Comparing classification accuracy of neural networks,binary logit regression and discriminant analysis for insolvency prediction of life insurers

Past studies have documented the failure of the Insurance Regulatory Information System (IRIS) to provide adequate warning of insurer financial distress or insolvency. As a result, scholars have examined alternative parametric and non-parametric models to predict insurer insolvency. This study uses a neural network, a non-parametric alternative to past techniques, and shows how this methodology predicts insurer insolvency more effectively than parametric models.     

How warm is the corporate response to climate change? Evidence from Pakistan and the UK

In response to growing consensus among scientists and governments to act fast to avoid dangerous impacts of climate change, many industries have started to prepare for a carbon‐constrained world. However, this response is far from being uniform. Often action is predicated on economic, technological, organizational and institutional drivers and barriers, which vary between countries and across industrial sectors. In order to understand the effectiveness of industry response, it is therefore important to analyse corporate response across different sectors in different countries. Focusing on the nine most energy‐intensive and greenhouse gas (GHG) emitting industrial sectors, this paper compares corporate responses to climate change in Pakistan and the UK. By analysing the divergence of strategies adopted by industries across different sectors in two countries, the paper examines the key factors influencing corporate adoption and implementation of GHG reduction and energy‐efficiency strategies in Pakistan and the UK. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment.     

Human resource management in developing economies: a comparison of India and Thailand

This paper reports the results of surveys of firms that were conducted both in India and Thailand. The surveys centred on a wide range of human resource management practices (staffing, training, compensation and evaluation). The sample consisted of both the subsidiaries of multinational corporations and locally owned companies. Statistical analysis suggests pronounced differences in employment practices between India and Thailand in some areas, while considerable similarities in other areas. The study controls for a variety of organizational factors (e.g., firm size, ownership (foreign versus domestic), union status).     

Use of equal opportunities legislation and earnings differentials: a comparative study

This article traces the number of legal cases concerning gender, race and other forms of discrimination in the US, Canada and Britain where there is now up to a quarter of a century's experience. Substantial differences in the extent to which the legislation is used across countries and by different groups within each country are revealed.     

An empirical investigation of different strategies for material requirements planning

Master production scheduling, component lot sizing, and capacity requirements planning represent three important modules of material requirements planning (MRP) systems. Coordinating these three modules has been largely dependent on managerial judgment and experience. In this research, five different strategies for integrating these modules are empirically investigated. These strategies differ mainly in the extent to which the modules are coordinated. The impact of the shop, product, component and cost characteristics is measured by varying ten experimental factors. The research findings so obtained provide several guidelines on the effectiveness of each strategy in different environmental settings.     

Human resource practices and discrimination in South Africa: overcoming the apartheid legacy

While there is some level of isomorphism and convergence in HRM practices, country-specific differences remain, notwithstanding globalization and the influence of increasingly powerful multinationals. Much work has occurred on diversity management and cultural aspects of management in South Africa (SA). This analysis finds that local institutional context in labour relations and particularism in practices remain important, although the influence of convergent forces such as globalization, information technology and increased competition has become much more prominent in post-apartheid SA. Human resource practitioners in SA see the most important workplace challenges as performance improvement, employment equity, training and development and managing trade union expectations. This article critically evaluates the effects of recent legislative measures, particularly labour court and arbitration awards aimed at addressing the adverse impact of past unfair discrimination on pay practices and skills development. The latter are found to be interrelated, sensitive and difficult areas of discrimination in respect of legal proof.     

The practical know-how of selling: Differences in knowledge content between more-effective and less-effective performers

Results of both cross-sectional and longitudinal studies of salespeople indicate that more effective and less effective salespeople differ systematically in their knowledge of sales strategies, and to a lesser extent in their knowledge of customer characteristics. For the sales situation examined, more effective salespeople use specific, problem solving-oriented strategies to sell to customers and underlying, functional characteristics to describe customers; less effective salespeople use global, relationship-oriented strategies to sell to customers and surface structure, less functional characteristics to describe customers.The research was supported in part by a grant from the Division of Research, College of Business Administration, The Pennsylvania State University.     

The embedded sales force: Connecting buying and selling organizations

Business-to-business firms are increasingly focusing on building long-term partnering relationships with key customers. Salespeople are often responsible for managing these relationships. To be effective as relationship managers, salespeople need to be embedded in both their firm’s and customers’ organizations. They need to have extensive knowledge of their customers’ business and also know and be able to leverage their firm’s resources to develop offerings tailored to their customers’ needs. Their companies and sales managers need to use different approaches to manage and support salespeople in this new role. In this paper, we examine some issues affecting the interfaces between elements of the embedded sales force and suggest some directions for future research and methods for examining these issues.