Sector choices for public service delivery The transaction cost implications of executive turnover

The question of whether private firms should contract out for products and services or provide them internally (i.e. become more vertically integrated) has been a topic that has concerned scholars for many years. This article argues that the transaction costs in local contracting choices are linked to the characteristics of political systems that influence political and administrative uncertainty. Our analysis examines the transaction costs that result from executive turnover. Specifically, we are concerned with how uncertainty resulting from turnover in leadership positions in city government affects the ability of a municipality to negotiate contracts, make credible commitments to suppliers and faithfully uphold and enforce contracts once they are in force. We find that manager turnover reduces the likelihood of contracting with private sector providers. Mayor turnover has the opposite effect increasing contracting with both government and for-profit providers.     

Risk management by SPV partners in toll road public private partnerships

ABSTRACT

Research on risk management in Public Private Partnerships (PPPs) has largely overlooked that the Special Purpose Vehicle (SPV) is made up of several project partners with different interests and objectives to manage risk. This paper makes an important contribution to this literature as it articulates SPV partners’ perceptions of how they manage risk in toll road PPPs. Our case studies show that the different skillsets of both the international and domestic partners with their sub-contractors provide opportunities for mitigating and managing risk but also pose potential problems in terms of measuring and obtaining value for money for taxpayers.     

Human resources in the German maritime industries: ‘back-sourcing’ and ship management

In today's global shipping industry have management functions often been outsourced to separate companies and to overseas locations. With the appearance of socalled ‘flags of convenience’ the world shipping industry has increasingly registered commercial vessels overseas. Following this trend, human resource management functions have also been relocated, with the opening of recruitment offices and the use of HR agencies outside OECD countries. Recently, new German regulation has sought to attract previously outsourced HRM functions back to Germany. A case study of such a newly established firm, called ‘Reimarus’, will exemplify the impact of the new regulation on HR firms in shipping. The following paper analyses this process based on an empirical study of Germany's commercial shipping industry.     

Virtual stewardship in the age of new media: have nonprofit organizations' moved beyond Web 1.0 strategies?

• Stewardship has been identified as an important relationship cultivation strategy. The four dimensions of stewardship—reciprocity, responsibility, reporting, and relationship nurturing—consist of one‐way and two‐way messaging strategies that can be carried out in a variety of manners on the Internet using both Web 1.0 and Web 2.0 technologies. Through a content analysis of the Nonprofit Times 100 organizations, this study found that nonprofit organizations overwhelmingly prefer to use their website to cultivate relationships with their stakeholders with stewardship strategies. Despite the hype of social media technologies, including Facebook, there remain many significant questions and obstacles to seeing nonprofits truly embrace social media communication.

Copyright © 2013 John Wiley & Sons, Ltd.     

How ethical are purchasing management professionals?

The primary purpose of this study was to assess the ethics of purchasing management professionals. A multidimensional scale of ethics was used to measure their predispositions to act morally. The ethics measure from this scale was correlated to a series of ethical vignettes specific to the purchasing function to further assess the value of the scale. In addition, the consistency of values as rationale for decision making was also examined. The findings of the study indicate that purchasing professionals appear to be more ethical than indicated in previous studies as measured by both the multidimensional scale of ethics and their responses to ethical situations similar to those faced in their day-to-day work experiences. The utility of a multidimensional scale of ethics is further validated, and some preliminary assessments of the nature of values impacting on ethical decision making are also evaluated.Robert Landeros, is associate professor of Integrated Supply Management at the Haworth College of Business, Western Michigan University, U.S.A., and visiting associate professor of logistics at the Norwegian School of Management, Sandvika, Norway. He has researched and published in the area of interorganizational relationships.Richard E. Plank, is associate professor of Marketing at the Haworth College of Business, Western Michigan University, Kalamazoo, Michigan, U.S.A. His research interests are in the areas of purchasing, personal selling, and the buyer-seller interface.     

Mapping the university technology transfer process

Transfer of technologies from the universities to the private sector is increasingly regarded as playing a significant role in new business starts, growth of existing businesses, and new job creation. Further, there are monerous models describing the process of technology transfer. Some of the existing models represent this process as a linear progression of steps: from idea generation and technology development at the university, to patenting the technology and then establishing a university-private firm link through a formal search process. The process culminates in patent rights transfer. Other models describe technology transfer in terms of networking arrangements and emphasize not so much formal search as the role of long-term relationships between the two parties. Still other studies indicate that it is possible to combine the two approaches—formal search and informal networking arrangements—to ensure successful transfer.Business firms involved in transfer also may be classified into several groups. Transfer could occur between the university and an established firm, between the university and a recently created new venture, or transfer could result in the creation of a new company. Technology, for example, could be transferred to a large company that uses the transferred technology as a basis for just one of many product lines, or to a small firm that makes the transferred technology a cornerstone of its product strategy.Are there any differences among the transfer processes used when large or small firms are involved, or when technology is transferred to an existing company, or results in the creation of a new firm? To address these questions, we mapped the technology transfer processes of 23 different technologies developed at the University of Minnesota from 1983 to 1993.More than half of the technologies studied went to large companies and were used either to upgrade existing products or to extend existing product lines. In eight cases technologies were transferred to small firms. In three cases technologies were transferred to venture capital firms or intermediaries and had not been commercialized at the time the study was completed. In the rest of the cases new firms were created by the inventors/university scientists themselves and served as vehicles for marketing their inventions. None of the firms of the latter group have grown beyond a part-time employment opportunity for the inventors, and only one firm provided evidence that additional hiring would be necessary in the near future.Only four cases involved transfers of technologies that have been developed and patented by the university to firms that did not have any relationships with the university prior to the transfer. In these four cases the firms used some form of search strategy to find a needed technology. However, there is no evidence that any of the firms had a well-developed formal search procedure. In the overwhelming majority of cases some form of relationship existed between the university (or individual inventors) and the private firm prior to the transfer. These relationships ranged from long-term friendships and/or cooperation to such less involved forms as interaction at research seminars and university-sponsored events. Further, in four cases, the technologies were initially developed by private companies, whereas the university's role was to assist in refinement or testing of the technology.The research yielded a number of additional findings that deserve further investigation and discussion. Specifically, the study did not provide any evidence that the successfully completed technology transfers made any substantial contribution to either new business creation or the generation of new jobs. This finding suggests that scholars and policy makers should proceed with caution before accepting a notion that new or high technology firms will have any direct economic impact.The study findings hold specific implications for entrepreneurial behavior and public policy. The “formal search and shopping” for a technology model suggests that both business and academic/government laboratories publicize, respectively, their requirements and offerings, and that opportunities for creative brokerage ought to exist. We found that in the majority of cases technology was transferred not through formal search, but through some prior relationships among individuals. This observation suggests that the ability to build extended networks of relationships not only within the business world but also with the university community is an important skill that owners and managers of the technology-based businesses need to possess. Entrepreneurs seeking to start businesses based on new technologies may need to reevaluate how much of their limited time to allocate to build and maintain networks and cooperative relationships, and how much time to shop for new technologies through formal channels. Further, public policy and the efforts of the university transfer agencies intended to facilitate transfer may need to shift their emphasis from facilitating “shopping” by organizing and/or paying for “publicity” (which is currently the major emphasis) to providing assistance in network building and relationship marketing efforts.     

Farmers’ Willingness to Pay for a Tuberculosis Cattle Vaccine

We use contingent valuation (CV) and choice experiment (CE) methods to assess cattle farmers’ attitudes to and willingness to pay (WTP) for a bovine tuberculosis (bTB) cattle vaccine, to help inform vaccine development and policy. A survey questionnaire was administered by means of telephone interviews to a stratified sample of 300 cattle farmers in annually bTB‐tested areas in England and Wales. Farmers felt that bTB was a major risk for the cattle industry and that there was a high risk of their cattle getting the disease. The CE estimate produced a mean WTP of £35 per animal per single dose for a vaccine that is 90% effective at reducing the risk of a bTB breakdown and an estimated £55 for such a vaccine backed by 100% insurance of loss if a breakdown should occur. The CV estimate produced a mean WTP of nearly £17 per dose/per animal/per year for a vaccine (including 100% insurance) which, given the average lifespan of cattle, is comparable to the CE estimate. These WTP estimates are substantially higher than the expected cost of a vaccine which suggests that farmers in high risk bTB ‘hotspot’ areas perceive a substantial net benefit from buying the vaccine.     

Price floors and technical inefficiency in India's sugar processing industry

In India, cane is processed into sugar by cooperatives, public enterprises, and private (for‐profit) firms. The Indian government sets a unique floor price for each processor that is increasing in the firm's effectiveness in converting cane into sugar. The floor price binds for public and private firms but not for cooperatives, which rebate profits to members. We argue that this price floor policy creates a disincentive for private and public firms to be technically efficient in converting cane to sugar. In support of this hypothesis an analysis of 593 Indian sugar factories from 1992 to 2007 reveals statistically significant differences in technical efficiency, with cooperatives being the most efficient and public firms least efficient. We estimate welfare losses due to the technical inefficiency attributable to the price‐floor policy and argue that it can be eliminated by enacting policy to base price floors upon quality of the cane input received by a factory.