PRIMARY VERSUS SECONDARY PRODUCTION TECHNIQUES IN U.S. MANUFACTURING

In this paper we analyze the determinants of material inputs into individual production activities as a function of their outputs. We use observations on a large cross-section of U.S. manufacturing plants from the Census of Manufactures, including those that make goods primary to other industries, to study differences in production techniques. We find that in most cases material requirements do not depend on whether goods are made as primary products or as secondary products. We thus elucidate support for the commodity technology model as a useful working hypothesis.     

Shop stewards in Transport House: a comment upon the incorporation of the rank and file

In the light of the currently prevalent view that shop stewards are becoming more involved in trade union government, the author suggests that we look more carefully at unverified assumptions of shop steward incorporation.     

Commodifying the Commodifiers: The Impact of Procurement on Management Knowledge

Current conceptualizations of the commodification of management knowledge prioritize the agency of knowledge producers, such as consultancies, but downplay the role of other actors such as intermediaries. Using a qualitative multi‐method study of the role of procurement in sourcing consultancy knowledge, we demonstrate how intermediaries also commodify management knowledge, thereby limiting the exchange value of that knowledge. Through our analysis we develop a more sophisticated model of the processes and consequences of knowledge commodification. This model clarifies and extends prior research by highlighting the role of commensuration, comparison and valuation, as well as the related tactics that consultants and client managers use to resist procurement's attempts to commodify management knowledge.     

Collaborative Marketing in a Regional Destination: Evidence from Central Florida

This paper aims to explore a collaborative approach to regional destination marketing. Research questions were constructed for empirical data collection via documentary analysis and semistructured interviews with senior executives of destination marketing organizations (DMOs) in the Central Florida region. The research findings suggest that collaboration among DMOs is beneficial in terms of cost reduction and market penetration. Several issues emerge as inhibiting factors to their collaborative destination marketing efforts. Discussions and implications are provided both from a theoretical and practical perspective on the basis of the findings of the study. Copyright © 2012 John Wiley & Sons, Ltd.     

Best-performing US mutual fund families from 1993 to 2008: Evidence from a novel two-stage DEA model for efficiency decomposition

When analyzing relative performance, especially at the institutional level, the traditional data envelopment analysis (DEA) models do not recognize vastly different and important activities as separate functions and therefore cannot identify which function may be the main source of inefficiency. We propose a novel two-stage DEA model that decomposes the overall efficiency of a decision-making unit into two components and demonstrate its applicability by assessing the relative performance of 66 large mutual fund families in the US over the period 1993–2008. By decomposing the overall efficiency into operational management efficiency and portfolio management efficiency components, we reveal the best performers, the families that deteriorated in performance, and those that improved in their performance over the sample period. We also make frontier projections for poorly performing mutual fund families and highlight how the portfolio managers have managed their funds relative to the others during financial crisis periods.     

Developing healthcare facilities for a changing environment

When approaching facility and real estate development, healthcare leaders should: Enhance clinical integration and ensure more patient-friendly facilities. Focus on a facility's business requirements and operating needs. Create a business plan that demonstrates how a project would help deliver better care at lower cost during a time of declining payment levels. Develop an approach that balances the needs of all stakeholders, including payers, staff, and patients.