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121.
The gas industry was first privatisedin 1986, and the regulator, Ofgas, identified thecontract gas market as a possibility for introducinginitial competition into the industry. Nevertheless,competing shippers were slow in entering the market.Subsequently, Ofgas introduced a series ofpro-competitive policies. It, however, invoked aseries of strategic behaviour by the incumbentshipper, British Gas. The effectiveness of thesemeasures are analysed here with respect to theevolving competitive process. The issues it raised,especially when formulating future regulatory policiesand theories, are also considered. 相似文献
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This article describes alternative ways of identifying new homes and, using a large dataset of property sales in Las Vegas, Nevada, tests for the extent to which new homes sell at a price premium relative to otherwise similar existing homes. We also investigate whether the results differ across time and location, including before and after the housing bust. Our results suggest that price premia for new homes arise primarily in circumstances in which the supply of new houses is relatively low. In some cases rising to over 20% relative to otherwise similar existing homes. When new homes are plentiful, they are not special and the premium disappears. 相似文献
125.
ABSTRACT This study compared responses of advertising agencies located in the Middle East and the United States to an email survey examining their approach in designing advertisements. The survey examined whether the advertising agency incorporated area-specific cultural values and advertising appeals in the execution of their advertisements. Results indicate that indeed advertising agencies do use, or at least report to use, different cultural values and advertising appeals. Advertising agencies in the Middle East tend to focus more on filial obedience, customs and traditions, loyalty to one's group, honor, and patience. In addition, agencies in the Middle East reported that they tended to portray women in a more modest fashion than their counterparts in the United States. 相似文献
126.
Morris Kalliny 《Journal of Promotion Management》2013,19(4):436-457
There is little doubt that globalization has and continues to have a significant impact on business activities worldwide. The impact of globalization was made possible mainly by advances in technological innovation including the area of global communication. Among the many regions that have been significantly impacted by globalization is the Arab world. The purpose of this paper is to provide answers to the following questions: (a) What technological innovations related to advertising and promotion are dominating the Arab world?; (b) What is the media landscape as it relates to advertising and promotion in the Arab world?; (c) What media outlets are being consumed by Arab consumers?; and (d) What are the most effective media outlets in reaching the Arab consumer? Arguments have been made that the growth of mobile phones, Internet technology, and multimedia devices such as iPods and PlayStation Portables has contributed to the trend of youth moving away from traditional media platforms such as television. While this finding has been supported in research for some regions of the world, this paper studies whether it holds true for the Arab population. 相似文献
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We formulate necessary and sufficient conditions for interim rationalizable trade between two players. Journal of Economic Literature Classification Numbers: D82, C72. 相似文献
130.
Jonathan Morris Barry Wilkinson Max Munday 《International Journal of Human Resource Management》2013,24(6):1047-1060
While Japanese manufacturing investment burgeoned in the UK in the 1980s and 1990s, its relative size remained small. Nevertheless, its impact was greater than its size. At its extreme it was championed by the 'new right' as the way forward for industrial practices, while manufacturing organizations in the UK were quick to attempt to emulate Japanese management practices. Core to these practices was the management of human resources. Coincidentally in the 1980s a new model of personnel management was being championed, namely human resource management (HRM). This was eagerly embraced by UK academics and was translated into two distinct forms, 'hard and soft'. Despite appearing mutually incompatible, the hard and soft forms were forged into a unified model. This paper, drawing on an empirical analysis of personnel practices in Japanese manufacturing plants in the UK, searches for a conjuncture between the HRM model and 'Japanese' models. It concludes that, while there are similarities between the two, there are also distinct differences. Moreover, where similarities exist they are with the hard variety of HRM. 相似文献