Wirksame Unterstützung: Strategische Kontrolle mit dem Analytic Hierarchy Process

Zusammenfassung  Die Zukunft ist ungewiss und wird von vielen Entscheidern unterschiedlich bewertet. Wie k?nnen wir zukünftige Entwicklungen für die t?gliche Arbeit in der Gesch?ftswelt handhabbar machen? Hilfen bietet ein Entscheidungsprozess, der die Analytic Hierarchy Process-Methode via Internet verwendet. Wie er genutzt werden kann, um Gesch?ftstrends der Zukunft im Hinblick auf heute f?llige Entscheidungen auszuwerten, zeigt ein Beispiel aus dem Schweizer Bankensektor. Dr. Holger Lütters Kompetenzbereichsleiter Informations- und Projektmanagement an der Kalaidos Fachhochschule in Zürich Dipl.-Kfm. J?rg Staudacher Externer Doktorand am Lehrstuhl für innovatives Markenmanagement der Universit?t Bremen     

Personenorientierte Medienrezeption: Ein Zwei-Ebenen-Modell parasozialer Interaktionen

Since its original formulation in 1956 by Horton and Wohl, the concept of parasocial interaction has received remarkable attention among communication scholars. However, it still suffers from a range of desiderata and lacks a coherent theoretical foundation that could guide empirical research. In this article, we present a two-level model of parasocial interaction (PSI) that is intended to lead to a better understanding of the processes of PSI. By refering to theories of media and social psychology, two levels are distinguished: «Low-Level-PSI» comprise the less intensive, superficial modes of media person perception whereas «High-Level-PSI» refer to intensive and elaborated forms of interpersonal involvement with a media character. Both levels are discussed in terms of cognitive, emotional and conative processes which characterize person-oriented media reception. Subsequently, media factors as well as individual characteristics are introduced which are likely to facilitate the intensity of PSI processes as reception is going on. The article concludes with a prospect about useful further developments of the two-level model as well as its implications for empirical audience and reception studies.     

Explaining Firms’ Export Behaviour: R&D,Spillovers and the Destination Market*

We examine the importance of a firm's own R&D activity and intra‐sectoral spillovers on the decision to export and the export intensity using firm level panel data for Spain for the period 1990–98. Own R&D activity is found to be an important determinant of export activity. There is little evidence to suggest that Spanish firms benefit from spillovers of the exporting activity of others. However, there is evidence that R&D spillovers exert positive effects on firms’ export ratios. We find a larger marginal impact of R&D spillovers on export intensity of firms exporting to other OECD countries than those exporting to non‐OECD nations.     

Poverty, voracity, and growth

This article investigates economic performance when enforceable property rights are missing and basic needs matter for consumption. It suggests a new view of the so-called voracity effect according to which windfall gains in productivity induce behavior that leads to lower economic growth. Taking into account that the rate of intertemporal substitution in consumption depends on the level of consumption, it is shown that “voracious behavior” is situation-specific. It occurs when an economy is in decline and sufficiently close to stagnation.     

Antecedents and consequences of effectuation and causation in the international new venture creation process

The selection of the entry mode in an international market is of key importance for the venture. A process-based perspective on entry mode selection can add to the International Business and International Entrepreneurship literature. Framing the international market entry as an entrepreneurial process, this paper analyzes the antecedents and consequences of causation and effectuation in the entry mode selection. For the analysis, regression-based techniques were used on a sample of 65 gazelles. The results indicate that experienced entrepreneurs tend to apply effectuation rather than causation, while uncertainty does not have a systematic influence. Entrepreneurs using causation-based international new venture creation processes tend to engage in export-type entry modes, while effectuation-based international new venture creation processes do not predetermine the entry mode.     

Do real payments really matter? A re-examination of the compromise effect in hypothetical and binding choice settings

Numerous empirical studies have confirmed the existence of the compromise effect, which stipulates that options positioned between extreme alternatives in a product space are perceived as more attractive, hence becoming more likely to be chosen by consumers. However, literature on the topic frequently addresses the limited realism of prior work due to the artificial designs that were used. In a laboratory-based replication study, we examine the compromise effect across several categories in a more market-like scenario, in which experienced consumers make unforced decisions between real brands. In particular, we investigate whether the compromise effect varies in strength across the choice settings, depending on whether a hypothetical choice setting or a binding setting (in which subjects face buying obligations in terms of real payments for products) has been applied. While our results prove the robustness of the compromise effect for both choice frames, its strength differs significantly. Specifically, the compromise effect is evidently not as strong when real payments are introduced in binding choice settings. In addition, analysis of moderating factors confirms that compromise effects are stronger for categories where subjects are more in agreement about the relative quality of the options.     

When is Effort Contagious in New Venture Management Teams? Understanding the Contingencies of Social Motivation Theory

Consistent with social motivation theory, prior research on managerial motivation suggests that effort is contagious across management team members. In this study, we draw on belongingness theory to develop a model on important boundary conditions to social motivation theory in the management team context. The model predicts that new venture managers react to their teammates’ higher effort levels by investing higher effort levels themselves primarily when they are confronted with a threat – namely, low venture performance and high environmental hostility – but that effort is less contagious when managers face little threat. We test our model with a sample of 103 new venture managers nested in 51 management teams in a longitudinal setting capturing managerial effort over 26 weeks. While we do not find a direct relationship between teammates’ effort and a new venture manager’s subsequent effort, we find support for the crucial role of threat in triggering the contagion of managerial effort. We discuss the contributions of our study for research on management teams, performance feedback, and entrepreneurial effort in new ventures.