Returns to scale and externalities in the consumption and investment sectors

Using data on US manufacturing, I estimate internal returns to scale and external effects for the consumption and investment sectors. I construct panels of data at the industry level and use results of gross output production function estimation to derive implied estimates in a value added specification. For the investment sector, returns to scale appear to be slightly increasing, with evidence of a positive external effect. For consumption, the evidence indicates decreasing to constant returns to scale. I discuss the implications of these results for the empirical plausibility of indeterminacy in recent multi-sector models of the business cycle.     

Offering a globally-linked international accounting course in real time: a sharing of experiences and lessons learned

This article reports the experiences from offering an online international accounting course that involved students from Japan, Spain, Switzerland, and the USA participating in real time via both audio and video links. In addition to interacting among themselves, students also interacted with accounting practitioners and standard setters from these countries. The latter attended class either in person or “virtually” via audio and video links. The paper also discusses the major benefits from the course, as identified by student feedback and direct faculty observations. A number of challenges in offering a course of this type also are identified. These insights can assist accounting educators interested in implementing a similar international accounting course at their institutions. They also have implications for applying distance-learning approaches in courses with a domestic focus.     

Ownership effects on operating strategies: Evidence of expense-preference behavior in the hospital industry

Expense preference offers an alternative to profit-maximization theory in explaining firms' operating strategies (Williamson, 1963; Rees, 1974). Expense-preference theory suggests that when disctretionary behavior is allowed, corporate managers may choose to maximize individual utility instead of corporate profit. Expense-preference behavior tends to be evidenced by higher expenditures on items for which managers have a positive personal preference than would be justified by profit maximization. Conditions under which significant managerial discretion can emerge include weak competition, strictly controlled entry, a high degree of regulation, separation of ownership and control, and existence of a strong public interest character for the firm or industry (Awh and Primeaux, 1985; Edwards, 1977). The hospital industry may be characterized as operating under all the above conditions. Hospital ownership can be classified as being either not-for-profit or proprietary. Profit-maximization influences are generally not present in not-for-profit hospitals, thus further increasing managerial discretion with respect to operating expenses. This study provides support for the contention that expense-preference behavior exists in not-for-profit hospitals as compared to proprietary hospitals. Specifically, we present evidence of considerable managerial discretion in the allocation of resources in not-for-profit hospitals.     

Dimensions of Performance Effectiveness In High-Involvement Work Organisations

Sharon Parker, Sean Mullarkely and Paul Jackson, who are researchers in the MRC/ESRC Social and Applied Pyschology Unit at the University of Sheffield, draw on detailed case study evidence to consider the substantial changes to the shop floor roles entailed in high involvement work organisations. They argue that specification of the performance requirements of such roles will facilitate employees taking on appropriate behaviours, reduce role confusion, and enable consistency in human resource practices. They discuss the use of repertory grids to explore the models of effective performance held by production managers and derive nine critical dimensions of shop floor employee performance from the analysis. These contain specific behavioural examples and are grouped around four higher-order dimensions: ‘process ownership’, ‘social skills’, ‘personal style’, and loss prevention’. These dimensions form the basis of a broader specification of the skills, knowledge and general orientations required by shopfloor employees in high involvement roles.     

Leadership quality and follower affect: A study of U.S. presidential candidates

Using the tripartite model of attitude structure as a conceptual basis, this article investigates voter attitudes toward presidential candidates, including cognitive and affective assessments of these leaders as well as behavioral intentions and voting behavior. Data collected from the seven most recent U.S. presidential elections were used to compare Democratic and Republican Party candidates who were successful in securing votes to those who were unsuccessful. Here, follower perceptions of leader intelligence, feelings of pride and hope, as well as feelings of fear and anger were found to be statistically different between the two groups. Additionally, regression analysis using follower assessments of candidates' leadership quality, as dependent upon certain perceptual traits of that leader, are presented. Candidates perceived to be higher in intelligence, considered to possess stronger degrees of inspirational quality, and judged more “likeable,” in terms of generating stronger degrees of positive follower affect and lower degrees of negative follower affect, are considered better quality leaders. Followers' perceptions of these traits are found to be key predictors of whether that follower will consider a leader to be of high quality.     

Resolving post-formation challenges in shared IJVs: The impact of shared IJV structure on inter-partner relationships

The “50/50”, or the shared management international joint venture (shared IJV) remains a popular and yet challenging control structure to govern IJVs. The purpose of this study is to understand the post-formation management of shared IJVs, specifically the relationship between shared structure, relational conditions and management of post-formation challenges. Our evidence is based on 26 in-depth interviews across four cases of shared IJVs between British multinationals and Asian companies. Our findings indicate that the highly integrative nature of shared IJVs, including high operational interdependence and shared decision-making, encourages partners to work closely together, communicate frequently and intensely and exchange personnel. Although share management can lead to inter-partner conflicts, the equal investment and mutual responsibility partly provides partners with motivation and opportunities to learn about each other, to better implement the control structure, to build trust, and to commit to the venture and partner. These relational conditions facilitated the successful management of post-formation challenges such as diversity related conflicts and macro volatility.