Disaggregating the Demand for Pesticides: Does it Matter?

This paper analyzes the demand of French farmers for pesticides by disaggregating among the three main categories of pesticides. We estimate the demand elasticities of herbicides, insecticides, and fungicides with respect to pesticide expenditure, and also consider crop differentiation. We retain a Linear Approximated Almost Ideal Demand System specification. A Full‐Information Maximum Likelihood estimation procedure is used to deal with corner solution problems and censored data. The estimation is based on two cross‐sections covering pesticide use of three major crops cultivated in France in 2001 and 2006. Our results show that farmers' response to price variation is very low, especially for 2001. Furthermore, elasticities of pesticide expenditure are significantly different across categories: the highest levels are obtained for fungicides and the lowest ones for insecticides. Finally, we find higher own‐price elasticities for herbicides and fungicides than for insecticides, which are less frequently used.     

Analysis of the Service Dominant Logic network,authors, and articles

The present study analyses research conducted in Service Dominant Logic (S-D logic), providing an overview of its intellectual structure. For that purpose, a structured approach was adopted through the implementation of bibliometric methods, using co-citation analysis combined with performance analysis and an integrative science mapping approach, which considered a timeline, a graph, and a distance-based perspective. This allowed the identification of the leading authors and of six clusters of articles based on bibliographic coupling, along with the most prominent research themes clustered in five subdomains of research based on co-occurrence of terms. The networks extracted show the associations between the main articles and concepts treated by the S-D logic community, unveiling the salient challenges and prospective expansion facing its future theoretical and practical context.     

Unobserved firm heterogeneity and the size-exports nexus: Evidence from German panel data

This paper starts from the stylized fact that firm size and exporting tends to be positively related. Using large sets of establishment panel data for three different industries from official statistics, evidence is presented that the familiar picture of an export/sales ratio that increases (at a decreasing rate) with firm size vanishes if unobserved firm heterogeneity is controlled for in a fixed-effects fractional logit regression model. This finding is well in line with the fact that many small firms are “hidden export champions.” JEL no. F10, D21, L60     

IMPROVING HUMAN DEVELOPMENT: A LONG‐RUN VIEW

Abstract The pessimistic flavour of the Human Development Reports appears to be in contradiction with their own numbers as developing countries fare comparatively better in human development than in per capita GDP terms. This paper attempts to bridge this gap by providing a new, ‘improved’ human development index (IHDI), informed by welfare economics. The IHDI is presented here alongside the United Nations Development Programme's (UNDP) HDI for the world and its main regions since the late 19th century. Social dimensions in the IHDI are derived, following Kakwani (Journal of Development Economics 41 (1993), pp. 307–336), with a convex achievement function, whereas a geometric average is employed to combine its dimensions (longevity, knowledge and income). Thus, the IHDI does not conceal the gap between rich and poor countries and casts a much less optimistic view than the conventional UNDP index, while it fits with the UNDP concern for international differences. The paper's findings highlight main weaknesses in human development dimensions of present‐day developing countries.     

A dual‐sequence framework for B2C relationship formation: Moderating effects of employee communication style in online group chat

Past research on B2C relationships has typically focused on unidimensional constructs of satisfaction, trust, and commitment, ignoring underlying psychological dimensions. Although some studies have examined cognitive and affective dimensions of these relational constructs, dual sequential effects in relationship formation have not been investigated. This study proposes and finds (in the context of online group chat) that parallel cognitive and affective sequences of relationship formation take place, thus expanding scholarly understanding of underlying psychological processes and offering marketing practitioners two different ways to build relationships with consumers. The proposed dual‐sequence relational framework further advances theory by shedding light on counterintuitive findings in past research. The study also supports the proposed moderating effects of employee communication style, such that sequential effects of cognitive (affective) relational constructs are stronger with a task‐oriented (socially oriented) employee, thus offering insights to practitioners in hiring and training employees to match specific organizational goals for building relationships with consumers. © 2009 Wiley Periodicals, Inc.     

HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution

Previous studies already established the idea of a partnership in which HR professionals and line managers share an organisation’s HRM responsibility. Yet, this relationship is often plagued by conflicts and other obstacles. As such, a perceptual discrepancy is likely to exist between both parties on the degree of HR devolution, which may eventually lead to bad performance. Using survey data, we empirically analyse which factors may explain a perceptual discrepancy between HR professionals and line managers on the latter group’s role in HRM. Results show that the HR-line discrepancy on the degree of HR devolution is rooted in differences in perception on several other factors, including organisational support, (personnel) red tape, the line’s individual capacity and age. Overall, though, it is a matter of understanding both HR’s expectations and the line’s experiences in all aspects of their partnership.