Market integration and convergence to the Law of One Price: evidence from the European car market

This paper exploits the unique case of European market integration to investigate the relationship between integration and price convergence in international markets. Using a panel data set of car prices, we examine how the process of integration has affected cross-country price dispersion in Europe. We find surprisingly strong evidence of convergence towards both the absolute and the relative versions of the Law of One Price (LOOP). Our analysis illuminates the main sources of segmentation in international markets and suggests the type of institutional changes that can successfully reduce it.     

Do ‘Good Governance’ Codes Enhance Financial Accountability? Evidence from Managerial Pay in Dutch Charities

This paper examines the initial impact of a ‘good governance’ code for charitable organisations that was promulgated in the Netherlands in 2005. Data are gathered from publicly available annual reports of 138 charities in the post‐implementation phase of the code (2005–2008). We first examine whether the code altered charities’ governance structures. Next, we investigate managerial pay as a key aspect of discharging financial accountability because prior literature focused on ‘excessive’ compensation. The findings indicate that a strengthened governance structure positively affects the likelihood of disclosing information concerning managerial pay, as well as mitigating managerial pay level.     

Regional GDP in the UK, 1861–1911: new estimates

This article compares the Geary–Stark method for distributing known GDP totals across regions with a variation suggested by Crafts. Tests of the Geary–Stark method confirm that it generates accurate estimates of regional GDP. There are practical and conceptual problems with Crafts' extension, and it is not tested nor is it testable. New estimates of regional GDP for the period 1861 to 1911 contradict Crafts's suggestion of rising regional inequality. Purchasing power parity adjustments do not alter this trend. The new estimates confirm Ireland's post‐Famine catch‐up. The great bulk of Irish labour productivity growth can be accounted for by an upward shifting production function, though it can be argued that that portion of growth that represents catch‐up may be attributable to labour force decline.     

Stakeholder Theory and Managerial Decision-Making: Constraints and Implications of Balancing Stakeholder Interests

Stakeholder theory is widely recognized as a management theory, yet very little research has considered its implications for individual managerial decision-making. In the two studies reported here, we used stakeholder theory to examine managerial decisions about balancing stakeholder interests. Results of Study 1 suggest that indivisible resources and unequal levels of stakeholder saliency constrain managers’ efforts to balance stakeholder interests. Resource divisibility also influenced whether managers used a within-decision or an across-decision approach to balance stakeholder interests. In Study 2 we examined instrumental and normative implications of these two approaches. We conclude by considering the contributions of this research.     

The Ethical Dimensions of Decision Processes of Employees

The influence of stakeholders, organisational commitment, personal values, goals of the organisation and socio-demographic characteristics of individuals on the ethical dimension of behavioural intentions of employees in various organisations are investigated. The research results show that employees working for the public sector or in educational institutions take more ethical aspects into account than employees working in the "private" sector. The influence of stakeholders and organisational commitment do not significantly affect the ethical behaviour of employees, and only some personal values and goals of the organisation have a significant influence on ethical behaviour. The most significant explanatory factor of ethical decision making seems to be what may be called "stage in the career of the employee": "ethical" employees can be described as young, with a relatively low income, limited work experience and a low level of responsibility in the company.     

Developing a Leadership-Rich Culture: The Missing Link to Creating a Market-Focused Organization

Much has been written about the need for organizations to be more market-focused. Authors have addressed a myriad of constructs which promote the realization of the marketing concept. This article examines leadership and its development in the context of creating a market-focused organization. It links the areas of leadership development, leadership skills, and internal customer culture to the strategy development process. The emphasis in a leadership-rich culture is on the relationships between leaders, followers, and customers. This idea parallels existing thought in the relationship marketing literature touting the benefits of relationships in buyer-seller partnerships and network structures. In addition, this article offers a leadership deployment process to create a market-focused organization from top to bottom.     

Culture and personal values: How they influence perceived service quality

This research analyzes the effects of culture and personal values on perceived service quality. Data on bank service quality are collected from 509 Canadian and 216 French users. The results confirm that power distance and uncertainty avoidance influence perceived service quality. Personal values such as self-fulfillment, self-respect, sense of accomplishment, and security also influence perceived service quality. The study findings show that the effects of personal values (micro-level variables) and culture (macro-level variable) on perceived service quality are distinct.     

The perceived fairness of performance evaluation: The role of uncertainty

This paper investigates the relationship between performance evaluation procedures and managerial perceptions of procedural justice. We examine two metric and two process characteristics. Metric characteristics are the diversity of metrics used by superiors and their reliance on outcome vs. effort metrics. Regarding process characteristics, we analyse the amount of subordinate's voice in the performance evaluation process, and the extent of formalization of the process. Using uncertainty management theory, we argue that justice effects of performance evaluation procedures may not be direct but are instead conditional on the amount of task uncertainty managers face in the their job context as well as on managers’ tolerance for ambiguity. Using a sample of 178 managers from the banking industry, we find that all four performance evaluation characteristics are related to justice perceptions, yet their effect depends on the level of task uncertainty and tolerance for ambiguity. These findings explain some inconsistencies in extant studies on fairness of performance evaluation procedures.     

Marketing Innovation in Rural Small Food Industries in Iran

Marketing innovation is essential for small industries to transform products into profit; therefore, understanding its nature and determinants is of utmost importance. This study aimed at understanding marketing innovation and its determinants in the 60 small food industries in the rural areas of Tehran province, Iran. Using a census sampling method, 111 managers of these firms were interviewed. Results showed that the firms’ performance in marketing innovation is generally weak, and a higher level of radical innovation in marketing is perceived compared to the incremental innovation. Also, a cause-and-effect relationship exists between both product and organizational innovations and marketing innovation. Furthermore, while incremental marketing innovation was negatively influenced by formal R&D unit, product diversification, and the manager’s years of experience, radical marketing innovation was affected by the capacity of production, product diversification, and managers’ age and education. The study concluded that in order to boost marketing innovation, innovation should be made also in products and organization. In addition, in order to facilitate the process of marketing innovation, practical and updated training for managers encouraging incremental innovation in marketing, product diversification, and improving R&D activities in the studied firms should be regarded.