Crisis at the summit

An unrecognized affliction is striking certain gifted performers at the top of their game. Its cause, paradoxically, is success itself. These stars, who thrive on conquering new challenges, can lose their bearings and question their purpose once a job has been mastered. A vague dissatisfaction gives way to confusion and then to inner turmoil. Left unattended, this summit syndrome can derail promising careers. The syndrome has three phases. In the approach phase, when most of the challenges of a current job have been met, sufferers tend to push harder in a vain attempt to recapture the adrenaline rush of the climb. Then, in the plateauing phase, when virtually all the challenges have been conquered, these individuals, who are incapable of coasting, bear down to try to produce ever more stellar results, but to less effect and greater dissatisfaction. This leads to the terminal descending phase, when performance slips noticeably. As their superstar status fades, they jump ship, accept demotions, or take lateral transfers. It's a terrible waste, for if the syndrome is recognized, steps can be taken before performance slips to dispel the confusion and set the stage for productive growth to the next assignment. There are four parts to this process: First, understand your "winning formula"--the characteristic way you approach a situation--and the vital part it plays in feeling stale or losing your edge. Second, reconnect with your core purpose in life. Third, recast your current, or future, job to better align your inner aspirations with the external requirements of your work. And fourth, create a developmental path by honing a handful of core leadership competencies. None of this is easy, but for talented individuals--and the organizations that rely on them--the vaccine of preventive awareness is far better than gambling on an after-the-fact cure once the crisis is full-blown.     

Is it real? Can we win? Is it worth doing? Managing risk and reward in an innovation portfolio

Minor innovations make up most of a company's development portfolio, on average, but they never generate the growth companies seek. The solution, says Day--the Geoffrey T. Boisi Professor of Marketing and a codirector of the Mack Center for Technological Innovation at Wharton--is for companies to undertake a systematic, disciplined review of their innovation portfolios and increase the number of major innovations at an acceptable level of risk. Two tools can help them do this. The first, called the risk matrix, graphically reveals the distribution of risk across a company's entire innovation portfolio. The matrix allows companies to estimate each project's probability of success or failure, based on how big a stretch it is for the firm to undertake. The less familiar the product or technology and the intended market, the higher the risk. The second tool, dubbed the R-W-W (real-win-worth it) screen, allows companies to evaluate the risks and potential of individual projects by answering six fundamental questions about each one: Is the market real? Explores customers' needs, their willingness to buy, and the size of the potential market. Is the product real? Looks at the feasibility of producing the innovation. Can the product be competitive? and Can our company be competitive? Investigate how well suited the company's resources and management are to compete in the marketplace with the product. Will the product be profitable at an acceptable risk? Explores the financial analysis needed to assess an innovation's commercial viability. Last, Does launching the product make strategic sense? examines the project's fit with company strategy and whether management supports it.     

Managing global accounts

Global account management--which treats a multinational customer's operations as one integrated account, with coherent terms for pricing, product specifications, and service--has proliferated over the past decade. Yet according to the authors' research, only about a third of the suppliers that have offered GAM are pleased with the results. The unhappy majority may be suffering from confusion about when, how, and to whom to provide it. Yip, the director of research and innovation at Capgemini, and Bink, the head of marketing communications at Uxbridge College, have found that GAM can improve customer satisfaction by 20% or more and can raise both profits and revenues by at least 15% within just a few years of its introduction. They provide guidelines to help companies achieve similar results. The first steps are determining whether your products or services are appropriate for GAM, whether your customers want such a program, whether those customers are crucial to your strategy, and how GAM might affect your competitive advantage. If moving forward makes sense, the authors' exhibit, "A Scorecard for Selecting Global Accounts," can help you target the right customers. The final step is deciding which of three basic forms to offer: coordination GAM (in which national operations remain relatively strong), control GAM (in which the global operation and the national operations are fairly balanced), and separate GAM (in which a new business unit has total responsibility for global accounts). Given the difficulty and expense of providing multiple varieties, the vast majority of companies should initially customize just one---and they should be careful not to start with a choice that is too ambitious for either themselves or their customers to handle.     

The (S,s) Policy is an Optimal Trading Strategy in a Class of Commodity Price Speculation Problems

This paper introduces a model of commodity price speculation and proves that the optimal trading strategy is of the (S,s) form when a no expected loss condition holds. A strong form of this condition is that the retail price charged to consumers at time t exceeds the expected wholesale price of the commodity at time t+1, i.e. , where β ∈(0,1) is the speculator’s discount factor. We are extremely grateful to Herbert Scarf for pointing out an important error in a previous draft of this paper and for suggesting the key argument in a revised proof that fixed the problem. We also benefited from helpful feedback from an anonymous referee, William Brainard, Zvi Eckstein, participants of seminars at Yale, the Operations Research Center at MIT, and the Econometric Society Winter School at the Indian Statistical Institute, New Delhi.     

The Effects of Biasing Performance Measurement Systems on Incentives and Retention Decisions

We examine a principal–agent setting in which the principal uses a performance measurement system for multiple purposes—to provide incentives and for retention decisions. The principal chooses the nature and extent of bias in the system, which determines whether the performance report is stringent, neutral, or lenient relative to the unobservable actual outcome. We show that when the report is used only for incentive purposes (an incentive role), stringency alleviates moral hazard. On the other hand, when the principal's objective is to minimize the cost from incorrect retention and firing decisions (a fit evaluation role), there is a demand for leniency. Surprisingly, however, we show that adding a fit evaluation role to a system serving an incentive role can accentuate the demand for stringency because stronger incentives can also indirectly improve retention decisions.     

Risk and return: Long-run relations,fractional cointegration,and return predictability

Univariate dependencies in market volatility, both objective and risk neutral, are best described by long-memory fractionally integrated processes. Meanwhile, the ex post difference, or the variance swap payoff reflecting the reward for bearing volatility risk, displays far less persistent dynamics. Using intraday data for the Standard & Poor's 500 and the volatility index (VIX), coupled with frequency domain methods, we separate the series into various components. We find that the coherence between volatility and the volatility-risk reward is the strongest at long-run frequencies. Our results are consistent with generalized long-run risk models and help explain why classical efforts of establishing a naïve return-volatility relation fail. We also estimate a fractionally cointegrated vector autoregression (CFVAR). The model-implied long-run equilibrium relation between the two variance variables results in nontrivial return predictability over interdaily and monthly horizons, supporting the idea that the cointegrating relation between the two variance measures proxies for the economic uncertainty rewarded by the market.     

Palestinian ‘Roadblock Movies’

Many of the Palestinian artists who began to direct films in the 1990s, had grown up under Israeli occupation, mainly in the West Bank, in refugee camps, in Gaza, and matured or worked in this decade of increasing national tension during and between the two intifadas. These filmmakers have found it difficult to create the spaces that previous cinema succeeded in creating in their films. They also found it difficult to deconstruct this space as did previous directors (Michel Khleifi, Elia Suleiman or Rashid Masharawi). As the intifada strengthened and the Israeli occupation became more deeply felt, the entire space seemed to be threatened, narrowed or reduced, and the films found it difficult to encompass the wholeness and unity of the home and the outside, to describe the mundane life within them, and to connect them to past times. Many of them also failed to preserve the ambivalence and heterogeneity that made it possible, in previous films, to create the national story from – and through – individual stories, and to connect the private place to the public one. Since the end of the 1990's, and now, at the beginning of the present decade, it has become difficult for the Palestinian cinema both to create and to deconstruct a whole imaginary map – and to produce from this map a heterogeneous, multi-cultural space. In the films made in the 1990s and 2000s the public space is blocked, the private space is missing or destroyed, and the only place left intact is the border.

In this case, however, the border is not the defining line that might divide, as Tuathail and Dalby phrase it, us from them. It does not part any longer the world into good and evil ⁱ Tuathail & Dalby (note 25) p.1. and does not leave the demonic effects out. On the other hand, the border is not a threshold linking between cultural identities.

The article traces the difficulty the Palestinian films of the 90s face in presenting “visual order of space”, in mapping the Palestinian territory with the aid of the camera or by editing, in clearly distinguishing between the inside and the outside. On the other hand the article analyzes the impossibility, in this situation of an insecure territory, to describe “plurality of space and the multiplicity of possible political constructions of space”, to create maps that put the dispersed pieces together to form a “larger picture and to draw out connections and causalities between them”.

The article also summarizes the strategies recent Palestinian cinema uses in order to overcome these impasses.     

Unintended effects of incentivizing consumers to recommend a favorite brand

Marketers often use incentives such as coupons, rewards or special membership discounts in order to motivate consumers to purchase or recommend a particular brand. This practice is based on the underlying assumption that an increase in incentives will lead to an increase in consumer response – an idea which has been at the core of traditional economic thinking for decades. Some psychologists have claimed, however, that under specific conditions an increase in incentives can reduce (rather than increase) one's willingness to perform the behavior which is being incentivized. If materialized, the possibility that extrinsic incentives may diminish consumer willingness to recommend a favorite brand could have important theoretical and practical consequences in the context of word-of-mouth or buzz marketing. This study tests that possibility in the context of an experiment about Apple computers, a favorite brand among US college students. Participants were asked to recommend the brand to a friend (1) in absence of any monetary reward and (2) for a small monetary incentive. Students who were promised a small monetary reward experienced a decrease in intrinsic motivation and wrote shorter recommendations than those who were not promised any incentives. Data also suggest that the quality of the recommendation may decrease when incentives are offered. The results are discussed in line of their possible theoretical and practical significance.     

Relational Co-ordination and Stigma at Work: How Frontline Employees Compensate for Failures in Public Health Systems

Co-ordinating collective work and communicating a shared understanding of tasks is necessary to accomplishing organizational goals. Stigma could exacerbate co-ordination challenges between public and private organizations by further widening differences in goals and incentives among employees. Using relational co-ordination theory, we explore how stigma can influence employee behaviour in the context of healthcare delivery. We study healthcare professionals and frontline workers involved in the fight against AIDS in India to examine how public health systems fail due to a lack of communication and co-ordination, and that these failures are worsened by stigma. When stigma is present, relationships between employees become strained due to misaligned work routines, lack of information sharing and cooperation failure. Our findings reveal emergent responses from frontline employees that mitigate co-ordination failures through: (1) role adaptation to improve predictability of tasks; (2) social purpose identification to promote a common understanding and engage stigmatized clients; and (3) affective attachment that encourages extra-role behaviours and task ownership. We draw implications for relational co-ordination and stigma, as well as public-private co-ordination in public health systems.