Michael Augspurger. An Economy of Abundant Beauty: Fortune Magazine and Depression America. Ithaca, N.Y.: Cornell University Press, 2004. viii + 292 pp. ISBN 0-8014-4204-4, $34.95 (cloth).

A curious blend of business and intellectual history, with anemphasis on the latter, Michael Augspurger’s An Economyof Abundant Beauty offers a reading of Fortune magazine fromits founding in 1930 through the election of Dwight D. Eisenhowerin 1952. Distancing himself from other observers of the publicationwho have interpreted Fortune’s heavy coverage of highculture and aesthetics during the 1930s alongside more prosaicbusiness news as the result of a distinct split between a progressivestaff of writers, including James Agee and Archibald MacLeish,and more conservative editors and publisher Henry Luce, Augspurgerclaims to discern a     

When do B2B brands influence the decision making of organizational buyers? An examination of the relationship between purchase risk and brand sensitivity

The dominant perspective on organizational buying behavior suggests that buyers tend to rely on objective criteria when making product choice decisions and that the potential influence of subjective cues, such as brands, on buyer decision making decreases with increasing risk. An alternative perspective, confirmed in this study by in-depth interviews with various managers, suggests that brands serve as a risk-reduction heuristic, whereby the influence of brands on decision making increases as a function of risk. Building on risk and information processing theories, this research builds on these complementary perspectives to propose that risk and brand sensitivity relate in a U-shaped manner, where brand sensitivity is highest in relatively low- or high-risk situations. The results of scenario- and survey-based field studies—involving 206 and 180 members of buying centers, respectively—suggest that both perspectives have merit and support the proposed nonlinear relationship. Moreover, the findings reveal that the risk-brand sensitivity relationship is moderated by competitive intensity, such that the linear (negative) and quadratic (positive) effects are stronger when competitive intensity is low.     

Managers and their not-so rational decisions

Today's corporate environment requires managers to be excellent decision makers. Their ability to make fast, widely-supported, and effective decisions will, in large part, shape the performance of their firms. In this article, we describe two cognitive systems that influence decision making. System 1 refers to a process that is fast, effortless, and intuitive. System 2 is a slow, controlled, and rule-governed decision-making process. Both are important to a wide variety of managerial decisions, and they interact with each other. There are, however, a number of forces at work that hinder the effectiveness of these processes. For example, we know from prospect theory that managers are unwilling to incur loss, so much so that they often make irrational decisions based on a small probability that they could avoid such loss. Another example, the escalation of commitment, explains why managers may continue to dedicate resources to failed projects. We describe these and other biases, with a view toward helping managers better understand the problems of decision making and improve the effectiveness of their decisions.