Exploring the business benefits of environmental stewardship

Environmental sensitivity has gained much attention in business organizations; however, there is little empirical evidence on the business benefits from environment-oriented measures. Some of the many promised benefits from environmental sensitivity are categorized and rated. The framework proposed by the Management Institute for Environment and Business is used to assess company environmental stewardship. A pre-tested questionnaire was used to collect data from 133 business organizations known to have undertaken at least some ‘green business’ activities. The results from Pearson correlation analysis suggest that companies showing higher degrees of environmental stewardship will derive greater business benefits than organizations which aim at minimum compliance with government regulations in this area.     

The Neighborhood Distribution of Subprime Mortgage Lending

Subprime lending in the residential mortgage market, characterized by relatively high credit risk and interest rates or fees, has developed over the past decade into a prominent segment of the market (Temkin, 2000). Recent research indicates that there is geographical concentration of subprime mortgages in Census tracts where there are high concentrations of low-income and minority households. The growth in subprime lending represents an expansion in the supply of mortgage credit among households who do not meet prime market underwriting standards. Nonetheless, its apparent concentration in minority and lower income neighborhoods has generated concerns that these households may not be obtaining equal opportunity in the prime mortgage market. Such lending may undermine revitalization to the extent that it is associated with so-called predatory practices.     

Computer reservation systems and airline competition

Computer reservation systems have become the primary means of disseminating air travel information to the airline-sales distribution system. These systems have had a major impact on competition within the airline industry. Recent CAB rules designed to remove competitive inequitites in these systems have themselves become a centre of controversy, attracting considerable attention in the air-travel industry. The outcome of this controversy will shape the distribution of airline services for the foreseeable future.     

A time for growth: an interview with Amgen CEO Kevin Sharer. Interview by Paul Hemp

Fast growth is a nice problem to have--but a hard one to manage well. In this interview, Kevin Sharer, the CEO of biotech giant Amgen, talks about the special challenges leaders face when their companies are on a roll. Sharer, who was also head of marketing at pre-WorldCom MCI and a division head and a staff assistant to Jack Welch at GE, offers insights drawn from his own experience--and from his own self-proclaimed blunders: "I learned the hard way that you need to become credible and enlist support inside the company before you start trying to be a change agent. If you think you're going to make change happen simply by force of personality or position or intellect, you'd better think again." And change there was: Under Sharer's leadership, Amgen overhauled its management team, altered its culture, and launched a couple of blockbuster products. How do chief executives survive in that kind of dizzying environment? "A CEO must always be switching between different altitudes--tasks of different levels of abstraction and specificity," Sharer says. "You might need to spend time working on a redesign of your organizational structure and then quickly switch to drafting a memo to all employees aimed at reinforcing one of the company's values." Having a supportive and capable top team is also key: "A top management team is the most revealing window into a CEO's style, values, and aspirations.... If you don't have the right top team, you won't have the right tiers below them. [The] A players won't work for B players. Maybe with a company like GE, the reputation of the company is so strong that it can attract top people to work for weaker managers. In a new company like Amgen, that won't happen."     

Productivity bargaining: a reassessment

While governments tend to regard productivity bargaining as a long term anti-inflationary weapon, the author's research points out its weaknesses in this direction, and indicates that productivity bargaining may ultimately have far more important effects on the structural and behavioural development of collective bargaining at plant level.