Stories from the field: women’s networking as gender capital in entrepreneurial ecosystems

Small Business Economics - Women are under-represented in successful entrepreneurial ecosystems and the creation of women-only entrepreneurial networks has been a widespread policy response. We...     

Just looking for a good game: competitive balance in the Korean Professional Baseball League

Rottenberg’s uncertainty of outcome hypothesis is about preferences that can vary across fans and sports. We provide the first evidence of the empirical power of the hypothesis in the Korean Professional Baseball League (KPBL). In a panel data set, team-level aggregation over years shows that fans of this league attend in ways consistent with the hypothesis at the level of game uncertainty and consecutive season uncertainty, but only the first is statistically significant. KPBL fans appear to just be looking for a good game. This is consistent with the nearly complete concentration of post-season participation among a very few teams outside of the major population centre in Seoul and a lack of local team identification among KPBL fans. Our work adds to the diversity of league structures in the competitive balance literature since talent levels in KPBL are the result of parent company advertising choices rather than geographic identification. There are research questions and a policy implication.     

Strategic human resource management at Herman Miller

This article describes the Human Resource Management system in place at Herman Miller, Inc. (HMI). HMI's HR strategy is comprised of three primary goals: (1) building employee capabilities, (2) building employee commitment, and (3) improving the professional capabilities of the HR function itself. Key emphases of HMI's HR management infrastructure include (1) employee competency identification and development, (2) building employee participation, (3) building business literacy, (4) creating a “corporate community” through strong values and a sense of “belonging”, (5) community responsibility and environmental protection, (6) competently delivering the HR “fundamentals”, and (7) developing innovative partnerships with suppliers. Key challenges for the future include (1) change management, (2) clarifying HR's strategic role throughout the firm, and (3) attracting and retaining a diverse workforce. © 1999 John Wiley & Sons, Inc.     

Current market conditions for veterinary services in the U.S

The veterinary industry has been plagued by low growth in income, yet flourished in growth of new veterinarians. By using a labour-/work-hour approach that allows for proper matching of the data, we develop a supply and demand model of companion animal services in the veterinary medicine profession. We use data from two unique sources that allow demand estimation by companion animal type and lets supply vary by practice type. The results here suggest that low income growth, relative to doctors and dentists, may be from allowing supply to outpace demand for veterinary services.     

The demand for mortgage finance in the united kingdom

This paper examines the rationing behaviour of building societies in the United kingdom. Mortgage rationing is defined as the use of non-interest rate terms to allocate available funds and the empirical results indicate that the adjustment of such terms is significant in determining the demand for mortgage finance. In contrast with previous studies, the demand side of the mortgage market is disaggregated between first-time house buyers and existing owner-occupiers.     

Running the Numbers on Lotteries and the Poor: An Empirical Analysis of Transfer Payment Distribution and Subsequent Lottery Sales

State lottery revenues are shown to increase during the week transfer payments are distributed. The timing of the increase in lottery purchases suggests a portion of the transfer payments is used to purchase lottery tickets. In addition to providing information on the timing of lottery purchases, this study finds sales of Pick 3 and Pick 4 tickets increase during the period, while sales of Pick 5 and Pick 6 games do not, suggesting a general preference for the relatively higher probability, smaller jackpot games for the group.

Sportsbook pricing and the behavioral biases of bettors in the NHL

The betting market for the NHL is investigated using actual betting percentages on favorites and underdogs from real sportsbooks. Sportsbooks do not appear to attempt to price to balance the book as betting percentages are not proportional to set odds. As in the NFL and NBA, bettors are shown to have a strong preference for favorites and road favorites in particular. Simple strategies of betting against significant imbalances toward the favorite are shown to generate positive returns. Although not pricing to balance the book, sportsbooks do not appear to price to exploit known bettor biases in all cases. Clear bettor behavioral biases for road favorites are not priced into the odds as the prices set in these cases appear to be a forecast of game outcomes. Pricing as a forecast may ensure long-run viability for the sportsbook as it discourages entry into this market by informed traders and still allows the sportsbook to capture its commission on losing bets over time.     

Using the Harvard HRM model to conceptualise the impact of changes to supervision upon HRM outcomes for different types of Australian public sector employees

Within the Australian context of a shortage of skilled professionals, this article uses the Harvard model of human resources management (HRM) to conceptualise how changes in stakeholder interests coupled with changes to situational factors affect public sector HRM policy choices that in turn affect HRM outcomes for different types of public sector employees. The findings obtained using path analysis suggest that the proposed model explained almost 50% for nurses and less than 14% for police officers. In the case of nurses, the strong significant relationship between HRM inputs and outputs may provide a further plausible explanation for one of the long-term consequences of new public management – namely, the inability to retain skilled employees (especially those in the health sector) across numerous OECD countries. The implication of these findings is that the present public sector HRM policy choice should be re-examined because of its impact on HRM outcomes. Moreover, public sector employees should not be regarded as one uniform group that responds alike to the same policy. Whilst the merits of pursuing a strong auditing focus may have benefited organisations financially, the benefits can only remain if public sector employees, including professionals, are prepared to work under those conditions. The inability to retain nurses in numerous countries, coupled with past studies that have identified (poor) management as a contributing factor, suggests that past HRM policy choices may have to be replaced by new HRM policy choices that focus on employees' perceptions of well-being. However, more studies using different types of professionals are required to confirm the generalisability of these findings.     

Line and HR executives' perceptions of HR effectiveness in firms in the People's Republic of China

This paper examines the differences in perceptions of the importance and effectiveness of human resources (HR) practices in firms operating in the People's Republic of China. The major finding is that while there are no significant differences between HR and line executives' perceptions of the importance of each functional area in human resource management (HRM), there are significant differences between line and HR executives' perceptions of the effectiveness of these areas. Line and HR executives both view the issue of securing, developing and maintaining human resources as a critical issue for the execution of daily operations and long-term strategic plans. However, line executives perceive HR performance effectiveness as significantly lower in these functional areas than HR executives do. Therefore, HR departments are not meeting the performance expectations of line executives. There are three possible reasons for the poor performance of HR departments. First, government intervention may limit HR departments' ability to act strategically. Second, HR departments may not have enough power to act strategically. Third, HR departments may have few capabilities to respond to line executives' demands.