Product Location with Foresight

Traditional location literatureconcludes that firms will optimally differentiate inorder to alleviate a tendency toward competitivepricing. However, it has recently been shown thatfirms will minimally differentiate if they (correctly)anticipate an absence of price competition. Thispaper examines the relationship between productlocation and the sustainability of cooperativepricing, in horizontally and vertically differentiatedmarkets. Further, it describes equilibrium locationswhen firms are able to choose their locations jointlyand when they must choose independently.     

Reducing uninformed responses: The effects of product‐class familiarity and measuring brand knowledge on surveys

Consumers often give answers to survey questions about which they are uninformed. Although research has documented this phenomenon and examined the conditions under which it occurs, the current research project is the first to examine how survey researchers might reduce uninformed response bias through the use of additional questions added to surveys that measure knowledge of brands for which consumers might be uninformed. In the current study, adding brand knowledge questions pertaining to an unknown (fictitious) brand reduced the likelihood of respondents providing uninformed responses when later asked to evaluate that brand. However, the effects of asking for brand familiarity on uninformed response rates differed by consumers' level of product‐class familiarity and the relative placement of the brand knowledge and brand attitude questions on the survey. Brand knowledge questions can suggest the existence of brands, placing them within a knowledge schema, thus leading to more uninformed responses from consumers low in product‐class familiarity. These results, coupled with recent other research findings suggest that researchers must consider the effects of related knowledge on what have been previously considered completely uninformed responses. © 2007 Wiley Periodicals, Inc.     

A systems approach to integrate manpower planning and operation

Manpower planning frequently involves aggregated planning. This paper addresses the importance of linking manpower planning with operational process. We developed a systems approach to integrate the gross level of manpower planning and the detailed level of policy execution. This integrated system could improve the effectiveness of policy making.     

Cross-subsidization and cost misallocation by regulated monopolists

While cross-subsidization is understood theoretically as involving the sustainability of a cost allocation scheme, it is invoked in regulatory policy contexts, such as the divestiture of AT&T, where costs of serving unregulated markets may be borne by ratepayers of regulated monopolies. We analyze two cross-subsidization tactics—cost misallocation and distorted technological choice — under a spectrum of regulatory cost allocation policies. These tactics lead to higher prices in regulated markets and inefficient production in unregulated markets. Welfare effects are discussed; we conclude with observations on strategic behavior and regulatory policy.     

Lost in translation: exploring the link between HRM and performance in healthcare

Using data collected in 2004 from 132 Victorian (Australia) public healthcare providers, comprising metropolitan and regional hospital networks, rural hospitals and community health centres, we investigated the perceptions of HRM from the experiences of chief executive officers, HR directors and other senior managers. We found some evidence that managers in healthcare organisations reported different perceptions of strategic HRM and a limited focus on collection and linking of HR performance data with organisational performance management processes. Using multiple moderator regression and multivariate analysis of variance, significant differences were found in perceptions of strategic HRM and HR priorities between chief executive officers, HR directors and other senior managers in the large organisations. This suggested that the strategic human management paradigm is ‘lost in translation’, particularly in large organisations, and consequently opportunities to understand and develop the link between people management practices and improved organisational outcomes may be missed. There is some support for the relationship between strategic HRM and improved organisational outcomes. Implications of these findings are drawn for managerial practice.     

Credible collusion in multimarket oligopoly

This article refines an established explanation of how multimarket contact facilitates collusion when firms enjoy reciprocal advantages across markets: When there are reciprocal asymmetries between firms, multimarket contact allows them not only to develop spheres of influence, but also to implement attractively simple strategies that are subgame perfect and weakly renegotiation proof. Hence, collusive equilibria are supported by fully credible punishments. A significant implication is, multimarket contact involving reciprocal differences between firms may be more facilitating to their cooperative efforts than multimarket contact based on other factors. The article discusses existing empirical work as it relates to this implication. Copyright © 2007 John Wiley & Sons, Ltd.