Stress fractures

President Clinton has lambasted "special interests" for opposing his health care reform proposal. But interest groups are under enormous pressure, and many are badly splintered as Congress takes up the issue. And you can't always judge what they want by what they say.     

Unmanaged care?

Changes in the health care marketplace have outpaced many of the laws and regulations that were intended to protect patients. Consumer advocates want new safeguards, but employers and the managed care industry warn that could raise the cost of coverage.     

Generalization practices in qualitative research: a mixed methods case study

The purpose of this mixed methods case study was to examine the generalization practices in qualitative research published in a reputable qualitative journal. In order to accomplish this, all qualitative research articles published in Qualitative Report since its inception in 1990 (n =  273) were examined. A quantitative analysis of the all 125 empirical qualitative research articles revealed that a significant proportion (i.e., 29.6%) of studies involved generalizations beyond the underlying sample that were made inappropriately by the author(s). A qualitative analysis identified the types of over-generalizations that occurred, which included making general recommendations for future practice and providing general policy implications based only on a few cases. Thus, a significant proportion of articles published in Qualitative Report lack what we call interpretive consistency.     

Testing the impact of predefined and self-defined end anchors on the linearity of the category rating scale

In this research the impact of two types of end anchors on the linearity of the category rating scale is studied. Two functional measurement experiments were carried out, each requiring a different kind of judgement, i.e., job satisfaction ratings and attractiveness ratings. One group of participants rated the stimuli using a category rating scale with fixed anchors, while another group was presented with a self-anchoring category rating scale. The results indicate that researchers can be confident in the ability of both category rating scales to provide linear data. This implies that the different end anchors do not impact on the linearity of the category rating scale.     

The measurement of marketing efficiency in the presence of spillovers: theory and evidence

We develop a model of marketing efficiency based on a directional distance function that allows for marketing spillovers. A parametric model is used to test for spillovers from rival marketing and from a firm's marketing activity of its other related products. We then show how this information can be incorporated into a non‐parametric model and used to estimate marketing inefficiency. We apply brand level data from the US brewing industry to the non‐parametric model to determine the effectiveness of television, radio, and print advertising. We find that advertising spillovers are important in brewing and show that efficiency estimates are inaccurate when spillover effects are ignored. Our results also suggest that marketing efficiency may be an important component to firm success in brewing, a result that may apply to other consumer goods industries. Copyright © 2006 John Wiley & Sons, Ltd.     

Entrepreneurship and Dynamic Capabilities: A Review,Model and Research Agenda*

abstract The emergent literature on dynamic capabilities and their role in value creation is riddled with inconsistencies, overlapping definitions, and outright contradictions. Yet, the theoretical and practical importance of developing and applying dynamic capabilities to sustain a firm's competitive advantage in complex and volatile external environments has catapulted this issue to the forefront of the research agendas of many scholars. In this paper, we offer a definition of dynamic capabilities, separating them from substantive capabilities as well as from their antecedents and consequences. We also present a set of propositions that outline (1) how substantive capabilities and dynamic capabilities are related to one another, (2) how this relationship is moderated by organizational knowledge and skills, (3) how organizational age affects the speed of utilization of dynamic capabilities and the learning mode used in organizational change, and (4) how organizational knowledge and market dynamism affect the likely value of dynamic capabilities. Our discussion and model help to delineate key differences in the dynamic capabilities that new ventures and established companies have, revealing a key source of strategic heterogeneity between these firms.