Asymmetric information without common priors: an indirect evolutionary analysis of quantity competition

The common prior assumption justifies private beliefs as posterior probabilities when updating a common prior based on individual information. We dispose of the common prior assumption for a homogeneous oligopoly market with uncertain costs and firms entertaining arbitrary priors about other firms’ cost-type. We show that true prior beliefs can not be evolutionarily stable when truly expected profit measures (reproductive) success.     

Asset prices in a Huggett economy

This paper explores asset pricing in economies where there is no direct insurance against idiosyncratic risks but other assets can be used for self-insurance, subject to exogenously-imposed borrowing limits. We analyze an endowment economy, based on Huggett (1993) [11], both with and without aggregate risk. Our main innovation is that we obtain full analytical tractability by studying the case with “maximally tight” borrowing constraints. We illustrate by looking at riskless bonds, equity, and the term structure of interest rates, and we show that the model can reproduce many features of observed asset prices when idiosyncratic risks are quantitatively reasonable.     

The Assimilative and Contrastive Effects of Word-of-Mouth Volume: An Experimental Examination of Online Consumer Ratings

The popularity of online rate-and-review websites has increased the importance of word-of-mouth (WOM) volume (number of ratings) yet the retail literature has not paid adequate attention to understanding its impact. This paper highlights WOM volume as a high-scope, decision-making cue upon which the influence of other WOM-relevant characteristics on a WOM message's persuability depends. We begin, via a pretest, by demonstrating the intuitive expectation that high volume, relative to low volume, accentuates or assimilates perceptions of positivity or negativity of WOM targets. Then, through two experimental studies, we show that depending upon how high volume interacts with WOM consensus and consumer decision precommitment, it can contrast preference away from the valence of a target also. In our third and final experimental study, we demonstrate that consumers differ in their susceptibility to the influence of high volume. Those with a higher desire to be different from others, compared to those with a higher desire to be similar, are resistant to high volume's assimilative sway and do not show the valence-accentuating effects demonstrated in the pretest. Retail managers and researchers should find these insights about the different roles of WOM volume beneficial.     

Channels of employee voice: complementary or competing for space?

This article identifies the existence of employee voice channels and examines how they interact within the context of an overall organisational voice system. In so doing, we can better appreciate the disparities between the micro‐level reality and macro‐level rhetoric of employee voice for highly skilled employees in the knowledge intensive sector. Drawing on an instrumental, inductive case study involving managers and, most notably, employees, the research finds that the plurality of mechanisms provided for voice appears to cause some confusion that leads to a neglect of certain channels and others competing for attention. This raises the issue, which has not received attention thus far, as to whether the availability of multiple voice channels can have counter‐productive effects whereby they start to compete with rather than complement each other.     

The (potential) demise of HRM?

This article seeks to provoke that human resource management (HRM), both as an academic field of study and as a form of professional practice, is at risk of impoverishment. The main reasoning for this is because of ideological individualism and marketisation with an attendant neglect on wider organisational, employee, and societal concerns. Following a review of the context of financialised capitalism, three contemporary developments in HRM are used to illustrate the argument: reward strategies, talent management, and high performance work systems. Implications for the practice of HRM and the way the subject area is taught in mainstream business schools are considered.     

Estimating the impact of showroom entertainment on the gaming volumes of Las Vegas hotel–casinos

Increases in showroom headcounts are found to increase casino gaming volumes in two Las Vegas Strip casinos. This study examines long-standing assumptions regarding the indirect contribution of investment-intensive showroom entertainment. Such contributions are difficult to measure and the literature contains no rigorously derived estimates of gaming contributions from in-house entertainment venues. Despite the paucity of research, gaming companies are willing to invest staggering sums in showroom entertainment, based in large part on the belief that traffic from these venues will increase gaming volumes. Using estimates produced by time series regression models, the two showrooms produced average gaming win contributions of $11.28 and $19.32, per paid showroom attendee. Based on these estimates alone, extravagant investment in showrooms would have to be justified by other means. Future studies aimed at understanding the showroom contributions to non-gaming profit centers and the role of showrooms in the high-roller's patronage decision are both recommended.     

Human capital in the Dubai hotel industry: A study of four- and five-star hotels and the HR challenges they face

Dubai brands itself as an international leisure and business center and home to the luxury hotel market. While hotel growth has been, and continues to be rapid, little is known about hotel employees, their demographics or how they feel about working in this industry. This article reports the findings of what is the first review of Dubai hotel human capital, noting there are significant difference in workforce demographics to other countries, for example, it is male dominated, highly educated, and employees note positive levels of organizational social capital. It also highlights potential challenges going forward.