Patterns of age and coverage errors in Tropical African surveys

The concept of calculating averages of African age distributions is developed in an attempt to distinguish the effect of age and coverage errors in demographic surveys in Tropical Africa from real fluctuations in the age structure. The concept is also used to discern different patterns of age errors and omissions and to indicate the extent of these errors in African age data. The method described is applied to data from 50 surveys undertaken in Tropical Africa between 1950 and 1973.     

A note on the equality of distribution of child mortality: Java-Bali, 1950-1976

Infant mortality is a widely recognized social indicator that is a useful index of the relative socioeconomic condition of subgroups of the population of a developing country. In developed countries, a more appropriate indicator of mortality is the proportion of babies who die before they reach their 5th birthday. 3 birth cohorts are identified from data provided by the Indonesian Fertility Survey conducted in Java and Bali in 1976 in order to examine the trend in mortality: births occurring 15 or more years before the survey, 10-14 years before the survey, and 5-9 years before the survey. 4 characteristics of parents related to education, occupation and urban vs. rural residence are used to analyze child mortality trends. A table shows the estimates for various combinations of these characteristics. Child mortality has decreased, but more importantly, it has decreased most for parents on the low end of the socioeconomic scale. Either parent having secondary education appears to be the key factor in the experience of low child mortality, although as more parents achieve secondary education, another factor may emerge as more important.     

THE PLACE OF MANAGERS IN INDUSTRIAL DEMOCRACY

The discussion of industrial democracy in Britain has exploded in the last few years, but the result has been to write an agenda which has still to be worked through, not to reveal a consensus which can be written into action at once.     

Estimating Bargaining Effects in Hedonic Models: Evidence from the Housing Market

Bargaining is common in markets for heterogeneous goods and differences in bargaining power between buyer and seller affect the negotiated transaction price. Previous research has found systematic evidence in the housing markets that weak buyers pay higher prices and weak sellers receive lower prices for their homes. Earlier work has modeled the bargaining effect as a parallel shift in the hedonic function, implicitly assuming that attribute shadow prices were unaffected by the bargaining process. In this paper, we use a sample of home sales where the seller's bargaining power is weakened by the fact that the home is vacant at the time of sale to test whether the effect of bargaining is best captured by a shift in the hedonic constant or whether the attribute shadow prices vary as well. The question is significant for property valuation where estimation of the marginal value of an attribute is commonly used to adjust comparable sales data. We find strong confirmation that bargaining power influences the negotiated price. We also find evidence that bargaining power alters attribute prices, although we do not find a consistent pattern across markets.     

Designing sales force satisfying selling positions: a conjoint measurement approach

To design selling positions that appeal to both new and incumbent salespersons, management needs to understand salespersons' preferences for job characteristics. The study reported here exemplifies an effort to operationalize salespersons' preferences for job and task characteristics that takes account of both career stage and gender. Findings indicate that salespeople in the sample prefer salary-based compensation and that female salespeople prefer sales jobs that are fixed in location.     

Determining the scope and impact of market orientation profiles on strategy implementation and performance

Strategy implementation and performance in organizations are influenced by its market orientation. Market orientation is the collective of employee behaviors that affects strategy implementation, how an organization interacts with its environment and adjusts to changes within that context. The relationship between market orientation, strategy implementation, and performance is robust across environmental contexts. This study identifies ideal behavioral profiles for organizations seeking to maximize performance by considering the scope and impact of market orientation on strategy implementation. This is accomplished by considering market orientation and strategy profiles in relation to performance in a holistic coalignment perspective, corresponding to competitive contexts characterized by varying degrees of market turbulence and competitive intensity. Important strategic and performance implications of this dynamic are revealed that should be considered by academics and practitioners alike. Copyright © 2003 John Wiley & Sons, Ltd.