Japanese managerial and organizational learning

The article describes how the external forces of Japanese culture, industrial organization, and government intervention support managerial and organizational learning. It provides an overview of the culturally explicit philosophies that govern and stimulate learning in Japan, then explains how these philosophies are exhibited in Japanese management practice today. A model is presented which demonstrates the relationships among external forces, philosophical origins, management practice, and managerial and organizational learning. The conclusion is that managerial and organizational learning constitute one of Japan's most valuable competitive advantages. © 1998 John Wiley & Sons, Inc.     

Effects of multimember districts on black representation in state legislatures

We look at the most general feature of multimember districts (MMDs) as compared to single-member districting (SMD) plans: the higher likelihood of submergence of minority voting strength. We focus on data on black legislative representation between 1977 and 1982 in the 11 states with more than 15% black populations, and compare states which use MMDs with those that use SMDs. We also examine changes in black representation in states which shifted from MMDs to SMDs. In addition, for MMD state legislative elections in eight North Carolina counties between 1978 and 1982, we examine in detail the nature of minority submergence including the lack of geographic representativity of the persons elected from MMDs. The counties we examine contain four of North Carolina’s largest cities and a substantial portion of North Carolina’s black population. Unlike almost all of the previously published literature on racial representation in MMDs, our study deals with state legislative races and not local elections.     

Virtual schools

Virtual schools have already made their appearance. This paper examines the factors which promote or slow the spread of virtual schools. Technological change, economic rationalism, and the suitability of conventional schools for the information age are identified as reasons for the continued growth of virtual schools. Conversely, the identification of an appropriate pedagogy, the lack of required teaching skills, concerns for the reshaping of human values, socialisation, and the continued need for student supervision are seen as reasons why virtual schools will not rapidly overtake conventional ones. It is concluded that virtual schools will continue to increase in the 21st century, and that appropriate planning must be made for their impact.     

Using International Institutions to Improve Public Procurement

The World Trade Organization's voluntary rules on governmentprocurement are a useful mechanism for ensuring that publicprocurement procedures are efficient. They also provide an opportunityto reduce the uncertainty of participants by increasing transparencyand accountability. Yet most developing countries have chosennot to subject their procurement policies to international disciiplinesand multilateral surveillance. Their reasons may include anunfamiliarity with the government procurement agreement (GPA);a perception that the potential payoffs are small; a desireto discriminate in favor of domestic firms; or the successfulopposition of groups that benefit from the current regimes.Although the economic rationales for abstaining from the GPAare not compelling, a quid pro quo for accession may be neededto overcome opposition by special interests. Developing countryprocurement markets are large enough that governments may beable to make accession to the GPA conditional on temporary exceptionsto multilateral disczplines or on better access to export markets.      

Integer goal programming model for the implementation of multiple corporate objectives

The problem of long-range planning and investment project evaluation is complicated by the presence of multiple conflicting goals measured in incommensurable units, indivisibility of alternative projects, and the desire of management to consider mutually exclusive marketing-pricing strategies. The model proposed in this study attempts to allow for these complexities through the use of integer goal programming. It is the hope of the authors that this model will provide management with an additional decision-making tool for implementation of multiple corporate objectives.     

Moral rules and moral ideals: A useful distinction in business and professional practice

The distinction between moral rules and moral ideals is presented and explained in various ways. The authors propose that people in business are required to obey the moral rules and have a choice with respect to ideals. Thus, they are not in a different position from that of anyone else in society.Four case studies are presented and discussed. The analytical approaches used by the authors' students are summarized and evaluated. The moral rules/ideals paradigm is described as helping discussants of the cases to establish congruence between business ethics and their personal set of values. Other values of the classroom discussion of ethics cases are considered.John W. Hennessey, Jr., is Jones Professor of Management at the Amos Tuck School of Business Administration, Dartmouth College. Previously he was Dean of this school and President of the American Assembly of Collegiate Schools of Business. Bernard Gert is Stone Professor of Intellectual and Moral Philosophy at the Dartmouth College. From 1971 until 1974 and from 1979 until 1981 he was Chairman of the Philosophy Department and he was awarded the NEH-NSF Sustained Development Award 1980–1984. His most important publications are: The Moral Rules: A New Rational Foundation for Morality, Harper and Row, 1970, Harper Torchbook 1973, 2nd edition 1975, and Philosophy in Medicine: Conceptual and Ethical Issues in Medicine and Psychiatry, Oxford University Press, 1982 (co-authored with Charles M. Culver).Prof. Gert acknowledges support from the National Endowment for the Humanities, Grant RII-8018088 A03.     

Optimal Reinsurance Arrangements Under Tail Risk Measures

Regulatory authorities demand insurance companies control their risk exposure by imposing stringent risk management policies. This article investigates the optimal risk management strategy of an insurance company subject to regulatory constraints. We provide optimal reinsurance contracts under different tail risk measures and analyze the impact of regulators' requirements on risk sharing in the reinsurance market. Our results underpin adverse incentives for the insurer when compulsory Value-at-Risk risk management requirements are imposed. But economic effects may vary when regulatory constraints involve other risk measures. Finally, we compare the obtained optimal designs to existing reinsurance contracts and alternative risk transfer mechanisms on the capital market.     

Economic growth in Europe

This article is an excerpt from the author’s report presented at the Second International Symposium on New Problems of Advanced Societies in which he also discussed possible interrelations between military and economic parameters as well as some of Europe’s domestic problems.