Social Constructivism,Mental Models,and Problems of Obedience

There are important synergies for the next generation of ethical leaders based on the alignment of modified or adjusted mental models. This entails a synergistic application of moral imagination through collaborative input and critique, rather than “me too” obedience. In this article, we will analyze the Milgram results using frameworks relating to mental models (Werhane et al., Profitable partnerships for poverty alleviation, 2009), as well as work by Moberg on “ethics blind spots” (Organizational Studies 27(3):413–428, 2006), and by Bazerman and Chugh on “bounded awareness” (Harvard Business Review, 2006; Mind &; Society 6:1–18, 2007) Using these constructs to examine the Milgram experiment, we will argue that the ways in which the experiments are framed, the presence of an authority figure, the appeal to the authority of science, and the situation in which the naïve participant finds herself or himself, all create a bounded awareness, a narrow blind spot that encourages a climate for obedience, brackets out the opportunity to ask the moral question: “Am I hurting another fellow human being?” and may preclude the subject from utilizing moral imagination to opt out of the experiment. We will conclude that these forms of almost blind obedience to authority are correctable, but with difficulty. We will argue that linking the modification of mental models to an unbinding of awareness represents an important synergistic relationship and one that can build effectively on the lessons learned from our experience with moral imagination.     

Seasonality and non-linear price effects in scanner-data-based market-response models

Scanner data for fast moving consumer goods typically amount to panels of time series where both N and T are large. To reduce the number of parameters and to shrink parameters towards plausible and interpretable values, Hierarchical Bayes models turn out to be useful. Such models contain in the second level a stochastic model to describe the parameters in the first level.     

Macroeconomic forecasting using structural factor analysis

The use of a small number of underlying factors to summarize the information from a much larger set of information variables is one of the new frontiers in forecasting. In prior work, the estimated factors have not usually had a structural interpretation and the factors have not been chosen on a theoretical basis. In this paper we propose several variants of a general structural factor forecasting model, and use these to forecast certain key macroeconomic variables. We make the choice of factors more structurally meaningful by estimating factors from subsets of information variables, where these variables can be assigned to subsets on the basis of economic theory. We compare the forecasting performance of the structural factor forecasting model with that of a univariate AR model, a standard VAR model, and some non-structural factor forecasting models. The results suggest that our structural factor forecasting model performs significantly better in forecasting real activity variables, especially at short horizons.     

Leadership learning: Crucial conversations,next steps,and thoughts for consideration

Forty years ago, the questions most discussed among those who cared about leadership were “is leadership possible among those who don't have titles and positions?”; “what are the characteristics possessed by effective leaders?”; and “how do we find the people who are the best leaders and help them prepare for positions that will allow them to have an impact?” After many conversations, conferences, research studies, and books, the terrain has shifted among scholars. Now the conversations focus on questions such as “If leadership is a shared responsibility among members of groups, how can the full leadership potential of all be cultivated?”; “What role do collaborators play in empowering positive leadership and defending against those who misuse it?”; and “How can organizations cultivate cultures that support and encourage visionary leadership dedicated to benefitting all?” The shift in the questions that leadership educators now explore, coupled with the breadth and variety of the initiatives dedicated to nurturing it, demonstrate that leadership can be taught. More importantly, the practice of leadership demonstrates that many can pursue leadership and that they must if the opportunities of the 21st century are to be fulfilled. The conversations and the needs for leadership have both shifted and it is now incumbent on those who value leadership most to agree to unifying perspectives that can draw us together in common purpose. From your vantage point, what are the crucial conversations, next steps, and/or thoughts for consideration as we enter the second decade of the 21st century?     

Not part of the family? The limits to managing the corporate way in international hotel chains

Companies increasingly seek solutions to the corporate/local dichotomies perceived to be a feature of more traditional approaches to managing across national boundaries. At the human resource level, the rhetoric of transnationalism emphasizes integration being achieved through 'soft' mechanisms, such as corporate culture devices, which encourage all managers to develop an international (for this read corporate) perspective on what they do. In theory, managerial staff are recruited and promoted on a 'best person for the job' basis and national identities are played down. Drawing upon evidence from three international hotel chains (one American, one French and one Swedish), this paper argues that there is a disjuncture between corporate culture devices which assume that they can transcend national origins and the issues of interest and identity which inform the activities and experiences of managers at unit level. The paper suggests that companies need to be aware of the danger of assuming that one can be trained to be 'one of the family'. Rather, we argue that local managers are potentially disadvantaged in terms of career progression as managers from the parent country utilize criteria of acceptability informed by processes of socialization which are more institutionally embedded and derived than has been assumed.     

Comment choosing a monetary instrument the case of supply-side shocks

In a recent paper Craine and Havenner (1981) claim that ‘an additional advantage of the linear-quadratic framework (which is not well known) is that the basic forces affecting the instrument choice decision can be analyzed without an explicit specification for price expectations since the distribution of the error terms in a linear model is independent of the predetermined variables’ (p. 219). The aim of this note is to demonstrate that Craine and Havenner's claim does not generalize to models with expectations of future variables conditioned on present information, such as Turnovsky's (1980) model.