Fairness as a Constraint in the Real Estate Market

Community standards, ethical norms, and perceptions of fairness often serve as constraints on pure profit maximizing behavior. Consider the following examples: Most hardware stores refrain from raising prices on snow shovels after a major snow storm, even where short term profits might be increased. Most employers do not lower wages for existing employees, even as unemployment in the area increases. Automobile dealerships rarely raise sticker prices to cope with the long waiting periods for a popular model. Each of these anomalies is consistent with the proposition that firms increase profits subject to fairness constraints.This paper examines perceptions of fairness in the residential real estate industry and explores how community standards affect economic decision-making. The residential real estate industry is unique. One party to the transaction (the landlord) frames decisions as pure business decisions. The other party to the transaction (the tenant) frames decisions more broadly. While a tenant's choice of apartments is in part viewed as a business decision, tenants consider a broad spectrum of non-business issues, as well.This disjunction between landlord and tenant perceptions can lead to unique ethical quandaries and can explain otherwise anomalous economic behavior in the industry. The hypothetical case examined in this paper is based on a frequently encountered situation in the industry. The paper concludes with practical suggestions for managers.     

Exploring start-up event sequences

This research analyzed new venture start-up activities undertaken by 71 nascent entrepreneurs. Nascent entrepreneurs are individuals who were identified as taking steps to found a new business but who had not yet succeeded in making the transition to new business ownership. Longitudinal data for the study comes from a secondary data analysis of two representative samples, one of 683 adult residents in Wisconsin (Reynolds and White 1993) and the other of 1016 adult residents of the United States (Curtin 1982). These surveys were conducted between 1992 and 1993, and the nascent entrepreneurs were reinterviewed six to 18 months after their initial interview.Three broad questions were addressed: (1) What activities do nascent entrepreneurs initiate in attempting to establish a new business? (2) How many activities do nascent entrepreneurs initiate during the gestation of the start-up? and (3) When are particular activities initiated or completed?Between the first and second interview, 48% of the nascent entrepreneurs reported they had set up a business in operation. Over 20% had given up and were no longer actively trying to establish a business. Almost a third of the respondents reported they were still trying to establish a firm.As a way to summarize the results and as a springboard toward some insights into the implications of this research for practice and future research, we developed the following activity profiles of the three types of nascent entrepreneurs studied. These profiles are offered as a combination of both fact and some intuition about the findings.STARTED A BUSINESS. Nascent entrepreneurs who were able to start a business were more aggressive in making their businesses real. They undertook activities that made their businesses tangible to others: they looked for facilities and equipment, sought and got financial support, formed a legal entity, organized a team, bought facilities and equipment, and devoted full time to the business. Individuals who started businesses seemed to act with a greater level of intensity. They undertook more activities than those individuals who did not start a business. The pattern of activities seem to indicate that individuals who started firms put themselves into the day-to-day process of running an ongoing business as quickly as they could and that these activities resulted in starting firms that generated sales (94% of the entrepreneurs) and positive cash flow (50% of the entrepreneurs). What is not known is how successful or profitable these new firms will be over time. For example, 50% of the firms that were started had not reached positive cash flow and these firms may have been started by individuals who were foolhardy and rushed into operation of a business that would not be sustainable.GAVE UP. The pattern of activities for the group of entrepreneurs who gave up seem to indicate that these entrepreneurs discovered that their initial idea for their businesses would not lead to success. The finding that the activity of developing a model or prototype differentiated individuals who gave up from those who were still trying would suggest that those who gave up had “tested” their ideas out and found that they would not work according to their expectations. Nascent entrepreneurs who gave up seemed to be similar in their activity patterns compared with those who started their firms, that is, individuals who gave up pursued the activities of creating a business in an aggressive manner at the beginning of the process. But as the business unfolded over time, these entrepreneurs decreased their activities and then ceased start-up activities. This group of individuals might be seen as either having the wisdom to test their ideas out before jumping into something that might lead to failure or lacking the flexibility to find more creative ways to solve the problems that they were confronted with.STILL TRYING. It would seem that those who are still trying are not putting enough effort into the start-up process in order to find out whether they should start the business or give up. Those still trying had undertaken fewer activities than individuals in the other two groups. The still trying entrepreneurs were devoting their short-term efforts toward activities internal to the start-up process (e.g., saving money and preparing a plan) and less effort toward activities that would make the business real to others. The still trying entrepreneurs may be all talk and little action. Or these still trying entrepreneurs might be involved in developing businesses that take longer for these particular opportunities to unfold. (It should be noted that there was no industry effect across the three groups.)Our advice to individuals considering business start-up is that the results seem to provide evidence that nascent entrepreneurs should aggressively pursue opportunities in the short-term, because they will quickly learn that these opportunities will either reveal themselves as worthy of start-up or as poor choices that should be abandoned. Individuals who do not devote the time and effort to undertaking the activities necessary for starting a business may find themselves perennially still trying, rather than succeeding or failing.What entrepreneurs do in their day-to-day activities matters. The kinds of activities that nascent entrepreneurs undertake, the number of activities, and the sequence of these activities have a significant influence on the ability of nascent entrepreneurs to successfully create new ventures. This study suggests that the behaviors of nascent entrepreneurs who have successfully started a new venture can be identified and differentiated from the behaviors of nascent entrepreneurs who failed. We believe that future studies will more precisely identify the kinds of behaviors appropriate for certain new venture conditions. If such contingency information can be generated, entrepreneurship research is likely to have significant benefits for entrepreneurship practice, education, and public policy.     

Challenges and opportunities of new retail horizons in emerging markets: The case of a rising coffee culture in China

Economic growth and a rising middle class consumer base make emerging markets an attractive prospect for many international businesses. Changing patterns of retail in these countries present opportunities for business expansion that many are keen to capitalize on, but also present challenges for reaching their ambitions. This article examines the growth of the coffee shop industry in China—considering its key dynamics and drivers—in order to address questions about successful retail expansion in emerging markets. We aim to explore how changing consumer cultures have contributed to a rapidly growing industry and what strategies businesses have used to enter the market and maintain growth, as well as considerations for potential retail success in the future.     

Globalisation and Poverty in Latin America: Some Channels and Some Evidence

This paper provides an overview of the main mechanisms through which globalisation can affect poverty and household welfare in Latin America and presents supporting evidence from different case studies in the region. One case study explores the impacts of agricultural trade liberalisation in world markets on poverty in Argentina, with an emphasis on labour income effects via real wages. The second case study examines the impacts of CAFTA on net producers and net consumers among the indigenous population in Guatemala. The analysis explores short‐run impacts as well as medium‐run impacts as households adjust farm decisions. Finally, a last exercise is set up to study the role of agricultural liberalisation on wages, employment and unemployment when there are frictions in labour markets. These case studies show that the impacts of trade on developing countries are heterogeneous. In Argentina, there are gains from liberalisation of world agriculture and higher food prices. In Guatemala, instead, the indigenous population would benefit from lower food prices. It is clear that household adjustments and complementary factors are fundamental ingredients of any reasonable evaluation of the welfare impacts of trade reforms.     

Industrial survival via management technology

Advancing technology has become a primary driving force for allworld economies, and effective management of this function increasingly will determine the rise and fall of nations as well as of industries and individual businesses. Management, by definition, now has become the management of technology driven change, marked by the progressive collapse of product and process life cycles, previously measured in decades, but now more often in two to five year periods.However, effective deployment of limited technical resources must be based on a disciplined set of business decisions, made in response to well defined market opportunities that in turn have been integrated into a comprehensive business strategy. Powerful methodologies are available both to predict and quantify cost performance requirements needed for commercial success in the hyper competitive global marketplace. Unfortunately, a void has existed in academic curricula for engineers, scientists and business school students to meet this urgent need.     

Business Incubation Centers and New Firm Growth in the Basque Country

The purpose of this article is an attempt to identify those factors related to human capital and organizational resources which help in overcoming barriers to survive during the infancy period of firm start-ups. The paper aims to find out the extent to which the support received by entrepreneurs from incubator centers is critical to ensure firm life. Primary data have been used to conduct an empirical analysis on a sample of 114 start-up firms participating in a business assistance program (i.e., business incubation centers). Results from regression analyses suggest that human capital attributes of entrepreneurs and certain start-up firm characteristics seem to be critical to explain business success. An important implication of this study is that, despite the economic advantages derived from this policy based on the promotion of business incubation centers policy makers should be cautious in its application. Empirical evidence from our study suggests that a portion of new firms being nurtured in business incubation centers may cause the exit of more efficient incumbent firms not receiving such policy support.     

The Effects of Pre-venture Plan Timing and Perceived Environmental Uncertainty on the Persistence of Emerging Firms

This paper explores the effects of when pre-venture planning occurs (early or late) in the sequence of activities accomplished during the process of new business emergence, and the moderating effects of environmental context (the degree of perceived financial, competitive and operational uncertainty), on the persistence of emerging business startup efforts. Using data from the U.S. Panel Study of Entrepreneurial Dynamics (PSED), our analyses found a strong main effect for business planning: Nascent entrepreneurs who completed a business plan were 2.6 times more likely to persist in the process of business emergence than those who did not complete a plan. In addition, the likelihood of venture persistence increased when nascent entrepreneurs engaged in planning early in the sequence of start-up activities in perceived uncertain financial and competitive environments, while venture persistence increased when nascent entrepreneurs engaged in planning late in a sequence of activities in perceived certain financial and competitive environments.     

Expert Advice for Successful Restaurant Music

Abstract

Music has the power to create an excitement level and ambiance that helps patrons enjoy food and spirits, while encouraging repeat business. Managers must decide on whether the music is background music or clearly audible. Priority disks allow the restaurant operator to play selections custom designed for his/her restaurant. Music can add to the restaurant's atmosphere, or it can detract from it. This article leads managers through decisions involved with music and music systems, providing them with information that will lead to music becoming a positive element of the restaurant's environment.     

UNIONS,MONOPOLISTIC COMPETITION AND THE OPTIMAL MONETARY REGIME

This paper considers the optimal monetary regime in a monopolistically competitive economy where wages are set by non‐atomistic (i.e. large) unions. In such a context, the conduct of monetary policy is known to influence not only the equilibrium inflation rate, but also equilibrium employment. Previous contributions which have examined this scenario have commonly concluded that a low degree of accommodation of wages and prices is optimal. This study shows, however, that the framework's principal features imply a highly accommodating policy stance can potentially achieve a superior outcome and, indeed, despite its character, is able to both eliminate unemployment and deliver zero inflation.     

Ethical leadership and the dual roles of examples

Through the examples they set, leaders do a great deal to shape—for good or for ill—the culture of the organizations in which they serve. Leaders thus serve in a teaching role. But in order to learn how to set positive examples, leaders must also be students who seek to learn what they can from others’ examples. Employing as a jumping-off point a recent high-profile and multi-faceted scandal involving Penn State University and decision makers affiliated with it, this article explores a number of ethical decision making lessons to be learned from that scandal and considers how those lessons can be applied to a variety of decisions faced by corporate leaders. Along the way, the article addresses ways in which common human tendencies impair the quality of thinking and decision making. It also offers ways for improving thinking quality and enhancing the ethical nature of resulting business decisions.     

THE EXPLORATION AND PRODUCTION OF A LONG-LIVED NATURAL RESOURCE(*)

This paper, a synthesis of previous work by the author, examines both the exploration and the production decisions of a firm in a durable natural resource industry, and finds that monopoly power leads to a slowing in the rate of extraction and a reduction in the exploration rate. Thus in a durable resource industry such as gold, the effect of monopoly is multi-plied: less of the resource will be « discovered », and the stock of the re-source will be extracted more slowly so that early-period prices may be kept above the competitive level.     

Case Study

ABSTRACT

This is a case study of one of the highest growth restaurant chains in overall system wide sales and unit growth in restaurant industry history as reported by The Nation's Restaurant News(2001). The inception of a small fledgling restaurant chain in Atlanta, Georgia to a multi-billion dollar company has changed the shape of restaurant industry growth and development. The practices of franchise growth and market penetration have allowed Applebee's International to record double digit profits over the last ten years. Future growth patterns, market saturation, and changing consumer preferences will be challenges that Applebee's will face in the future. This case study will outline Applebee's history and competitive strategies that have made the company successful. Further along in the case study an analysis of franchising in the restaurant industry and the franchising strategies Applebee's has produced over the years. This study will conclude by uncovering future issues that Applebee's may face and pose future questions to ponder about the company.     

Revenue enhancement,part 1: a straightforward approach for making more money

Revenue enhancement—comprising strategies for increasing the amount of money a business makes—requires that a business solve a guest's problems in such a way that the guest pays to have those needs satisfied and is pleased at the outcome. Involving creative approaches to serving guests, revenue enhancement implies a management commitment to seek guests who are willing and able to pay for solutions to their problems. Revenue enhancement can be as simple as letting guests know what services are available or asking them about their needs so that one can match up desired services to those offered by a hotel or restaurant, or it can be as complicated as applying computer-based yield-management algorithms. In addition to encouraging guests to spend their money, managers committed to revenue enhancement must set up incentives that allow their employees to share in the additional profits brought about by the extra services that the employees offer. Developing new services, repackaging existing services, and shifting peak demand to off-peak times are all tactics that can enhance revenue. This is the first in a series discussing specifically how hotels and restaurants can apply revenue-enhancing strategies.     

Innovation and Exporting: Does Quality Matter?

We study the effect of innovation on a firm’s propensity to export, developing a simple model where heterogeneous firms operate in a monopolistically competitive market and set their prices as a markup above the marginal cost. The key proposition of our model is that firms that invest in better quality products are more likely to export. We test it using Italian firms’ data. Econometric results suggest that innovation, defined as quality upgrading, has a significant effect on the firms’ propensity to export; and, for those who are already exporting, innovation—defined as new products—has a significant effect on a firm’s turnover.     

From Supply Chains to Supply Ecosystems: Implications for Strategic Sourcing Research and Practice

Traditionally, sourcing decisions such as what to buy and from whom to buy it were viewed as clerical in nature. Today, however, many executives view sourcing decisions as strategic and these decisions are being made from more prominent positions within firms. Indeed, over time more companies are embracing the concept of strategic sourcing—making acquisition decisions with the intent of creating value and achieving a competitive advantage. In this article, we introduce the Special Topic Forum articles on strategic sourcing and performance. Each offers important implications for strategic sourcing research and practice. An overall implication is that some traditional supply chains appear to be giving way to supply ecosystems, which represent a set of interdependent and coordinated organizations that share common adaptive challenges and that collectively shape the creation and nurturing of a sourcing base that contributes to competitive advantage and superior performance. We offer several theoretical perspectives that hold promise for explaining supply ecosystem functioning and outcomes. In terms of practice, firms need to adapt their strategic sourcing to this evolution or run the risk of being weakened.     

Oil volatility and the option value of waiting: An analysis of the G‐7

There has recently been considerable interest in the potential adverse effects associated with excessive uncertainty in energy futures markets. Theoretical models of investment under uncertainty predict that increased uncertainty will tend to induce firms to delay production and investment. These models are widely utilized in capital budgeting and production decisions, particularly in the energy sector. There is relatively little empirical evidence, however, on whether such channels have effects on industrial production. Using a sample of G7 countries we examine whether uncertainty about a prominent commodity—oil—affects the time series variation in industrial production. Our primary result is consistent with the predictions of real options theory—uncertainty about oil prices has had a negative and significant effect on manufacturing activity in Canada, France, UK, and US. © 2010 Wiley Periodicals, Inc. Jrl Fut Mark 31:679–702, 2011     

“One of these days,things are going to change!” How do you make sense of market disruption?

The significance of mindsets is apparent in everyday business life. As today’s managers and companies face uncertainty and disruptive change in the business environment and markets, there is a growing need to understand and strategically address such change. This becomes challenging when disruptive market forces confront the institutional logic or rules of the game based on collectively acquired experience of doing business in the given field. In overcoming such challenges, managers’ hidden reasoning remains an untapped potential while their existing mindset influences what they attend to and what they decide to do. This article elaborates a diagnostic framework, accompanied by a tool to help managers make sense of disruptive markets and reflect individually and collectively on possible courses of action. The framework has two principal dimensions—strategic scope and focus—that are further divided into three business elements of strategic market-oriented management: offering, customer, and market. The tool offers a practical means of profiling individuals’ mindsets. In increasingly dynamic business environments, reflection capabilities represent a new source of competitive advantage.     

Identifying Success Factors for Rapid Growth in SME E-commerce

With high unemployment rates and major companies downsizing, SME policy has started to move centre stage. The small business job-creation thesis can be traced to David Birch, who placed great emphasis on the job generation process of very rapidly growing businesses he termed Gazelles: "In fact most firms don't grow. Gazelles do. And that is only 3% of all small companies." This paper focuses on the baby gazelles of the Internet economy. It looks at critical success factors that fast growing E-commerce ventures need to take into account in the start-up phase. Based on the results of the EU project KITE, the article demonstrates links between critical success factors, and highlights the competitive advantage deriving from the application of a certain critical success factor. It will compare the critical success factors identified for high growth E-commerce ventures in the start-up phase in KITE with research into the success of high growth companies in general.     

我国中餐业特许经营的问题与管理对策

特许经营是中餐业经营的新方法。这种方法极大地满足了顾客的需求 ,促进了我国中餐业的发展。可以预言 ,随着我国经济的发展 ,中餐业特许经营将成为我国 2 1世纪主要的经营方式 ,将对我国经济和社会做出巨大的贡献。目前我国中餐业特许经营出现了一些问题和困惑 ,阻碍了其快速发展 ,我们必须认真对待和解决。同时应重视整合我国中餐资源 ,加强宏观管理 ,使我国中餐业特许经营不断发展和壮大。     

Business policy,ethics and society

This section will cover (a) definition of business policy: strategic decisions in the enterprise; (b) ethical behaviour above and beyond the requirements of the law: what might this involve e.g. in respect of products and markets in which the business is prepared to operate? (c) does business have a responsibility towards ‘society’? For example, should businesses decide without being legally required to do so, to undertake activities which they think are in the national interest even if this may appear to conflict with strictly commercial interests? (d) if ethical/social decisions are required, who is to make them — at what levels of an enterprise — e.g. does the board make them all or are they also expected below board level? This section will also cover: (e) practical examples in the light of changing attitudes towards business and market behaviour in the 1980's and 1990's; (f) implications of attitudes towards corporate crime and of behaviour which may not be illegal but which may be regarded as ‘unacceptable’: this will be discussed with examples from experience in Australia and other countries. The section will first explain the meaning of the phrase ‘business policy’ and will briefly outline the kinds of strategic decision which have to be made in business enterprises. It will go on to consider whether there are things a business ‘ought’ or ‘ought not’ to do even if they are within the law. The section will illustrate these problems with examples in the light of changing attitudes towards business policy and market behaviour in the 1980's and 1990's. It will take into account some recent cases of corporate crime in Australia and elsewhere and also of behaviour which while neither against the law or outside the power of the board, might be thought ‘inappropriate’.