Globalization,Skill Accumulation and the Skill Premium

We analyze the impact of globalization upon the skill premium (inequality) in advanced countries from a two‐goods North–South model with skill accumulation. Globalization consists of an increase in the size of the South. Its impact on inequality depends on its intensity and on the pre‐globalization proportion of skilled workers. The post‐globalization inequality is a non‐monotonic function of the pre‐globalization proportion of skilled workers and of the globalization intensity. The impact is different for the generation in work and for the following generations. There is a threshold value of the skill endowment under (above) which inequality is lower (higher) after than before globalization.     

An algebraic index theorem for non-smooth economies

In this paper, we prove an existence theorem for equilibria in production economies with increasing returns, which generalizes the classic results on this topic. In particular, we eliminate both the free-disposal assumptions and any smoothness requirements on the boundary of the production sets. For this purpose, we propose a new definition of the topological degree for non-convex-valued correspondences defined on non-smooth topological manifolds.     

The kinetic quality of store design: An Exploration of its influence on shopping experience

Kinetic quality of store space is the appreciation of the store with regard to the movements and gestures that can be performed during the shopping trip. Few researches have studied this concept despite its potential influence on shopping outcomes. In this paper, we show that the kinetic quality of the store has an impact on hedonic and utilitarian shopping values and on purchase. The impact on shopping value is similar in magnitude to that of atmospheric quality. Music and visual esthetics positively influence kinetic quality.     

Spatial Evolution of Social Norms in a Common-Pool Resource Game

We study the conditions for the emergence of cooperation in a spatial common-pool resource (CPR) game. We consider three types of agents: cooperators, defectors and enforcers. The role of enforcers is to punish defectors for overharvesting the resource. Agents are located on a circle and they only observe the actions of their two nearest neighbors. Their payoffs are determined by both local and global interactions and they modify their actions by imitating the strategy in their neighborhood with the highest average payoffs on average. Using theoretical and numerical analysis, we find a large diversity of equilibria to be the outcome of the game. In particular, we find conditions for the occurrence of equilibria in which the three strategies coexist. We also derive the stability of these equilibria. Finally, we show that introducing resource dynamics in the system favors the occurrence of cooperative equilibria.      

Do People Accurately Anticipate Sanctions?

We provide lab data from four different games that allow us to study whether people have accurate expectations regarding monetary sanctions (punishment/reward) and nonmonetary sanctions (disapproval/approval). Although the strength of the sanction is always predicted with some error (particularly in the case of monetary sanctions), we observe that (i) most subjects anticipate correctly the sign of the average sanction, (ii) expectations covary with sanctions, (iii) the average expectation is very often not significantly different than the average actual sanction, and (iv) the errors exhibit no systematic bias, except in those situations where rewards are frequent. In this line, we find some evidence that punishment is better anticipated than rewards.     

Dimensions of uncertainty and their moderating effect on new product development project performance

In this study, we measure the dimensions of uncertainty, starting from the definitions constructed for and generally used in innovation projects. We then evaluate their direct and indirect effects on the performance of product and service development projects. Four dimensions of uncertainty are delimited with satisfactory validity and reliability, suggesting a differential moderating effect of the four types of uncertainty (technical and project uncertainty, market uncertainty, fuzziness and complexity) depending on the performance dimension (effectiveness and efficiency) and co‐moderator (project methods and human resource adequacy). Of the four dimensions explored, technical and project, and market uncertainty are true moderators and have the largest interactive effect, fuzziness has a strong direct effect on both performance dimensions whereas complexity weakly directly influences effectiveness. The latter two also influence the relations between performance and the factors related to human resources and project management methods.     

Beyond ideological cleavages: A unifying framework for industrial policies and other public interventions

This paper introduces a new framework to characterize the diversity of public policies and interventions to spur investment and growth. Going beyond ideological cleavages on this topic, we argue that two orthogonal features determine how much interventions depart fundamentally from neutral policies: (1) their degree of selectivity (in terms of sectors or other targeted categories of firms) and (2) the extent of price subsidies embedded in such interventions. These two characteristics of interventions respond to different types of justifications, and they do not necessarily need to go hand in hand, even if they often do in practice. Depending on their selectivity and/or the extent of price subsidies, interventions are shown to vary in their distortions, their benefits, and their opportunity costs. The framework is used to illustrate how different country characteristics affect these pros and cons of interventionism. In particular, we look at the effects of the initial state of the investment climate, the country's institutional capacity, its political economy context and the nature of the State-business interaction. Using the examples of poor countries with a small undiversified industrial base, we show that it is often in the situations where interventions may be the most needed, that the conditions for their success are likely to be the weakest, which does not mean either that some interventions cannot succeed in low-income countries.     

External and Internal Factors Motivating Outsourcing of Business Services by Meeting-Industry Companies: A Case Study in Krakow,Poland

The aim of this article is to evaluate the external and internal factors motivating the selection of business services to be outsourced by key meeting-industry (business tourism) players, with a particular focus on knowledge-intensive business services. The case-study method was adopted in the article to analyze the motivation behind outsourcing of knowledge-intensive business services by meeting venues and event companies in Krakow (Poland). The results confirm that event companies tend to subcontract out core services connected with the organization, promotion and/or management of events, event services, and technical support for events.     

Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management

This study examines the effectiveness of the feedforward interview for improving the job performance of employees relative to a traditional performance appraisal interview in a business equipment firm. Managers (n = 25) were randomly assigned to one of two conditions. Employees (n = 70) who engaged in a feedforward interview with their manager were observed by an anonymous peer to perform significantly better on the job four months later than employees (n = 75) who received the company's traditional performance appraisal interview. The finding that the feedforward intervention increased performance relative to the performance appraisal indicates that the effect is a relatively enduring one. The results suggest that the feedforward interview should prove useful for human resource managers who are searching for ways to increase the performance of their organization's human resources over and above the traditional performance appraisal. © 2014 Wiley Periodicals, Inc.