach incorporating some of Alasdair MacIntyre's ideas on virtue ethics could be relevant.     

Product pricing and solvency capital requirements for long-term care insurance

This paper presents a comprehensive assessment of premiums, reserves and solvency capital requirements (SCRs) for long-term care (LTC) insurance policies using Activities of Daily Living and US data. We compare stand-alone policies, whole life insurance policies with LTC benefit riders (LTC insurance combined with whole life insurance), life care annuities (LTC insurance combined with annuities) and shared LTC insurance in terms of net premium cost and SCRs. Net premiums and best-estimate reserves for base LTC insurance policies are determined using Thiele’s differential equation. Product features such as the elimination period and the maximum benefit period are compared using a simulation-based model. We show how a maximum benefit period can reduce costs and risks for LTC insurance products. SCRs for longevity risk and disability risk are based on the Solvency II standard formula. We quantify the extent to which whole life insurance policies with LTC benefit riders and life care annuities provide lower SCRs than stand-alone LTC insurance policies.     

Interpreting the results of studies using latent variable models to assess data quality: an empirical example using confirmatory factor analysis

Latent variable models (LVMs) offer one route to examine the quality of data collected in surveys. The possibility exists that individuals equivalent in their true level of a construct or variable being measured are unlikely to have equivalent observed responses as a function of an extraneous variable, e.g., group membership. This potential is labeled here as differential item functioning (DIF). Survey methods generally considers measurement bias to be estimators that do no not accurately reflect true values. DIF may be thought of as differential measurement bias, i.e., measurement bias conditional on group membership. As a function of group membership, the degree, amount, or type of measurement bias changes. DIF has the potential to negatively affect the quality of data. LVMs, e.g., confirmatory factor analysis (CFA), offer one tool to assess DIF. However, few published examples exist in the survey research field and training in the interpretation of these models is lacking. The purpose of the current paper is to describe CFA sufficiently for interpretive purposes and demonstrate an empirical application of CFA to assess survey data quality to provide further interpretive guidance. References are provided for analysts wishing to conduct analyses of this type.     

A model of person‐pay interaction: how executives vary in their responses to compensation arrangements

A wealth of research indicates that both executive characteristics and incentive compensation affect organizational outcomes, but the literatures within these two domains have followed distinct, separate paths. Our paper provides a framework for integrating these two perspectives. We introduce a new model that specifies how executive characteristics and incentives operate in tandem to influence strategic decisions and firm performance. We then illustrate our model by portraying how executive characteristics interact with a specific type of pay instrument—stock options—to affect executive behaviors and organizational outcomes. Focusing on three individual‐level attributes (executive motives and drives, cognitive frame, and self‐confidence), we develop propositions detailing how executives will vary in their risk‐taking behaviors in response to stock options. We further argue that stock options will amplify the implications of executive ability, such that option‐heavy incentive schemes will increase the performance of talented executives but worsen the performance of low‐ability executives. Our framework and propositions are meant to provide a starting point for future theorizing and empirical testing of the interactive effects of executive characteristics and incentive compensation on strategic decisions and organizational performance. Copyright © 2010 John Wiley & Sons, Ltd.     

Value in business and industrial marketing: Past,present, and future

This article offers an overview of research on the ‘value’ that businesses and industrial marketers analyze, create, and deliver. First, value literature (up to and around 2005 and post 2005) is discussed. This review highlights the changes in our notions of value and helps to identify seven areas for consideration that should drive future research: value proposition, relationship form, capabilities management, value metrics, temporal horizon, innovation imperative, and tactical focus. Following this depiction of value analysis, value creation, and value delivery, we present a process model for value orchestration in business and industrial marketing. Three activities collectively form the basis of value orchestration, namely structuring activities, bundling activities, and leveraging of resources.     

Fair welfare maximization

We consider the general problem of finding fair constrained resource allocations. As a criterion for fairness we propose an inequality index, termed “fairness ratio,” the maximization of which produces Lorenz-undominated, Pareto-optimal allocations. The fairness ratio does not depend on the choice of any particular social welfare function, and hence it can be used for an a priori evaluation of any given feasible resource allocation. The fairness ratio for an allocation provides a bound on the discrepancy between this allocation and any other feasible allocation with respect to a large class of social welfare functions. We provide a simple representation of the fairness ratio as well as a general method that can be used to directly determine optimal fair allocations. For general convex environments, we provide a fundamental lower bound for the optimal fairness ratio and show that as the population size increases, the optimal fairness ratio decreases at most logarithmically in what we call the “inhomogeneity” of the problem. Our method yields a unique and “balanced” fair optimum for an important class of problems with linear budget constraints.