Relationships in business markets: Exchange episodes,value creation,and their empirical assessment

Conclusion David Wilson (1995) has provided us with much grist for thought with his integrated framework for customer-supplier relationship development. In focusing on which constructs are “active” and therefore most meaningful at each stage, he has opened a new vista for research in this area. Our models and empirical research ought to reflect this, but to date they largely have not. I have suggested qualitative, longitudinal research as a preferred next step in gaining the knowledge that we will need to make field-survey, longitudinal research worthwhile. Wilson also is to be lauded for drawing greater attention to value creation as a central undertaking in customer-supplier relationships. Understanding and actualizing value creation (and value sharing) are critical aspects of the market-sensing and customer-linking capabilities in market-driven organizations (Day 1994), yet the mechanisms underlying them and the methodologies for accurately assessing them remain largely unknown. Here, particularly for tool development research, it would seem to be an opportune time for business marketing academics and practitioners to form their own collaborative relationships for mutual gain. His research interests are in working relationships between firms in business markets and measurement techniques. His articles have appeared inHarvard Business Review, Journal of Marketing, Journal of Marketing Research, Management Science, Psychological Bulletin, andPsychometrika, among others. He has been vice president of the Business Marketing Division of the American Marketing Association and is a fellow of the American Psychological Association.     

Minnesota-type adaptive hierarchical priors for large Bayesian VARs

Large Bayesian VARs with stochastic volatility are increasingly used in empirical macroeconomics. The key to making these highly parameterized VARs useful is the use of shrinkage priors. We develop a family of priors that captures the best features of two prominent classes of shrinkage priors: adaptive hierarchical priors and Minnesota priors. Like adaptive hierarchical priors, these new priors ensure that only ‘small’ coefficients are strongly shrunk to zero, while ‘large’ coefficients remain intact. At the same time, these new priors can also incorporate many useful features of the Minnesota priors such as cross-variable shrinkage and shrinking coefficients on higher lags more aggressively. We introduce a fast posterior sampler to estimate BVARs with this family of priors—for a BVAR with 25 variables and 4 lags, obtaining 10,000 posterior draws takes about 3 min on a standard desktop computer. In a forecasting exercise, we show that these new priors outperform both adaptive hierarchical priors and Minnesota priors.     

Minimum wage and restaurant hygiene violations: Evidence from Seattle

We study the association between the minimum wage and food establishment hygiene violations between Seattle (the treated city) and Bellevue (the control city), both cities located in King County and sharing the same health inspection department. An increase in the real minimum wage of $0.25 is associated with an increase of at least 8% in total and less severe (blue) hygiene violation scores for food establishments in Seattle. We find mixed support for the increase in more severe (red) violations. A decline in employment with an increase in minimum wage could be driving the increases in hygiene violations.     

Designing a guideline-based utilization management program

Many public and private organizations are developing and publishing clinical guidelines to assist health care providers and patients in making appropriate medical decisions. Unless clinical guidelines are part of a well-designed managed care program, they have little effect on physician practice styles. This article explores integral components of an effective guideline-based utilization management program. Initial evaluation of this program suggests that, as part of a well-designed utilization management program, clinical guidelines can inform patients and physicians, and create appropriate incentives for effective health care delivery.