Redefining retirement: age equality and the rise of performance management

How do individuals retire when there is no default retirement age? The changes to the retirement regulations were aimed at extending individual choice, but with the use of performance management, employers have a new tool with which to control the time and manner of retirement. Employees who fail to perform as required are now to be ‘managed out’. Therefore, retirement needs to be treated as an outcome of workplace employment relations with consequences for all age groups.     

Paying before consuming: Examining the robustness of consumers’ preference for prepayment

Prior research on consumers’ preference for timing of payment suggests that consumers prefer to prepay for certain kinds of purchases (e.g., vacations) and postpay for others (e.g., washer dryers). This research extends this finding by first comparing preference for timing of payment for products that vary by type (hedonic vs. utilitarian) and durability (nondurable vs. durable) to reveal that it is only hedonic-nondurable products that elicit a preference for prepayment (study 1). The two studies that follow examine the robustness of the prepayment preference by (1) varying the favorability of the transaction (study 2), and, (2) by eliminating the choice of payment timing from the transaction (study 3). Results reveal that the preference for prepayment for hedonic-nondurable goods is robust when transaction characteristics are favorable but shifts when transaction characteristics are unfavorable. Furthermore, when the choice of payment timing is not offered, consumers become indifferent towards when they prefer to pay for hedonic-nondurable products. The implications of these findings for marketers and retailers are discussed.     

The Impact of Upfront Payments on Assortment Decisions in Retailing

There is a contentious debate about the exclusionary effects of upfront payments to be made by manufacturers to place their products on retailers’ shelves. Analyzing a two-stage bargaining process with one downstream retailer and a pool of upstream manufacturers, we find that upfront payments lead to a smaller assortment if the retailer’s bargaining power is high enough and the suppliers’ products are close substitutes.     

Q method and ethnography in tourism research: enhancing insights,comparability and reflexivity

Whereas other writers have recently presented Q method as an option for use in combination with traditional surveys, I employed the mind-mapping technique within a deeply qualitative approach. Showing how the Q method adds value to reflexive ethnography, I highlight the extended possibilities for its application in tourism studies. The method allows qualitative researchers’ novel entries into the perspectives and lived experiences of hosts as well as guests, providing enough rigidness to enhance their systematic handling and comparability, while being flexible enough to do justice to their complexities and nuances. The Q method can successfully be embedded in ethnographic fieldwork practices and used even with illiterate people. By adding themselves as a research participant, researchers can reflect intensely on their own subjective understandings and positions, as well as on their methodological approaches. This is of special value in tourism studies where extended reflexivity is especially urgent, because researchers are often placed in the same category as tourists by their research participants.     

Keeping Up with the Kardashians: Consumers' Intention to Engage in Cosmetic Surgery

This study examined the predictors of intention to engage in a cosmetic surgery. A convenience sampling approach utilizing a self-administered pen-and-paper and online survey was used to collect 214 responses in Australia. Favorable attitude had a significant positive effect on intention to engage in a cosmetic procedure for female respondents. On the other hand, subjective norms had a significant positive effect on intention to engage in a cosmetic procedure for male respondents. Managerially, findings will help practitioners in the cosmetic surgery industry to implement marketing strategies that target this growing consumer segment.     

Regime shifts in stock–flow I(2)–I(1) systems: the case of US fiscal sustainability

In the last two decades, fiscal sustainability has been tested through the use of non‐stationary time series analysis. Two different approximations can be found in the literature: first, a univariate approach that has focused on the stochastic properties of the stock of debt and, second, a multivariate one that has focused on the long‐run properties of the flows of expenditures and revenues, i.e., in the stochastic properties of the deficit. In this paper we unify these approaches considering the stock–flow system that fiscal variables configure. Our approach involves working in an I(2) stochastic processes framework. Given the possibility of the existence of regime shifts in the sustainability of US deficit that the literature has pointed out, we develop a new statistic that can be applied to test several types of I(2) cointegration and multicointegration relationships allowing for regime shifts. To test for these kinds of changing long‐run relationships we propose the use of a residual‐based Dickey–Fuller class of statistic that accounts for one structural break. We show that consistent estimates of the break fraction can be obtained through the minimization of the sum of squared residuals when there is I(2) cointegration. The finite sample performance of the proposed statistic is investigated by Monte Carlo simulations. The econometric methodology is applied to assess whether the US fiscal deficit and debt are sustainable. Copyright © 2010 John Wiley & Sons, Ltd.     

Sport-based entrepreneurship: towards a new theory of entrepreneurship and sport management

The entrepreneurship and sport management disciplines have grown significantly in the past decade. Sport is an entrepreneurial process as innovation and change are key elements of sport. The aim of this paper is to develop a theory of entrepreneurship in sports management by investigating the relationship between entrepreneurship and sport. The rapidly growing and developing sport marketing discipline provides a basis in which to understand how entrepreneurship occurs through innovation, proactiveness and risk taking activities. This paper discusses the connection between the entrepreneurship and sports management fields and argues that there needs to be more integration with the two fields of study and traditional entrepreneurship theory. A theory of sport-based entrepreneurship is developed and different types of entrepreneurship that occur in sports management are examined. Suggestions for future research and implications for practitioners are discussed.     

More powerful panel data unit root tests with an application to mean reversion in real exchange rates

Unit root tests, seeking mean or trend reversion, are frequently applied to panel data. We show that more powerful variants of commonly applied tests are readily available. Moreover, power gains persist when the modifications are applied to bootstrap procedures that may be employed when cross‐correlation of a rather general sort among individual panel members is suspected. Copyright © 2004 John Wiley & Sons, Ltd.     

Crossing the chasm: Leadership nudges to help transition from strategy formulation to strategy implementation

Top managers tend to focus on strategy formulation and planning but fail to embrace the problem-solving complexity of strategy implementation. This can lead to implementation failures that are reflected in misaligned organizations that seem to know where they want to go but cannot seem to get there. We posit that one reason for the ineffective transition from strategy formulation to strategy implementation is that planning is associated with a different set of thought processes and emotional experiences than is required for strategy implementation. We integrate research from management (strategy implementation and change management) with that from psychology (self-regulation and nudges) to identify the transition from strategic planning to implementation as a roadblock that prevents effective strategy implementation. We then present six leadership nudges that aid this transition. The first set of nudges are willpower-enhancing nudges that rely on increasing willpower to help transition from planning to implementation: Remove the distraction to plan, develop implementation intentions, and use verbal framing. The second set are desire-reducing nudges that work to decrease the desirability of planning and in so doing facilitate the transition to implementation: Highlight the end game, leverage a crisis, and celebrate small wins.