Peer Ostracism as a Sanction Against Wrongdoers and Whistleblowers

Journal of Business Ethics - Retaliation against whistleblowers is a well-recognized problem, yet there is little explanation for why uninvolved peers choose to retaliate through ostracism. We...     

Validity of parent's self-reported responses to home safety questions

The aim of the study was to describe the validity of parent's self-reported responses to questions on home safety practices for children of 2–4 years. A cross-sectional validation study compared parent's self-administered responses to items in the Home Injury Prevention Survey with home observations undertaken by trained researchers. The relationship between the questionnaire and observation results was assessed using percentage agreement, sensitivity, specificity, positive predictive value, negative predictive value and intraclass correlation coefficients. Percentage agreements ranged from 44% to 100% with 40 of the total 45 items scoring higher than 70%. Sensitivities ranged from 0% to 100%, with 27 items scoring at least 70%. Specificities also ranged from 0% to 100%, with 33 items scoring at least 70%. As such, the study identified a series of self-administered home safety questions that have sensitivities, specificities and predictive values sufficiently high to allow the information to be useful in research and injury prevention practice.     

Client Perceptions of Reported Outcomes of Group Model Building in the New Zealand Public Sector

System dynamics modellers sometimes involve decision-makers in the modelling process, a method known as “group model building”. Group model building has been associated with a number of different outcomes, and it is not clear which of these outcomes are important to clients. The public sector is a significant audience for group model building interventions; this paper reports on what outcomes are most valued by potential clients in the New Zealand public sector. Senior management within four government agencies identified the employees who were most likely to commission and conduct group decision processes. These individuals participated in detailed semi-structured interviews, and completed a written questionnaire, exploring the contexts in which group model building may be useful and the outcomes sought in each situation. The results suggest that, even within the public sector, the importance of a particular outcome will depend upon context. However, public servants generally appear to value trust and agreement over policy quality when conducting group-decision processes. Knowledge of the outcomes sought by potential clients helps guide the outcomes measured by researchers, and helps practitioners to tailor communication messages to clients.     

How Important are Earnings Announcements as an Information Source?

In a competitive information market, a single information source can only dominate other sources individually, not collectively. We explore whether earnings announcements constitute such a dominant source using Ball and Shivakumar's (2008) [How much new information is there in earnings?, Journal of Accounting Research, 2008, 46(5), pp. 975–1016] R ² metric: the proportion of the variation in annual returns explained by the four quarterly earnings announcement returns. We find that the earnings announcement days' R ² is 11% – higher than the corresponding R ² of days with dividend announcements, management forecasts, preannouncements, and 10-K and 10-Q filings and their amendments, and comparable to that of the four days with the largest realised absolute returns in a year. Additional analysis reveals that earnings announcements convey extreme bad news as often as management forecasts and preannouncements; for any other type of news, earnings announcements are much more frequent. We conclude that earnings announcements are an important source of new information in the equity market.     

Developing and Implementing a Company's Eco-tourism Mission Statement: Treadsoftly Revisited

This report updates the paper on the development and implementation of a small company's eco-tourism mission statement published in Journal of Sustainable Tourism 7 (1), in 1999. Due to the company's solid, but flexible, planning it has survived its first years of operation and the owners continue to learn from their experiences and circumstances. Even though changes have been made to the original policy in order to adapt to commercial opportunities and to improve its environmental performance, the company continues to develop in a manner consistent with its core values.     

Accessible tourism and sustainability: a discussion and case study

This paper explores the concept of accessible tourism and its links with triple-bottom-line (TBL) sustainability. Accessible tourism is reviewed through some of its central features including dimensions of access, universal design and the nexus between ageing and disability. The TBL is then examined to better understand the financial, environmental and social considerations that arise from accessible tourism. The research design used in this explorative research incorporated a case study approach, where a business case study instrument was developed. Methods included a Delphi group, review of management information systems, in-depth interviews with key informants, observation and participant observation. The study results revealed that rather than accessible tourism being a single construct, it forms one critical dimension of a series of interrelated, overlapping and interdependent business arrangements that extend beyond the business entity through a series of social networks within the destination region. It is argued that to properly satisfy the accessible tourism market, a more sophisticated understanding of accessible destination experiences is needed by tourism operators. The case study illustrates the considerable size and multi-niche markets served by accessible tourism destinations, the good fit between accessible tourism and TBL sustainable tourism, and the need for further research.     

Strategic Human Resource Management as Ethical Stewardship

The research about strategic human resource management (SHRM) has suggested that human resource professionals (HRPs) have the opportunity to play a greater role in contributing to organizational success if they are effective in developing systems and policies aligned with the organization??s values, goals, and mission. We suggest that HRPs need to raise the standard of their performance and that the competitive demands of the modern economic environment create implicit ethical duties that HRPs owe to their organizations. We define ethical stewardship as a model of governance that honors obligations due to the many stakeholders and that maximizes long-term organizational wealth creation. We propose that if HRPs adopt an ethical stewardship framework and the qualities of transformative leaders, they will be more aware of their ethical duties to their organizations and more effective in helping their organizations to create increased wealth, achieve desired organizational outcomes, and establish work environments that are more satisfying to employees.