Investigating social marketing sponsorships: Terminology, stakeholders, and objectives

In spite of rapidly increasing professional interest and involvement, the extant literature concerning social marketing sponsorships remains scant. In order to begin to address this gap, the purpose of the current research is to investigate the concept of the social marketing sponsorship. The research in this paper (a) reviews the sponsorship literature and theory - specifically focusing on what is meant by sponsorship when used in social marketing; and (b) reports the results of empirical case research on the formation and implementation of a sponsorship designed to support a social marketing program aimed a reducing stigma and changing behaviors around mental health. The paper reports on how social marketing sponsorships compare to commercial sponsorships in terms of (a) the identification of key stakeholders and their roles, (b) the objectives of the stakeholders involved, and (c) how sponsorships are formed, developed, and implemented.     

Altruism in Anonymous Dictator Games

We conduct double-anonymous dictator experiments to explore the role of altruism in motivating subjects' behavior. We vary the extent to which an anonymous recipient is deserving of aid and investigate its effect on the allocation of a fixed pie by student subjects. This is accomplished by including as treatments: (1) an anonymous student subject and (2) an established charity. We find that a significant increase in donations occurs when we increase the extent to which a donation goes to a recipient generally agreed to be “deserving.” We conclude that subjects are rational in the way they incorporate fairness into their decisions.Journal of Economic LiteratureClassification Numbers: A13, C91, D64.     

Solidarity among the poor

We conduct a field experiment with low-income subjects in Dallas, Texas. We examine voluntary, informal risk sharing using a visual representation of the solidarity game developed for low-literacy populations. We find substantially more ‘fixed gift to loser’ behavior and less ‘egotistical’ behavior than in previous studies. Individuals who display ‘egotistical’ behavior are more risk tolerant. The amount of the conditional gifts is positively related to age, income, and connection to the community. However, trust and empathy, which are commonly discussed as drivers for solidarity, are not significantly related to the amount given.     

Internet cautions: Experimental games with internet partners

We report the results of experiments conducted over the internet between two different laboratories. Each subject at one site is matched with a subject at another site in a trust game experiment. We investigate whether subjects believe they are really matched with another person, and suggest a methodology for ensuring that subjects’ beliefs are accurate. Results show that skepticism can lead to misleading results. If subjects do not believe they are matched with a real person, they trust too much: i.e., they trust the experimenter rather than their partner. JEL Classification C9     

Wage bargaining and multinational firms

We set up a general equilibrium model with heterogeneous firms to study the interaction between wage bargaining and foreign direct investment. Thereby, we highlight the incentives of firms to invest abroad in order to improve their bargaining position vis-á-vis local unions and we show how changes in the bargaining power of unions affect the share of multinational firms in an open economy. In addition, taking into account this relationship between wage bargaining and foreign direct investment, our analysis provides novel insights on how labor income and the unemployment rate adjust to economic integration and how changes in the bargaining power of unions affect these two labor market variables.     

Capitalizing on capabilities

By making the most of organizational capabilities--employees' collective skills and fields of expertise--you can dramatically improve your company's market value. Although there is no magic list of proficiencies that every organization needs in order to succeed, the authors identify 11 intangible assets that well-managed companies tend to have: talent, speed, shared mind-set and coherent brand identity, accountability, collaboration, learning, leadership, customer connectivity, strategic unity, innovation, and efficiency. Such companies typically excel in only three of these capabilities while maintaining industry parity in the other areas. Organizations that fall below the norm in any of the 11 are likely candidates for dysfunction and competitive disadvantage. So you can determine how your company fares in these categories (or others, if the generic list doesn't suit your needs), the authors explain how to conduct a "capabilities audit," describing in particular the experiences and findings of two companies that recently performed such audits. In addition to highlighting which intangible assets are most important given the organization's history and strategy, this exercise will gauge how well your company delivers on its capabilities and will guide you in developing an action plan for improvement. A capabilities audit can work for an entire organization, a business unit, or a region--indeed, for any part of a company that has a strategy to generate financial or customer-related results. It enables executives to assess overall company strengths and weaknesses, senior leaders to define strategy, midlevel managers to execute strategy, and frontline leaders to achieve tactical results. In short, it helps turn intangible assets into concrete strengths.     

Business-to-business collaboration through electronic marketplaces: An exploratory study

Many business-to-business electronic marketplaces (EMs) are now offering collaboration functionalities, but the collaboration concept in an EM context has not been studied systematically. This paper is a preliminary effort to explore and categorise the different types of collaboration functionalities that may be offered by EMs. By surveying websites, we identified five types of horizontal collaboration (buying groups) and four kinds of vertical supply chain collaboration in EMs. Our findings suggest that supply chain collaboration tends to be supported more than buying groups by existing EMs, and a high percentage of EMs now offers supply chain coordination and integration. Among online buying groups, the exchange-catalogue model is the most popular, possibly since it puts fewer burdens on members and coordinators.