AN EMPIRICAL STUDY OF MARKET STRUCTURES

The concept of market structure is at the heart of economic theory. Yet the construct has been largely neglected in marketing. Part of the reason is that it has never been effectively operationalized. In examining the implications of market structure empirical researchers have tended to use single indices for an essentially multidimensional construct. Here we show how markets can be classified objectively using the three key dimensions of structure: market concentration, product differentiation and barriers to entry. The methodology proposed should provide a more reliable base for research into strategic and competitive implications of marketing structure. The purpose of this paper is to develop an operational measure of market structure. The concept of market structure is important both in marketing and economics. Yet empirical work has produced disappointing results.¹Both economists and managers have stressed the need for new definitions and measures if useful generalizations are to be developed and the concept is to provide a valuable basis for government regulation over market competition.     

THE SUBSTITUTABILITY OF STRATEGIC CONTROL CHOICES: AN EMPIRICAL STUDY*

In one stream of literature, organizational control has been observed to have two types - bureaucratic and cultural - and to be related to strategic adaptation. In another stream of literature, societal culture has been discussed as influencing the choice of organizational control types. This empirical study combines these two streams of literature. Drawing on Child (1981) we argue that the choice of organizational control types is a cultural choice. Within this context, the substitutability of one organizational control type for the other is examined using data from two culturally distinct sets of organizations - Japanese and American. The results of canonical correlation analysis suggest that the substitutability hypothesis is supported in only a very limited sense and that the relationship between the two control types may be better viewed as balanced. Implications of these results for strategic managers are discussed.     

CLASSIFYING MANAGERIAL PROBLEMS: AN EMPIRICAL STUDY OF DEFINITIONAL CONTENT*

Problem categories play an important role in the thinking activities of many professionals. Organizational researchers have proposed that managers employ such categories as ‘threat’, ‘opportunity’ and ‘marketing problem’ in their thinking. This paper reports the results of a study of managerial problem categories, based on an analysis of managers’ verbal definitions of a variety of organizational problems. Problem categories previously proposed in the literature were rarely evidenced in these data. However, an iterative, inductive analysis led to the identification of a rich set of managerial problem categories satisfying appropriate criteria.     

COMPARATIVE ORGANIZATIONAL EFFECTIVENESS RESEARCH LEADING TO AN INTERVENTION STRATEGY [I]

Several literature reviews have concluded that there is little consistency among researchers and practitioners when referring to the concept, ‘organizational effectiveness’. In this study, multiple data gathered on several organizational constituencies for three models of organizational effectiveness are studied to examine empirically the comparability of those models. The relative effectiveness of each organization varied both between and within the theoretical models providing the bases of analysis. Little convergence exists among the models so that problem diagnosis intervention in the processes of small organizations may be more accurate when treating effectiveness as a multivariate concept examined via a given organization's constituencies over time.     

CAREER ORIENTATIONS IN DIFFERENT COUNTRIES AND COMPANIES: AN EMPIRICAL INVESTIGATION OF WEST GERMAN,BRITISH AND US INDUSTRIAL R&D PROFESSIONALS[1]

This study examined dimensions and levels of career orientations and their correlation with work-related outcome criteria among industrial R&D professionals. Questionnaire data were obtained in 11 West German, 4 British, and 2 US R&D units of large industrial companies. Respondents were 729 West German, 217 British, and 124 US scientists and engineers. Managerial career orientation and professional/scientific career orientation emerged from factor and scale analyses as two independent orientation dimensions with similar meaning across the three countries and the 17 R&D organizations. Results indicated significant cross-country differences in levels of professional/scientific career orientation, but not in levels of managerial career orientation. Significant differences in levels of both orientation dimensions were detected between R&D units within countries. Distinctive characteristics of West German firms employing R&D staff with particularly strong professional/scientific or managerial career orientations are suggested. Managerial and professional/scientific career orientations were found to be differentially related to objective indicators and self-ratings of research performance. Directions for future research and managerial implications for selecting and rewarding R&D employees with different patterns of career orientations are discussed.     

AN ETHICAL ASSESSMENT OF THE USE OF ECONOMIC SANCTIONS AS A TOOL OF FOREIGN POLICY

This paper is the third in a series of articles that examines the shortcomings of economic sanctions. Drawing on Mill's utilitarianism, Kant's categorical imperative and Rawls's theory of justice, the conceptual frameworks of consequentialism, deontology and contractualism are used to demonstrate the unethical nature of this increasingly popular instrument of foreign policy.     

CGE EVALUATION OF A UNIVERSITY'S EFFECTS ON A REGIONAL ECONOMY: AN INTEGRATED ASSESSMENT OF EXPENDITURE AND KNOWLEDGE IMPACTS

In recent years many universities have commissioned studies of the effects of their institutions on their local economies. Typically, these impact studies have concentrated on the demand-side stimuli to the regional economy that the university generates. Normally, the studies are undertaken with comparative-static input-output models. The present study employs a dynamic multiregional computable general equilibrium model to investigate supply-side as well as demand-side effects. There are a range of supply-side effects that have been investigated in the spatial econometrics literature. The supply-side impacts of the university that we examine in particular are a rise in the average skill level of the local workforce, and successful R&D outcomes. CGE modelling allows simulation of the associated productivity effects, while the dynamic features of the model allow for consequent effects on a region's population and capital stock growth rates to be taken into account.     

COMPLEXITY AND CLEAVAGE: DUAL EXPLANATIONS OF STRATEGIC DECISION-MAKING [I]

This paper presents a framework for the comparative analysis of strategic decision-making processes. It draws together and integrates predominant but previously disparate theories of decision-making. Examples are given of how decision-making processes may be characterized and, hence, facilitate comparison across all types of strategic decisions. Explanation of why decision processes may differ is from two perspectives. First, the complexity of the topic may lead to particular characteristics of the decision process. Secondly, the cleavage of interests which a topic arouses may also lead to particular aspects of decision processes. We argue that each decision topic has varying levels of both complexity and cleavage and four examples of strategic decisions are analyzed on these dimensions. We identify four profiles of decision-making processes associated with varying levels of complexity and cleavage and we finally suggest that our model may explain and empirically demonstrate variations across a large number of diverse strategic decisions.     

THE IMPORTANCE OF BOUNDARY SPANNING ROLES IN STRATEGIC DECISION-MAKING [I]

The influence of boundary spanning roles on strategic decision-making was explored in a field study in fifteen organizations. Results support the importance of boundary spanning roles in the strategic decision-making process and the relationship of technology to the differential strategic decision-making influence of different boundary spanning roles.