When to haggle,when to hold firm? Lessons from the used‐car retail market

Though haggling has been the conventional way for auto retailers to sell cars, the last two decades have witnessed the systematic adoption of no‐haggle prices by many large dealerships, including the largest new‐ and used‐car dealership chains. This paper develops a structural empirical model to estimate sellers' profits under posted price and haggling, and investigates how market conditions affect sellers' optimal pricing formats. The model incorporates a simple class of bargaining mechanisms into a standard random‐coefficient discrete‐choice model. With the extension, the product‐level demand system is estimated using data with only list prices, and the unobserved price discounts are also recovered in the estimation. The counterfactual experiments yield a few interesting findings. First, dealers' adopted pricing formats seem superior to the alternative ones. Second, dealers enjoying larger market power through vertical differentiation and carrying a large number of models are more likely to have posted price as their optimal pricing format.     

When do investors reward acquisitions and divestitures? The contrasting implications of normative and behavioral economic theories

We evaluate whether a contingency theory that combines a signaling hypothesis with behavioral economic theory can elucidate the discrepancy between positive expected returns to acquisitions and divestitures and the mixed‐to‐negative investor reactions observed in practice. We argue that, because of bounded rationality, uncertainty avoidance, and inertia, major organizational change is generally motivated by the detection of problems in an organization. Accordingly, although investors may view acquisitions and divestitures as positive corrective measures for low performers, such initiatives by high performers often signal problems that were heretofore unknown to the market. We contrast our results with predictions based on normative theories.     

You do not have to succeed,just do not fail: When do soccer coaches get fired?

This article deals with circumstances leading to the dismissal of a soccer coach. The article is based on results from the Premier League in England over 12 consecutive years. In this paper, we converted the scores of matches (win, draw, and loss) into an index based upon how results were perceived by club owners—those empowered with the decision as to whether or not to fire the coach. The index is based on the difference between the actual and expected results reflected by betting odds. We conclude that to ensure job preservation, the manager does not have to succeed—he just must not fail.     

Should retail stores locate close to a rival?

Journal of Economic Interaction and Coordination - I simulate firms competing in an urban landscape that is segregated by income level. Some firms are located close to wealthy neighborhoods and far...     

When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit

Recent studies suggest the relationship between dynamic capabilities and competitive advantage may be jointly affected by organizational and environmental factors. We enrich this nascent perspective by developing a configurational theoretical framework – underpinned by the mechanism of strategic fit – wherein dynamic capabilities lead to a competitive advantage when they support a strategic orientation appropriate for the levels of dynamism and munificence in the environment. Results of a fuzzy‐set Qualitative Comparative Analysis using primary data show that dynamic capabilities lead to a competitive advantage in dynamic, munificent environments by enabling the combination of differentiation and low‐cost orientations. In stable, non‐munificent environments, dynamic capabilities are effective in support of a low‐cost orientation. The central insight of this study is that the relationship between dynamic capabilities and competitive advantage is contingent upon the strategic fit between organizational and environmental factors, contributing to a more rigorous and configurational dynamic capabilities view.     

Where do manufacturing firms locate their headquarters?

Firms often separate headquarters' (HQ) functions physically from their production facilities and construct stand-alone HQs. By locating its HQ in a large, service oriented metro area away from its production facilities, a firm may be better able to outsource service functions in that local metro market and also to gather information about market conditions for their products. However if the firm locates the HQ away from its production activity, the coordination costs in managing plant activities are increased. In this paper, we empirically analyze the trade-off between these two considerations.     

Empowered to do what? Why?

This article reviews an approach to leverage business process reengineering and employee empowerment for not only cycle time and cost reduction opportunities, but also a more exciting and expanded role for the employee. It promotes the reduction of simple, routine tasks, and refocusing the improved skill level of today's employees on higher value adding activities.     

Optimal probabilistic forecasts: When do they work?

Proper scoring rules are used to assess the out-of-sample accuracy of probabilistic forecasts, with different scoring rules rewarding distinct aspects of forecast performance. Herein, we re-investigate the practice of using proper scoring rules to produce probabilistic forecasts that are ‘optimal’ according to a given score and assess when their out-of-sample accuracy is superior to alternative forecasts, according to that score. Particular attention is paid to relative predictive performance under misspecification of the predictive model. Using numerical illustrations, we document several novel findings within this paradigm that highlight the important interplay between the true data generating process, the assumed predictive model and the scoring rule. Notably, we show that only when a predictive model is sufficiently compatible with the true process to allow a particular score criterion to reward what it is designed to reward, will this approach to forecasting reap benefits. Subject to this compatibility, however, the superiority of the optimal forecast will be greater, the greater is the degree of misspecification. We explore these issues under a range of different scenarios and using both artificially simulated and empirical data.     

When do stable roommate matchings exist? A review

We compare different preference restrictions that ensure the existence of a stable roommate matching. Some of these restrictions are generalized to allow for indifferences as well as incomplete preference lists, in the sense that an agent may prefer remaining single to matching with some agents. We also introduce a new type of cycles and in greater detail investigate the domain of preferences that have no such cycles. In particular, we show how the absence of these cycles relates to the “symmetric utilities hypothesis” by Rodrigues-Neto (J Econ Theory 135:545–550, 2007) when applied to roommate problems with weak preferences.     

How well do fundraisers communicate with their donors?

Fundraising charities invest substantial resources in producing and distributing an ever-growing range of publications. As part of a major research study into how donors view the results of these endeavours the authors set out to evaluate how the major charities respond to general enquiries from the public, and to see how charities plan the publications they produce.     

When do Firms go in for Growth by Acquisitions?

This paper analyses the incidence of acquisitions, and the determinants of expenditure or acquisitions, in a sample of 110 UK quoted companies, 1970–89. Financial variables, especially those related to Jensen's ‘free cash flow’ theory of acquisitions are found to be significant, notably for dominant firms. But there is little support for the inclusion of market structure variables which seek to capture the strategic role of acquisitions as an instrument of competition in oligopolistic markets.     

Job evaluation systems and pay grade structures: do they match?

Job evaluation is usually applied in an organization in order to assess the relative value of jobs on the basis of which jobs are assigned to classes of pay grades. Thus, the assumption is that job value scores match with pay grade structures, and allow adequate predictions of basic job wages or salaries in practice. The validity of this assumption is questioned in this article. Data of five job evaluation systems (number of jobs: 16,809) were used to assess the effects of three system manipulations, concerning the number of anchors per scale (characteristic), the nature and the number of scales, and the weights of scales. Total job value scores of the manipulated data and the associated pay grades were compared with the non-manipulated ('original') scores. It turned out that even when two sets of job value scores are highly correlated (around 0.99), pay grade classification agreement was always less than 90 per cent, and in many instances much less. This result has important implications for the use of job evaluation in practice: when a fine grained system of pay grades applies, total job value scores may be deficient. Implications for a better match between total job worth values and pay grade classes are discussed.     

How do crowd logistics platforms create value? An exploratory case study from China

ABSTRACT

Crowd logistics platforms play an important role in value creation, but the extant literature has not clarified how platforms create value. Consequently, this multiple case study identifies three main types of value creation capabilities for crowd logistics platforms: resource matching, operations management, and risk control. Additionally, the study demonstrates that these crowd logistics platform capabilities create value by providing the most accurate matches between resources and requests while also enhancing driver agility and compliance. Based on these findings, we present four propositions that extend our understanding of crowd logistics platforms’ value creation capabilities and the process through which these capabilities lead to value creation. The study also provides valuable insights for crowd logistics companies to improve their value creation capabilities.     

News and noise: do investors react to stock split announcements differently during periods of high and low market volatility?

In this paper, we find evidence that stock split announcements have a greater wealth effect when market volatility, as measured by the VIX index, is low. This effect is driven primarily by small firms. These results support the hypothesis that when market volatility is high, signals sent by small firms are more likely to be obscured by noise than when market volatility is low.     

(When) Do hub airlines internalize their self-imposed congestion delays?

Specification tests using stochastic bottleneck models of airport congestion investigate whether dominant airlines internalize or ignore self-imposed delays at twenty-seven major US airports. Data on flight times determine the airport's landing and takeoff delays for every minute of operation during peak travel days. Dynamic congestion functions based on stochastic-queuing theory separately identify delays that aircraft experience directly, impose internally on their airline's other aircraft, or impose externally on other airlines. Specification tests largely reject internalization and fail to reject non-internalization by dominant airlines. Optimal pricing should value all time using non-dominant aircraft time values and treat all delays as external.     

When do employer awards pay off and when do they not? The impact of award familiarity on applicants’ job pursuit intentions and the moderating role of corporate brand awareness

Abstract

Employer awards are increasingly utilized in the recruitment context in order to provide positive signals to potential applicants. However, the impact of employer awards on applicants’ job pursuit intentions still requires empirical proof. This study elaborates on this impact and assumes that it is contingent upon corporate brand awareness. We show that employer awards only positively impact applicants’ job pursuit intentions if the award is well-known and the recruiting firm is not. Well-known employers however do not profit from the placement of an award, on the contrary, if the award is unfamiliar, its influence on job pursuit intentions is even deleterious.     

When Do Expert Teams Fail to Create Impactful Inventions?

We investigate the salience of expertise in creating high impact inventions and question experts’ ability to deploy novel ideas. Specifically, we examine the relationships between expertise, component originality, and a team's structural holes’ position in the collaborative network and propose that, in relative terms, expert teams create lower impact inventions if they deploy more original components and if they occupy structural holes. We test and confirm our hypotheses in a sample of semiconductor firms. In post‐hoc analyses, we find a three‐way interaction where the negative effect of structural holes almost disappears when an expert team experiments with original components whereas an increase in non‐redundancy is detrimental when teams with high expertise use familiar components. Our findings inform a foundational view of the invention process and provide novel insights into the contingent benefits of domain expertise.