Medium-sized charities and their advertising agencies: An exploratory investigation

Respondents in 103 medium-sized charities completed a mail questionnaire designed to explore the nature of the relationships between these charities and their advertising agencies. It emerged that some, but not all, of the factors known to influence interactions between agencies and their commercial clients were equally relevant within the charity sector. Variables crucial to charity clients' levels of satisfaction with their advertising agencies included agency provision of functional assistance with media planning and the creative design of advertisements, trust and an agency's willingness to act as a member of its client's team, and the ability to generate new ideas. Additionally, an agency's experience of work within the charity sector and its empathy with charitable aims, ideals and philosophies were key determinants of satisfaction ratings. Assistance with market research and public relations and an agency's ability to offer extensive ancillary services did not appear to exert significant influence.     

Linking learning and effective process implementation to mass customization capability

This study investigates the role of learning and effective process implementation in the development of mass customization capability. Building upon the knowledge-based view of the firm, we argue that internal and external learning are two knowledge-generation routines that contribute to effective process implementation. Effective process implementation, in turn, is a knowledge-based manufacturing capability, which, as a function of internal and external learning, leads to mass customization capability. We employ structural equation modeling to empirically test the effects of learning on mass customization capability, mediated by effective process implementation, using survey data collected from 100 manufacturing plants in 3 industries and 6 countries. Our results provide empirical evidence supporting the proposed model of the effect of internal and external learning on mass customization capability, fully mediated by effective process implementation. This research is one of the first studies to integrate insights from the knowledge-based view of the firm and mass customization. It complements the OM view of mass customization, which to date has largely focused on the technical side, by demonstrating the role of managerial practices and learning in cultivating mass customization capability in a manufacturing environment.     

The averch and Johnson analysis of public utility regulation twenty years later

The Averch and Johnson model of a rate-of-return regulated firm seems to have captivated economists and focused their attention on modest technical inefficiency. Pricing distortions, which were revealed by Welliscz, and the incentive for more extreme technical distortions, which was described by Westfield, are not as widely considered or even understood twenty years after the articles appeared. Analysis using uncertainty and dynamic methods has also failed to treat the full range of rate-of-return implications. To do justice to these original contributions more effort is called for in designing new institutions of public utility regulation.     

Cooling-Off Periods in the Consumer Laws of the EC Member States. A Comparative Law and Economics Approach

Lawyers tend to see cooling-off periods in consumer laws as a remedy for the problems caused by unequal bargaining power between sellers of goods and consumers. This article takes a different approach and argues that cooling-off periods can be seen as efficiency-enhancing devices. From an economic point of view, cooling-off periods provide a remedy for irrational behaviour on the part of consumers and may cure market failures, in particular problems caused by situational monopolies and asymmetric information. In spite of these important benefits, the economic approach also warns against possible disadvantages. The latter range from a moral hazard problem on the side of the consumer to the adverse counter-productive effects of cooling-off periods. A legislator who is informed by economic analysis may design cooling-off periods in ways that maximise their ability to cure inefficiencies and at the same time minimise their potential detrimental effects. Unfortunately, the relevant EC Directives and the current consumer laws of the Member States are not in perfect harmony with an efficiency enhancing-approach.     

New Product Success: Is It Really Controllable by Managers in Highly Turbulent Environments?

This research proposes and tests a model of direct and indirect effects linking four antecedents to new product success: (1) a proactive strategic orientation along with enabling (2) organic organizational structures should lead to more (3) innovativeness and (4) market intelligence. Innovativeness and market intelligence should in turn lead to greater new product success. The relationships among the four antecedents are not hypothesized to be moderated by environmental turbulence because their domain is intraorganizational. However, the relationships from intraorganizational constructs to new product success are hypothesized to be moderated by environmental turbulence because success depends in part on the environment in which the new product must compete. The model was tested using a sample composed of 202 small business units of manufacturers on the Fortune 500. The sample was heavily involved in new product development: Their average annual research and development budget was $360.4 million, and approximately 8.2% of sales came from products introduced in the last five years. A two-group structural equation model analysis supports the moderation model overall and reveals the pattern of direct, indirect, and total effects. The results show that innovativeness (but not market intelligence) directly predicts new product success when turbulence is high, whereas market intelligence (but not innovativeness) directly engenders new product success in low turbulence. Environmental turbulence also affects the total indirect impact of strategy proactiveness and organizational organicity on new product success. These indirect effects operate through innovativeness and market intelligence as complete mediators.