Are Reports of Discrimination Valid? Considering the Moral Hazard Effect

A bstract .   Antidiscrimination laws are designed to prompt employers to stop excluding black workers from jobs they offer and from treating them unequally with respect to promotion and salaries once on the job. However, a moral hazard effect can arise if the existence of the laws leads black employees to bring unjustified claims of discrimination against employers. It has been argued that employers may become more reluctant to hire black workers for fear of being subjected to frivolous lawsuits.
Using the Multi-City Study of Urban Inequality (MCSUI), we find that male and female black workers are far more likely than whites to report racial discrimination at work. This is the case even when a host of human capital and labor market factors are controlled for. Further, nearly all black workers who report they have been discriminated against on the job in the MCSUI Surveys also show statistical evidence of wage discrimination. This is not the case for white males or females. We find little evidence to support a moral hazard effect.     

Reciprocity in Caring Labor: Nurses’ Work in Residential Aged Care in Australia

Feminist economists identify reciprocity as a motivation for both paid and unpaid caring work. In general, reciprocity describes people responding to each other in similar ways, either benevolently or harmfully. The quality of care is potentially increased when care relationships are motivated by positive and generalized forms of reciprocity and decreased with negative forms of reciprocity. This study draws on nursing literature and two qualitative studies in Australian residential aged care facilities, conducted in 2002–3 and 2009, to identify a new form called “professional reciprocity.” This form of reciprocity involves deliberate and skilled relational work by nurses to facilitate mutual and interdependent exchanges with care recipients that are beneficial to both care recipients and nurses. This study argues that professional reciprocity, as a skill that can be taught, is important for achieving quality care and workers’ job satisfaction.     

Too close for comfort? Distinguishing between team intimacy and team cohesion

The authors examine theory and research on team intimacy and team cohesion, and argue that the two have often been confused, merged, and used interchangeably in recent theoretical, empirical, and applied work on team effectiveness. The authors propose distinct definitions to clarify and distinguish between team intimacy and team cohesion, and suggest areas that will aid research and application. Their examination provides a framework for understanding the inconsistent findings in team effectiveness and team building research and thus helps to improve human resource management (HRM) interventions.     

Issues in modelling innovation intense environments: The importance of the historical and cultural context

Since the 1970s the number of developments labelled as innovation intense environments has increased at an exponential rate. Innovation intense environments are defined here as those spaces that are purported to accelerate the rate of innovation and the proliferation of high technology industries. A number of academic fields now study existing innovation intense environments like Silicon Valley, in order to explain how they are constituted and how they can be replicated.

 Over the years a wide variety of model innovation intense environments has been proposed including: science park, technopolis, information city, milieu, industry cluster and regional innovation system. These different models are compared and analysed in terms of their portrayal of appropriate form, core innovation dynamics and policy recommendations. The discussion of models is then placed within the post-war history of the most famous innovation intense environment—Silicon Valley. It is concluded that such models must be well grounded within a specific historic and cultural context in order to function as useful analytic tools.     

On tap: Foodservice operators’ perceptions of a wine innovation

An online survey explored foodservice operators’ (N = 57) perceptions of wine-on-tap, a recent trend in the United States. Adopters (39.1%) considered themselves more innovative, willing to take risks, and influential on others’ opinions than nonadopters (60.9%). Foodservice operators who currently offer wine-on-tap utilized interpersonal information sources (e.g., distributors) more frequently than nonadopters. Additionally, adopters perceived wine-on-tap’s characteristics more positively than nonadopters, indicating wine-on-tap was significantly easier to use than bottled wine. Among other implications, networking stood out as an important driver of innovative behavior in the foodservice industry.     

If only consumers knew: How sampling impacts wine innovation diffusion in the U.S. foodservice industry

A survey (n = 151) explored consumers’ experiences with wine-on-tap, a current trend in the U.S. foodservice industry. Wine consumers’ innovativeness (R² = .49) was explained by wine involvement, opinion leadership, and usage of information sources. Those who recently tried wine-on-tap (n = 43) were significantly more innovative (innovators) than those who never tried it (noninnovators). Furthermore, noninnovators expected to pay significantly less for a glass of wine-on-tap when compared with wine poured from a bottle. Contrary to expectations, the driving force for noninnovative behavior is lack of availability and awareness as opposed to a lack of interest in wine-on-tap.     

What else do unions do?: Race and gender in local 35

Most analyses of the relationship between job segregation and gender wage inequality do not examine the race-specific dimensions of occupational segregation. Using personnel data, we examine the impact of race-gender occupational segregation on occupational grading and wage setting within a service and maintenance union. Our empirical results show that the job grading and wage setting processes significantly favor white men’s jobs and penalize black women’s jobs.     

The Board's missing link

If a dam springs several leaks, there are various ways to respond. One could assiduously plug the holes, for instance. Or one could correct the underlying weaknesses, a more sensible approach. When it comes to corporate governance, for too long we have relied on the first approach. But the causes of many governance problems lie well below the surface--specifically, in critical relationships that are not structured to support the players involved. In other words, the very foundation of the system is flawed. And unless we correct the structural problems, surface changes are unlikely to have a lasting impact. When shareholders, management, and the board of directors work together as a system, they provide a powerful set of checks and balances. But the relationship between shareholders and directors is fraught with weaknesses, undermining the entire system's equilibrium. As the authors explain, the exchange of information between these two players is poor. Directors, though elected by shareholders to serve as their agents, aren't individually accountable to the investors. And shareholders--for a variety of reasons--have failed to exert much influence over boards. In the end, directors are left with the Herculean task of faithfully representing shareholders whose preferences are unclear, and shareholders have little say about who represents them and few mechanisms through which to create change. The authors suggest several ways to improve the relationship between shareholders and directors: Increase board accountability by recording individual directors' votes on key corporate resolutions; separate the positions of chairman and CEO; reinvigorate shareholders; and give boards funding to pay for outside experts who can provide perspective on crucial issues.