The economic evaluation of job safety

Zusammenfassung Gesetzliche Regelungen und direkte staatliche Eingriffe im Bereich der Arbeitswelt, des Verkehrs oder der Umwelt haben in einem großen Ausmaß die Vermeidung oder Reduzierung von Krankheits- und Unfallrisken zum Ziel. Nicht selten verläuft die öffentliche Diskussion über die Beurteilung dieser Maßnahmen im außerökonomischen Raum unter (bewußtem oder unbewußtem) Verzicht auf die Offenlegung der Kosten-Nutzen-Aspekte. Doch gerade die Umweltproblematik demonstriert deutlich die Aktualität der Frage, anhand welcher Kriterien die politischen Entscheidungsträger derartige Maßnahmen bewerten sollen.In dieser Arbeit wird die Frage der Bewertung von Sicherheitsmaßnahmen aus der Sicht des Arbeitsmarktes aufgegriffen. Nach einer theoretischen Einleitung gibt sie einen Überblick über verschiedene methodische Konzepte zur Quantifizierung des Nutzens von Maßnahmen der Arbeitsplatzsicherheit. Im empirischen Teil wird auf der Basis von Arbeitsmarktdaten aus dem Mikrozensus 1981 und nach Wirtschaftszweigen gegliederten Unfallstatistiken öffentlicher Versicherungsanstalten die implizite Bewertung des Arbeitsplatzrisikos geschätzt. Hiefür wird die sogenannte Hedonic-price-Methode angewandt, d. h. die impliziten Preise von Arbeitnehmer- und Arbeitsplatzcharakteristika werden aus beobachteten Daten auf dem Arbeitsmarkt mit Hilfe von Regressionsschätzungen ermittelt.Aus den Koeffizienten der Risikovariablen kann über den Betrag Aufschluß gewonnen werden, den, den die Gesellschaft für die Bereitstellung von Sicherheitsmaßnahmen zur Verminderung des Unfallrisikos zu zahlen bereit ist. Die Ergebnisse weisen darauf hin, daß auch in Österreich, trotz der in der politischen Diskussion dominierenden Auffassung, erhöhtes Arbeitsplatzrisiko sei nicht durchmonetäre Entschädigungen abzugelten, eine implizite Beziehung zwischen Lohnhöhe und Arbeitsplatzrisiko besteht. Weiters zeigt sich, daß eine Bewertung von Sicherheitsmaßnahmen anhand des gesamtwirtschaftlichen Einkommensentgangs aufgrund des Produktionsausfalls, der durch die Nichtbereitstellung dieser Sicherheitsvorkehrungen entstünde, die gesellschaftliche Bewertung dieser Maßnahmen schwerwiegend unterschätzt.

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We are grateful to Dr. Christoph Badelt and the anonymous referees for their valuable comments and criticism. Of course, the authors bear the responsibility for any remaining errors.     

Explaining alliance success: Competences, resources, relational factors, and resource-advantage theory

Business alliances, by filling critical resource gaps, enable firms to have positional advantages that lead to superior financial performance. Some alliances, however, are more successful than others. The three prominent theoretical approaches to explaining alliance success rely on resources, competences, and relational factors. The authors theorize that the three approaches are interdependent and, using resource-advantage (R-A) theory as a framework, develop an integrative model. This model proposes that the three approaches are linked by means of relationships among (1) alliance competence, (2) complementary resources, (3) idiosyncratic resources, and (4) cooperation. A test of the model, using a sample of alliance professionals, finds support for the theory that the three approaches are, indeed, interdependent and that resources, construed in the manner of R-A theory, influence alliance success through positional advantage.     

Advancing marketing strategy in the marketing discipline and beyond: from promise,to neglect,to prominence,to fragment (to promise?)

ABSTRACT

The purpose of this article is to advance the field of strategic marketing within the marketing discipline, which will in turn, the author argues, contribute to enhancing the discipline’s impact beyond the narrow confines of its own journals. Towards this goal, certain aspects of the history of marketing strategy need to be reviewed. However, though this article draws extensively on historical sources, it is not a history of marketing strategy. Rather, this article uses historical materials and arguments concerning the four ‘Eras’ of marketing thought to advance five major claims: the area of strategic marketing (1) had significant promise when the marketing academic discipline was founded in Era I (1900–1920), (2) was neglected in Era II (1920–1950), (3) rose to prominence in Era III (1950–1980), (4) has become a ‘fragment’ in Era IV (1980–present) and (5) has prospects that are both promising and problematic in the future ‘Era V’. Finally, a tentative prognosis for strategic marketing and the marketing discipline is suggested.     

Medication,equipment, and supply costs for common interventions providing extended post-surgical analgesia following total knee arthroplasty in US hospitals

Aims: To estimate the cost to hospitals of materials (i.e. medications, equipment, and supplies) required to administer common interventions for post-surgical analgesia after total knee arthroplasty (TKA), including single-injection peripheral nerve block (sPNB), continuous peripheral nerve block (cPNB), periarticular infiltration of multi-drug cocktails, continuous epidural analgesia, intravenous patient-controlled analgesia (IV PCA), and local infiltration of bupivacaine liposome injectable suspension (BLIS).

Materials and methods: This analysis was conducted using a mixed methods approach combining published literature, publicly available data sources, and administrative data, to first identify the materials required to administer these interventions, and then estimate the cost to the hospital of those materials. Medication costs were estimated primarily using the Wholesale Acquisition Costs (WAC), the cost of reusable equipment was obtained from published sources, and costs for disposable supplies were obtained from the US Government Services Administration (GSA) database. Where uncertainty existed about the technique used when administering these interventions, costs were calculated for multiple scenarios reflecting different assumptions.

Results: The total cost of materials (i.e. medications, equipment, and supplies) required to provide post-surgical analgesia was $41.88 for sPNB with bupivacaine; $756.57 for cFNB with ropivacaine; $16.38 for periarticular infiltration with bupivacaine, morphine, methylprednisolone, and cefuroxime; $453.84 for continuous epidural analgesia with fentanyl and ropivacaine; $178.94 for IV PCA with morphine; and $319.00 for BLIS.

Limitations: This analysis did not consider the cost of healthcare providers required to administer these interventions. In addition, this analysis focused on the cost of materials and, therefore, did not consider aspects of relative efficacy or safety, or how the choice of intervention for post-surgical analgesia might impact outcomes such as length of stay, re-admissions, discharge status, adverse events, or total hospitalization costs.

Conclusions: This study provided an estimate of the costs to hospitals for materials required to administer commonly used interventions for post-surgical analgesia after TKA.     

The service-dominant logic and a hierarchy of operant resources: developing masterful operant resources and implications for marketing strategy

Marketing’s evolution toward a new dominant logic requires the focus of marketing to be on the intangible, dynamic, operant resources that are at the heart of competitive advantage and performance. First, building on resource-advantage theory’s notion of basic resources and higher-order resources, this article proposes a hierarchy of basic, composite, and interconnected operant resources. Second, reviewing research on business strategy and marketing strategy, several resources that correspond to the proposed hierarchy are identified and discussed. Third, the notion of developing masterful operant resources is introduced. Fourth, based on the proposed hierarchy and the notion of masterful operant resources, some exemplars of potential research avenues for marketing strategy are provided. Finally, the article concludes with the discussion of implications for marketing practitioners, researchers, and educators. In sum, this article extends and elaborates the concept of operant resources in the service-dominant logic of marketing.     

Cultural variation in response to strategic emotions in negotiations

This research examined how culture influences the effectiveness of the strategic displays of emotions in negotiations. We predicted that in cross-cultural negotiation settings, East Asian negotiators who highly regarded cultural values that are consistent with communicating respect as humility and deference would be more likely to accept an offer from an opposing party who displayed positive as opposed to negative emotion. With a sample of East Asian MBA students, the results of Study 1 confirmed this prediction. Study 2 results replicated this finding with a sample of Hong Kong executive managers and also found they were less likely to accept an offer from a negotiator displaying negative emotion than Israeli executive managers who did not hold humility and deference in such high regard. Implications for strategic display of emotions in cross-cultural settings are discussed.     

Salesperson cooperation: The influence of relational, task, organizational, and personal factors

Salesperson cooperation has become a crucial issue for the overall performance of most sales organizations. The authors examine the antecedents of task-specific, cooperative behaviors of salespersons toward other salespeople working in the same organization. The main theses of the study are that (1) the four major antecedent categories of factors—relational, task, organizational, and personal— constitute, collectively, the primary determinants of salesperson cooperation and (2) each antecedent category exerts, independently, significant influence on the cooperative behaviors of salespersons. The results support the main theses and provide useful insights for sales managers attempting to foster cooperation among salespeople. The relative impact of each antecedent category, as well as the effects of specific variables within each, is discussed. Cengiz Yilmaz is an assistant professor of marketing at Gebze Institute of Technology, Turkey. He obtained his Ph.D. in marketing from Texas Tech University in 1999. His research interests focus on sales management, distribution channels and relationship marketing, and strategic issues concerning intra- and interfirm aspects in marketing systems and their links with business performance. His research has been published in various conference proceedings. Shelby D. Hunt is the J. B. Hoskins and P. W. Horn Professor of Marketing at Texas Tech University, Lubbock, Texas. A past editor of theJournal of Marketing (1985–1987), he is the author ofModern Marketing Theory: Critical Issues in the Philosophy of Marketing Science (South-Western, 1991) andA General Theory of Competition: Resources, Competences, Productivity, Economic Growth (Sage Publications, 2000). He has written numerous articles on competitive theory, macromarketing, ethics, channels of distribution, philosophy of science, and marketing theory. Three of hisJournal of Marketing articles, “The Nature and Scope of Marketing” (1976), “General Theories and Fundamental Explananda of Marketing” (1983), and “The Comparative Advantage Theory of Competition” (1995) (with Robert M. Morgan) won the Harold H. Maynard Award for the “best article on marketing theory.” His 1985Journal of Business Research article with Lawrence B. Chonko, “Ethics and Marketing Management,” received the 2000 Elsevier Science Exceptional Quality and High Scholarly Impact Award. His 1989 article, “Reification and Realism in Marketing: In Defense of Reason,” won theJournal of Macromarketing Charles C. Slater Award. For his contributions to theory and science in marketing, he received the 1986 Paul D. Converse Award from the American Marketing Association, the 1987 Outstanding Marketing Educator Award from the Academy of Marketing Science, and the 1992 American Marketing Association/Richard D. Irwin Distinguished Marketing Educator Award.     

Product shift in recreation settings: Findings and implications from panel research

Abstract

Resource managers often rely on data from recreation users as one of the inputs for long‐term decisions, but product shift (users responding to changing social or environmental conditions by changing their definition of the recreation experience) may confound the reliability of such information. In this study, we used panel data to examine the product shift phenomenon related to social conditions and describe resulting management implications. The same individuals who participated in a 1977 study of floaters on the Rogue River were contacted in 1991. As predicted by the product shift phenomenon, results indicated that in a situation in which use levels are increasing (a) visitors are more likely to change experience definitions than to become dissatisfied, (b) experience definitions change toward higher density experiences, (c) on‐river encounter norms increase, and (d) perceived crowding does not change. Other findings ran counter to product shift theory: Norms for off‐river encounters did not increase to accommodate additional contacts, and user satisfaction decreased slightly. Management implications suggest a need for well‐defined experience opportunities as well as objective monitoring to document site characteristics over time.