Error or absurdity? A non-cognitive approach to commodity fetishism

Abstract

Karl Marx presented his theory of commodity fetishism as an explanation of the mysterious appearance of social relations in a system of commodity production as natural phenomena. The standard interpretation of this as a failure to perceive capitalist social relations correctly depends on a particular modern sense of ‘natural’. If classical political economy and Marx used ‘natural’ in the Aristotelian sense, commodity fetishism appears quite differently: not as a cognitive error but rather as a manner of living under commodity production, one that is not wrong but absurd, the word fetishism tying commodity production to pre-Enlightenment, preliterate peoples.     

Bottom-feeding for blockbuster businesses

Marketing experts tell companies to analyze their customer portfolios and weed out buyer segments that don't generate attractive returns. Loyalty experts stress the need to aim retention programs at "good" customers--profitable ones- and encourage the "bad" ones to buy from competitors. And customer-relationship-management software provides ever more sophisticated ways to identify and eliminate poorly performing customers. On the surface, the movement to banish unprofitable customers seems reasonable. But writing off a customer relationship simply because it is currently unprofitable is at best rash and at worst counterproductive. Executives shouldn't be asking themselves, How can we shun unprofitable customers? They need to ask, How can we make money off the customers that everyone else is shunning? When you look at apparently unattractive segments through this lens, you often see opportunities to serve those segments in ways that fundamentally change customer economics. Consider Paychex, a payroll-processing company that built a nearly billion-dollar business by serving small companies. Established players had ignored these customers on the assumption that small companies couldn't afford the service. When founder Tom Golisano couldn't convince his bosses at Electronic Accounting Systems that they were missing a major opportunity, he started a company that now serves 390,000 U.S. customers, each employing around 14 people. In this article, the authors look closely at bottom-feeders--companies that assessed the needs of supposedly unattractive customers and redesigned their business models to turn a profit by fulfilling those needs. And they offer lessons other executives can use to do the same.     

Analysing Deprivation and Local Authority Performance: The Implications for CPA

This article uses regression analysis to explore the statistical relationship between deprivation and the performance indicators used for the first round of Comprehensive Performance Assessments (CPAs) for English local authorities. The statistical significance of the results is described and analysed in light of the Audit Commission's decision to exclude deprivation from the CPA framework. For over one third of the PIs tested, deprivation had a statistically significant adverse effect on performance. The author shows that external environmental constraints on local authority performance must be recognized for accurate and equitable performance assessments.     

Skills shortages and training: a forgotten dimension in new technology

Skills shortages and training problems are forgotten by many companies when they adopt new technology. 52 engineering firms in a 'traditional' industry in a single local labour market were interviewed to examine their attitudes to new technology and the skills and training implications of technology adoption. Skills and training issues were often forgotten or misjudged during the new technology appraisal process. It was these same areas which created most problems for many companies after adoption. Misjudgements concerning the level of labour force flexibility and training requirements for staff often created problems after the adoption of new technology. Skills shortages for adopting firms are most acute at the skilled level, this predominantly concerns the 'local labour market'. Most firms adopted a short term response to skills shortages. Relatively low utilisation of policy initiatives and 'formal' avenues of assistance prior to new technology adoption were also identified.     

The Good Governance Agenda: Beyond Indicators without Theory

Effective government matters, but what is it? Good governance indicators go some way to provide a definition, but how much do they say about what effectiveness is, why this is so, and how it matters to development? This article argues that much work on the good governance agenda suggests a one-best-way model, ostensibly of an idyllic, developed country government: Sweden or Denmark on a good day, perhaps. The implied model lacks consistency, however, seems inappropriate for use in the development dialogue and is not easily replicated. In short, it resembles a set of well meaning but problematic proverbs. The good governance picture of effective government is not only of limited use in development policy but also threatens to promote dangerous isomorphism, institutional dualism and “flailing states”. It imposes an inappropriate model of government that “kicks away the ladder” that today's effective governments climbed to reach their current states. The model's major weakness lies in the lack of an effective underlying theoretical framework to assist in understanding government roles and structures in development. A framework is needed before we measure government effectiveness or propose specific models of what government should look like. Given the evidence of multiple states of development, the idea of a one-best-way model actually seems very problematic.     

Quality-efficiency trade-off when the state is the sole provider of hospital services: Evidence from New Zealand

The purpose of this study is to explore the trade-off between technical efficiency and the quality of hospital services when the state is the sole provider. Data from 20 New Zealand District Health Boards from 2011 to 2017 is used to estimate technical efficiency using the data envelopment analysis technique, which employs an additive inverse formulation for undesirable outcomes. The estimated average quality-adjusted technical efficiency score is 0.69. In comparison, when the quality variable was removed, the efficiency declined to 0.66. More importantly, the ranking of district health boards stays consistent across both models, indicating that there is very little trade-off between quality and efficiency. A sensitivity analysis also confirms the lack of a trade-off between quality and efficiency.     

Customer readiness to co-production of mobile banking services: a customer-only co-production perspective

This paper aimed to identify the antecedents and corollary of customer readiness for co-production in customer-only co-production services using mobile banking services as a context. Using a structured questionnaire, data were gathered from a sample of mobile banking customers in Ghana and the UK and the data analysis was facilitated by structural equation modelling. From the findings, the antecedents were customer socialisation, customer self-efficacy and customer motivation and the corollary was service productivity. The findings provide managers of customer-only co-production or technology-based services particularly mobile banking services with the specific factors that can be managed strategically and tactically to enhance customer readiness for co-production and service productivity. This study is one of a kind to conceptualise and empirically identify the antecedents and corollary of customer readiness for co-production within the customer-only co-production context. However, as the study was limited to mobile banking services, future studies might test the research model in other customer-only technology-based services.