National culture and incentives: Are incentive practices always good?

This study evaluates national culture’s influence on the incentive practice-firm performance relationship. Hofstede’s work (1993) and institutional theory (North, 1990) suggest national culture will moderate incentive effectiveness, while others suggest it has minimal impact (Gerhart & Fang, 2005). We find performance orientation (PO), in-group collectivism (I-GC) and uncertainty avoidance (UA) dimensions explain strength and direction of incentive-performance relationships. Profit-sharing―performance relationships are favorably supported by cultures with high PO, high I-GC, and low UA; however, the individual-bonus―performance relationship is enhanced by the near-opposite culture profile. There was no evidence that the team-bonus―outcome relationship is influenced by national culture.     

Are large portions always bad? Using the Delboeuf illusion on food packaging to nudge consumer behavior

Exaggerated portion sizes are generally pictured on the front of product packaging in order to stimulate food craving and encourage consumer purchasing decisions. However, one problem with such images is that they can set inappropriate norms as far as food consumption is concerned and hence result in people serving themselves more than they otherwise might. The research reported here builds on the fact that depicting a food portion in a smaller (vs. larger) container (i.e., plate or bowl) creates the illusion of a larger (vs. smaller) portion, although the actual quantity of food remains the same (this is known as the Delboeuf illusion). Here, we demonstrate in two experiments that by presenting food in a smaller container (thus giving rise to the illusion of a relatively larger portion), participants have higher purchase intentions (study 1) and perceive the food as being more appetizing (study 2) but, crucially, decrease the size of the portion that they serve themselves (studies 1 and 2). Overall, by giving the impression of a larger portion on product packaging, the Delboeuf illusion could potentially be used to nudge consumers to find food more desirable, while at the same time leading them to reduce their serving, thus potentially benefitting both consumers and the food industry.     

Is brand alliance always beneficial to firms?

In this research, we develop a fresh analytical model to examine the impact of brand quality on the firms’ performances when two firms selling substitute products form a brand alliance. Our results indicate that when two products have equal brand qualities, brand alliance is always a beneficial strategy for two firms to employ. However, when two products have different brand qualities, brand quality differential shows a positive relationship with the profit of the firm with the low-quality brand but demonstrates a negative relationship with the profit of the firm with the high-quality brand in the brand alliance. Our results also show that brand quality differential has a greater effect on the profit of the firm with the high-quality brand than on that of the firm with the low-quality brand. In addition, we find that brand alliance becomes much more valuable to the firm with the high-quality brand when the brand quality differential decreases, but the value of brand alliance has a concave relationship with the profit of the firm with the low-quality brand when the brand quality differential increases.     

Are speculators informed?

The positions of hedgers and speculators are correlated with returns in a number of futures markets, but there is much debate as to the interpretation of such a relationship—whether it reflects private information, liquidity, or trend‐chasing behavior. This paper studies the relationship between positioning of hedgers and speculators and returns in equity futures markets. I propose a novel test of the private information hypothesis: analyzing the effect of public announcements about futures positions on prices, using high‐frequency data in short windows around the announcements. I find that the revelation of speculators' positions is informative to investors more broadly, supporting the private information view. © 2011 Wiley Periodicals, Inc. Jrl Fut Mark     

Does organizational creativity always drive market performance?

This study develops and tests arguments that the relationship between organizational creativity and market performance is channeled through new product development (NPD) capability, and that the indirect effect of creativity on performance, via NPD capability, is conditional upon levels of environment dynamism and market responsiveness. The proposed relationships are tested on a sample of 221 small‐ and medium‐sized enterprises (SMEs) in a major sub‐Saharan African market. Findings from the study indicate that process and product NPD capabilities partially mediate the effect of novelty and usefulness elements of organizational creativity on market performance. The study further finds that while environment dynamism weakens the indirect effects of novelty and usefulness of organizational creativity, via process and product NPD capabilities, on market performance, the effects are strengthened under conditions of greater responsiveness to target market needs. A theoretical contribution from this study is the finding that how organizational creativity dimensions drive market performance is more complex than previously thought: it depends on whether or not organizational creativity components are first used to develop an organization's process and product innovation capabilities, and whether target market environment conditions are dynamic and an organization has ability to respond to target market demands.     

Are profits deserved?

N. Scott Arnold has argued forcefully that, for the most part, those who win profits (and suffer losses) in a market economy deserve them. According to Arnold, profit opportunities arise when there are malallocations of resources, which entrepreneurs initiate changes in production to correct. If they succeed, they simultaneously further the essential point of the market system — to meet the needs and wants of consumers — and they make profits; if they do not, then they stand to suffer losses. I argue that the structure of modern corporate enterprises tends to channel income into the hands of those whose entrepreneurial contribution is diminishingly small — namely stockholders — and away from those within the firm who genuinely participate in the entrepreneurial role.Grant A. Brown is a Lecturer in the Faculty of Management, University of Lethbridge, and a D.Phil. candidate in philosophy. His Critical Notice ofThe Libertarian Idea, by Jan Narveson, appeared in the September 1990 issue of theCanadian Journal of Philosophy. His Game Theory and the Virtues is forthcoming inReason Papers, and his Satisficing Rationality: In Praise of Folly is forthcoming in theJournal of Value Inquiry.     

Are they always promising? An empirical analysis of moderators influencing consumer preferences for economy and premium private labels

The identification of conditions under which premium or economy private labels are more promising from a consumer perspective is of high managerial relevance. This paper is first to analyze the moderating impact of store-, category-, and private label-characteristics on consumer preferences for premium vs. economy private labels. The results reveal that premium (economy) private labels are more preferred at high-priced (low-priced) retailers and in categories of high (low) brand relevance. However, consumers' believes whether the private label is produced by a well-known manufacturer or the retailer itself do not moderate consumer preferences for premium vs. economy private labels.     

What makes a brand manager effective?

Brands have become increasingly important as a foundation for competitive strategy. Unfortunately, although brand managers are responsible for brand strategy development and execution, little is known about what makes a brand manager effective. A model is developed to understand what intangible capital embodied by brand managers influences brand management capabilities and resultant brand performance. Measures of brand manager intangible capital and brand management capabilities are developed through an iterative scale development process. Hypothesis testing, derived from a survey of brand managers, indicates that brand manager human, relational and informational capital influences brand management capabilities and resultant brand performance, and brand manager intangible capital has an indirect effect on brand performance via brand management capabilities. By delineating and operationalizing the intangible capital and capabilities of brand managers, this study provides a theoretical and empirical foundation for future research on brand managers, tools for assessing current brand manager capital and capabilities, and guidance in relation to intangible capital and capabilities needed by brand managers.     

Does a companion always enhance the shopping experience?

Shopping is inherently a social experience. Extant research has shown that shopping with someone enhances the overall shopping experience. Interestingly, little research qualifies the shopping companion effect. Here, we take into account just who the other person is as well as the level of identification that a shopper has with the shopping environment (high vs. low identification). This study shows limits to the classical effects (shopping with somebody is better) because the improved reactions when shopping with a family member are evident only when the consumer has a low level of identification. However, when the consumer identifies highly with a shopping environment, s/he finds more enjoyment and value shopping alone than with a family member. The results are consistent with theory suggesting consumers will act to protect a preferred experience.     

Are Derivative Warrants Overpriced?

This study investigates the pricing efficiency of Hang Seng Index (HSI) derivative warrants in Hong Kong. Different from similar research, the study examines the pricing efficiency of index warrants by comparing their implied volatilities (IV) with realized volatility (RV). Although prior studies find that warrants are more expensive than the corresponding options, they are not necessarily overpriced in the conventional sense—that is, relative to the RV. This approach allows the study to test the pricing efficiency of warrants via a test of their information content. Moreover, unlike studies that focus on data at market close, the study uses a large sample of highly synchronous intraday, firm, bid–ask quote data to avoid possible distortions arising from intraday variations in liquidity and pricing in the instruments. The data also helps eliminate the potential nonsynchronous price problem that may affect the test results. Consistent with the results from previous studies, we find that warrants are often more expensive than options. This result is attributed to the inability of non‐issuers to sell short, and the high participation rate of unsophisticated investors in the warrants market. However, regression analysis shows that IVs from ATM and OTM warrants provide unbiased volatility forecasts, and that IVs from ATM options do not subsume the information content of ATM warrants. ATM warrant prices are in line with the RV and are efficiently priced. Simulation results show that writing warrants is more profitable than writing options, and that the overpricing is directly related to the volatility premium.     

When Are Deliveries Profitable?

The paper aims to optimize the final part of a firm’s value chain with regard to attended last-mile deliveries. It is assumed that to be profitable, e-commerce businesses need to maximize the overall value of fulfilled orders (rather than their number), while also limiting costs of delivery. To do so, it is essential to decide which delivery requests to accept and which time windows to offer to which consumers. This is especially relevant for attended deliveries, as delivery fees usually cannot fully compensate costs of delivery given tight delivery time windows. The literature review shows that existing order acceptance techniques often ignore either the order value or the expected costs of delivery. The paper presents an iterative solution approach: after calculating an approximate transport capacity based on forecasted expected delivery requests and a cost-minimizing routing, actual delivery requests are accepted or rejected aiming to maximize the overall value of orders given the computed transport capacity. With the final set of accepted requests, the routing solution is updated to minimize costs of delivery. The presented solution approach combines well-known methods from revenue management and time-dependent vehicle routing. In a computational study for a German metropolitan area, the potential and the limits of value-based demand fulfillment as well as its sensitivity regarding forecast accuracy and demand composition are investigated.     

Are Patients Traveling Further?

Managed care has been hypothesized to increase patient travel for health care services by steering patients to more distant providers. This raises access concerns. However, if the result is to expand the geographic extent of provider markets, this may ease antitrust concerns about mergers. This research compares travel distances for patients discharged from California hospitals in 1985 and 1991 controlling for payor, diagnosis, and local market conditions. Privately insured patients were more likely to be in managed care than Medicare patients during this period. We expect travel distances to increase for private patients relative to Medicare patients if managed is leading to greater travel. However, for a random sample of patients excluding births and neonatal discharges, we find no evidence relative travel increased. Nor do we find a systematic pattern of increase when we examine travel for specific diagnoses selected on the basis of the urgency and complexity of care.     

Are Variety-Seekers Bad Customers?

SUMMARY

Variety-seeking behavior occurs if customers derive utility from a change of service providers. It has negative consequences for the firm's profits, because it functions as a moderating factor in the relationship of customer satisfaction and customer loyalty. Even by offering high service quality variety-seekers cannot be retained. Therefore variety-seekers are often seen as “bad” customers, because they are not loyal to the firm. This article will show variety-seeking behavior in a more positive light. Variety-seekers are satisfied customers and therefore they are likely to engage in positive word-of-mouth communication. Recommendations will help to attract new customers and thus increase profits.     

Are German Banks Different?

In recent years there has been a vigorous revival of the long-standing debate about the uniqueness of German banks. To date little consensus has been reached; while some see few differences between the role of banks in Germany and in other countries, others claim that universal banks' equity shareholdings in and nomination of representatives to the boards of nonfinancial firms are the key institutional features driving the rest of the German model of long-term investment in high-quality, internationally competitive manufacturing. This article argues that the uniqueness of the German banking system lies (1) in its unusually high capacity to provide industrial finance in the form of long-term debt capital, and (2) in its avoidance of the speculative boom-credit crunch cycle experienced by almost every other advanced industrialized country in the 1980s and early 1990s. These two key characteristics are attributable to a regulatory framework which involves strict prudential regulation, access to long-term refinancing sources, and a federalist form of corporatism. Furthermore, the behavior of German banks must be analyzed within a broader institutional system of economic governance which includes corporatist labor market institutions and a relatively large and modern SME sector.     

Is advertising helpful for organic businesses? Differential effects of packaging claims

What claims should companies use to improve consumer perceptions of their certified organic products and help consumers differentiate them from conventional products? This study focuses on advertising – specifically, on packaging claims that differ in their degree of explicitness and message topic. A laboratory experiment shows that a single claim positively influences perceptions of organic products, though additional claims can cancel out this positive effect. Different claims have distinct impacts on consumer perceptions. This study, thereby, reveals an effect of thematic scope: messages related to the environment have greater scope than those related to health, and they influence both environmental and health perceptions strongly.     

Are champions different from non-champions?

Research on the innovation process has shown that the presence of an innovation champion—Someone who takes a personal risk to overcome organizational obstacles to innovation—is an important part of the new business development, new technology development, and organizational change processes.Champions play six valuable roles in the innovation process. They provide autonomy from the rules, procedures, and systems of the organization so that innovators can establish creative solutions to existing problems. They gather organizational support for the innovation by building coalitions between managers in different functional areas of the organization. They create loose monitoring mechanisms that allow innovators to make creative use of organizational resources. They establish mechanisms for making consensus decisions on innovations. They use informal methods to persuade other members of the organization to provide support for the innovation, and they protect the innovation team from interference by the organizational hierarchy.Some,but not all managers believe in the desirability of these championing roles.Existing research suggests that managers willing to serve as champions differ in many ways from those who are not. However, almost all of the existing research on championing has been conducted in the United States. This raises two fundamental questions: First, do champions and non-champions differ in their preferences for championing roles? Second, are these differences universal or limited to American culture?This study attempts to answer these questions by comparing the preferences for the six championing roles of individuals with championing experience and those without across 43 organizations and 68 countries. The study shows that individuals with championing experience have significantly different preferences from individuals without championing experience for five of these championing roles—building cross-functional ties, establishing autonomy from organizational norms and rules, enabling innovators to circumvent organizational hierarchy, using informal means to persuade others to support the innovation effort, and building a decision-making mechanism that includes all organization members. These differences exist after controlling for differences in the national culture of the respondents, the companies in which they work, and demographic characteristics. The results of this study suggest that differences in the preferences of champions and non-champions for the behaviors that champions adopt are consistent across cultures.