Winners and Losers as Financial Service Providers Converge: Evidence from the Financial Modernization Act of 1999

The Financial Modernization Act of 1999 dramatically increased insurers' and investment banks' authority to provide an array of financial services and allowed commercial banks to offer investment banking and insurance services. In this paper we examine the market response to this legislation. We find a strong positive response among insurance companies and investment banks, and no significant response among commercial banks. Larger institutions in all three financial sectors earn higher abnormal returns. Additionally, better performing banks earn higher abnormal returns. Our results suggest that allowing financial convergence can add value through synergies and that large players are needed to exploit the scope economies.     

CRM done right

Disappointed by the high costs and elusive benefits, early adopters of customer relationship management systems came, in the post dot-com era, to view the technology as just another overhyped IT investment whose initial promise would never be fulfilled. But this year, something unexpected is happening. System sales are rising, and executives are reporting satisfaction with their CRM investments. What's changed? A wide range of companies are successfully taking a pragmatic, disciplined approach to CRM. Rather than use it to transform entire businesses, they've directed their investments toward solving clearly defined problems within their customer relationship cycle. The authors have distilled the experiences of these CRM leaders into four questions that all companies should ask themselves as they launch their own CRM initiatives: Is the problem strategic? Is the system focused on the pain point? Do we need perfect data? What's the right way to expand an initial implementation? The questions reflect a new realism about when and how to deploy CRM to best advantage. Understanding that highly accurate and timely data are not required everywhere in their businesses, CRM leaders have tailored their real-time initiatives to those customer relationships that can be significantly enhanced by "perfect" information. Once they've succeeded with their first targeted CRM project, they can use it as a springboard for solving additional problems. CRM, in other words, is coming to resemble any other valuable management tool, and the keys to successful implementation are also becoming familiar: strong executive and business-unit leadership, careful strategic planning, clear performance measures, and a coordinated program that combines organizational and process changes with the application of new technology.     

Teaching ethics to marketing and logistics majors: A transformative learning experiment

Within the context of a transformative learning field experiment, the ethical ideologies of marketing majors, logistics majors, and nonbusiness majors were found to differ. Based on this finding, a field experiment was conducted to determine the effect (if any) that ethics instruction has on marketing and logistics majors versus nonbusiness majors. Students' knowledge of basic ethical principles and their ability to assess the application of these principles to ethical dilemmas were tested with a new assessment instrument. The major findings suggest (a) transformative learning ethic exercises have pedagogical potential and (b) dissimilar ethical predispositions between marketing and logistics majors versus nonbusiness majors confirms the need for customizing ethics pedagogy by college major.     

The exact law of large numbers for independent random matching

This paper provides a mathematical foundation for independent random matching of a large population, as widely used in the economics literature. We consider both static and dynamic systems with random mutation, partial matching arising from search, and type changes induced by matching. Under independence assumptions at each randomization step, we show that there is an almost-sure constant cross-sectional distribution of types in a large population, and moreover that the multi-period cross-sectional distribution of types is deterministic and evolves according to the transition matrices of the type process of a given agent. We also show the existence of a joint agent-probability space, and randomized mutation, partial matching and match-induced type-changing functions that satisfy appropriate independence conditions, where the agent space is an extension of the classical Lebesgue unit interval.     

Employment Services

The TUCE itself is the subject of this research project reported by Lewis and Dahl. The TUCE is examined in terms of its ability to discriminate between good students and poor students, whether its subparts do indeed measure different things, and to what extent the subparts are associated with critical thinking skills as measured by the Watson-Glaser Critical Thinking Appraisal. Their findings should help to make the TUCE a more useful instrument of diagnosis and evaluation for other researchers in economic education.     

Turnover costs and the wage—fringe mix

This paper examines how firms choose their compensation package to influence employee turnover. A firm will attempt to maintain a steady state of trunover consistent with its training and hiring costs. We develop a model of this relationship when the firm's ability to offer a differentiated compensation package. Both the theoretical and empirical findings of our study emphasize the importance of the link between turnover costs and the compensation mix. That is quits are negatively realted to both the share of pensions in the total compensation package and the level of wages. The influence of pensions in attracting stable workers, however, is diminishing. An important implication is that the policies which attempt to standardize worker compensation will hinder the market determination of turnover, and hence, will generate inefficiencies in the labour market.     

An Evaluation of the Use of the Marketplace Game in Junior College Economics

In the search for new and better ways of teaching economic concepts, instructors are turning to a wide variety of materials and methods. There is a need to evaluate any new technique, not only in broad general terms but in its use with a specific type of college or student. Furthermore, one cannot generalize about such things as games and simulations but should concentrate on evaluating particular pieces of material or approaches, and the effectiveness of those items with particular kinds of students. This article will raise many questions about the adequacy of the research that has been done in this field and will undoubtedly inspire others to employ similar means of testing and evaluating new materials and methods. Other educational researchers might be especially interested in the authors' use of factor analysis.     

Demystifying the folklore of the accidental project manager in the public sector

Many individuals are called upon to undertake project management responsibilities with little or no preparation. Such project managers have been referred to as accidental project managers. This article examines the experiences of 46 accidental project managers within the Western Australian public sector through a questionnaire survey. Findings reveal that most project managers were selected based on their technical or managerial expertise and thus lacked the required competencies to deliver a project. There was a greater propensity for accidental project managers to act in a part‐time mode, undertake nontechnical projects, and be provided with limited training and education.     

Recruiting Agricultural Economics Graduate Students: Student Demand for Program Attributes

We use data from an Internet and traditional print mail survey to determine student demand for graduate program attributes. Results reveal that students value graduate program ranking more than stipend level, geographic location, or office/computer facilities. Higher ranked programs, as a whole, may be able to offer substantially lower stipends to students and remain competitive with lower ranked programs. Results also suggest that students might be willing to accept higher stipends or office space to attend lower ranked schools. The results may provide graduate program leaders with information to improve their recruitment efforts and/or potentially reduce graduate program expenditures.