Evidence, What Evidence? The Foundations for Housing Policy

Developments in housing policy and practice have been marked by strong ideological stances and a persistent unwillingness to clarify ends and means, so that key policy questions remain unresolved. Evidence can, and does, impact on policy, but only under certain conditions; for example, if it relates to a specific policy question, is restricted to the interests of a single government department and, especially, if it implies reductions in public spending. Moreover, housing's complexity and relationship with a range of policy areas requires a linked perspective, at a local scale. A predominance of sector-specific, cross-sectional and qualitative research, allied to inadequate data impede the production of evidence to meet this challenge.     

Standardized Multinational Advertising: The Influencing Factors

Abstract

Advertising for multinational products uses standardization most often in strategy, less often in executions, and least often in language. This study's international sample of advertising agency executives considers creative impact the most important and pressure (from time, client, etc.) the least important reason to use some form of standardized advertising. Despite this, it is views on client pressure which explain most of the variance in views on future use of standardization. That is, those respondents who believe that client pressure is increasing also believe that overall use of standardization will increase. A separate sample of agency executives reinforced some of these findings, particularly the role of the successful, big idea and client pressure in making the decision to standardize. Copy research also plays a role in standardization recommendations, but it is not used as extensively as might be necessary.     

Always Leave Home Without It: A Further Investigation of the Credit-Card Effect on Willingness to Pay

In studies involving genuine transactions of potentially high value we show that willingness-to-pay can be increased when customers are instructed to use a credit card rather than cash. The effect may be large (up to 100%) and it appears unlikely that it arises due solely to liquidity constraints. In addition to demonstrating the effect, we provide a methodology for detecting it, and our findings suggest a source of variance to test alternative explanations.     

PLANNERS' PERCEPTIONS OF THE STRATEGIC MANAGEMENT PROCESS[1]

This paper discusses the foundations of the normative model of strategic management and reports the results of empirical research that examined the validity of the model from the perspective of practising planners. It was concluded, on the basis of the responses, that the normative model of strategic management is an accurate representation of what planners believe to be the steps in the process at both the corporate and business-levels. While the steps were all included, there was significant variation among the relative importance of the various steps.     

Non‐Standard “Contingent” Employment and Job Satisfaction: A Panel Data Analysis

Contingent forms of employment are usually associated with low‐quality jobs and, by inference, jobs that workers find relatively unsatisfying. This assumption is tested using data from a representative household panel survey covering a country (Australia) with a high incidence of nonstandard employment. Results from the estimation of ordered logit regression models reveal that among males, both casual employees and labor‐hire (agency) workers (but not fixed‐term contract workers) report noticeably lower levels of job satisfaction, though this association diminishes with job tenure. Negative effects for women are mainly restricted to labor‐hire workers.     

Fits,misfits and interactions: learning at work,job satisfaction and job‐related well‐being

The resource‐based view (RBV) of the firm has focused attention on the importance of aligning employees' needs with the requirements of the jobs they do. This article focuses on how these needs and requirements interact in terms of learning. It does so in two ways. First, it develops new survey instruments to capture the learning demands of jobs and the learning dispositions of workers and uses them for the first time in a survey of 2,810 employees. Second, it examines how these person and job characteristics correlate with specific aspects of job satisfaction and job‐related well‐being. The results show that although learning alignment is associated with high levels of satisfaction and well‐being, not all learning misalignments are associated with the reverse.     

Hierarchical Bayesian conjoint models incorporating measurement uncertainty

The authors explore situations where consumers supplement their judgments with a measurement of uncertainty about their own preferences, either implicitly or explicitly, and develop two sets of hierarchical Bayesian conjoint models incorporating such measurements. The first set of models uses the relative location of a rating to determine the importance or weight given to the rating, in a regression setting. The second set uses interval judgment as a dependent variable in a regression setting. After specifying the models, the authors perform a theoretical comparison with a basic Bayesian regression model. They show that, under different conditions, the proposed models will yield more precise individual-level partworth estimates. Two simulated data examples and data from a conjoint study are used to illustrate the gains that could be obtained from modeling uncertainty. In the empirical application, the authors show that model fit improves when ratings for items that respondents do not like are given more weight compared to ratings for items that they do like. Electronic Supplementary Material  The online version of this article (doi:) contains supplementary material, which is available to authorized users.

Reward strategy: Time for a more realistic reconceptualization and reinterpretation?

This article focuses on organizations' continued struggles to design and implement successful and credible reward strategies. We argue that a major and neglected factor that accounts for this is how reward strategies are designed and executed with insufficient attention given to employee preferences for different types of reward. We argue that this is both a problem of process in the way reward systems are designed and a problem of how models of reward strategy are built. Developing more effective reward strategies requires a better understanding of holistic rewards and greater attention to line management roles in their implementation. © 2010 Wiley Periodicals, Inc.