Contents of Volume 47

Volume Contents

Contents of Volume 47     

什么推动了新兴国家的经济增长?

当一个国家找到符合其自身具比较优势、值得投资的产业后,其国内经济的发展速度将由储蓄及投资水平来决定。     

Finding a lasting cure for U.S. health care

In "Making Competition in Health Care Work" (July-August 1994), Elizabeth Olmsted Teisberg, Michael E. Porter, and Gregory B. Brown ask a question that has been absent from the national debate on health care reform: How can the United States achieve sustained cost reductions while at the same time maintaining quality of care? The authors argue that innovation driven by rigorous competition is the key to successful reform. A lasting cure for health care in the United States should include four basic elements: corrected incentives to spur productive competition, universal insurance to secure economic efficiency, relevant information to ensure meaningful choice, and innovation to guarantee dynamic improvement. In this issue's Perspectives section, eleven experts examine the current state of the health care system and offer their views on the shape that reform should take. Some excerpts: "On the road to innovation, let us not forget to develop the tools that allow physicians, payers, and patients to make better decisions." I. Steven Udvarhelyi; "Health care is not a product or service that can be standardized, packaged, marketed, or adequately judged by consumers according to quality and price." Arnold S. Relman; "Just as antitrust laws are the wise restraints that make competition free in other sectors of the economy, so the right kind of managed competition can work well in health care." Edward M. Kennedy "Biomedical research should be considered primarily an investment in the national economic well-being with additional humanitarian benefits." Elizabeth Marincola.     

Investigating the limits of competitive intelligence gathering: is mystery shopping ethical?

In this article we take further the debate on the ethics of competitive intelligence gathering, which until now has been very limited. Drawing on empirical research from a mobile telephone company in the United Kingdom, we present the case that while mystery shopping is not the worst activity in which an organization might be involved, it is basically unethical. Mystery shopping involves deception and the obtaining of competitive information under false pretences. Common arguments are that 'everyone is doing it' and that the information is in the public domain. Neither of these points convincingly justifies the requirement for an employer to ask an employee to lie and deceive others on behalf of the company. The use of students and those in low power positions in the organization is a further concern.