Critical events in time and space when cooperation turns into competition in business relationships

This study aims to improve our understanding of the processes of critical events in time and space that lead from cooperation to competition in dyadic business relationships. Within the business network approach there has recently been a call for research into both time and competition, and research combining both is novel. The study identifies and analyzes critical events in time, their connections with each other and the inner and outer space related to each event. The empirical study is based on four qualitative cases. The findings contribute to existing research by presenting several new perspectives on events and spaces, which improves our understanding of time and process in business networks. Business relationships may evolve from cooperation to competition through chronological events involving information sharing, sales-related and opportunistic activities. In space, these events mostly relate to the focal business relationships, the individual companies and third parties, such as customers.     

Communicative skills that support value creation: A study of B2B interactions between customers and customer service representatives

Although interaction has been acknowledged as central in value creation there is still a lack of empirical studies on how value creation is accomplished in practice, and in particular how communicative skills support customers' value creation. The purpose of this paper is therefore to generate a deeper understanding of how customer service representatives' communicative skills in conversations with customers support customers' value creation. We argue that value creating processes correspond to customers' roles as “feelers”, “thinkers” and “doers”. Accordingly, value creation involves three interdependent elements, an emotional, a cognitive and a behavioral. Based on a qualitative research design, drawing on an empirical study of 80 telephone conversations between customers and customer service representatives in a business-to-business context, the paper demonstrates three communicative skills that are essential in supporting customers' value creation: attentiveness, perceptiveness and responsiveness. The findings show how employees, by means of these communicative skills support customers' value creation. Attentiveness supports cognitive elements of the customers' value creating processes, whereas perceptiveness supports value creation in terms of cognitive, behavioral and emotional aspects. Finally, responsiveness supports the customer's cognitive as well as behavioral value creation.     

Neglected and overemphasized risks: the opinions of risk professionals

Research on risks has mainly been devoted to detailed analyses of such risks that are subject to public debate and policy decision making. However, many if not most of the risks that are now the subject of regulation were once neglected. Experts in conjunction with regulators have a crucial role in putting risks on the policy agenda. But what views do experts have on the matter of attention to risks? In order to answer this question risk assessment experts were asked to list the risks they considered to be over‐emphasized, respectively neglected. Radiation risks constituted the largest category of risks reported to be over‐emphasized. Other risks often reported to be over‐emphasized included BSE, GMOs, amalgam, and air traffic. Lifestyle risks were the largest category of risks reported to be neglected. Other risks often listed as neglected included radon (as an exception within the radiation category), road traffic, socio‐economic risks, energy production excluding nuclear power, and local accidents (including fires and workplace accidents). Risks mentioned about equally often as neglected and over‐emphasized included chemicals and crime. There was a correlation between perceived risk and neglect: risks considered to be neglected were also judged as larger. For a comparison, the topics of articles in the journal Risk Analysis from 1991–2000 were categorized into the same risk categories that were used for the questionnaire. The risks most commonly treated in the journal (chemicals and cancer) coincided with the risks which experts in our survey considered to be overemphasized rather than neglected.     

Sustainability in EU Tax Law

Intereconomics - As sustainability embeds concepts of economic prosperity and growth, the idea of pursuing it through law — and through lawyers, with their tendency to focus on rights, as...     

Strategic Management Thinking and Practice in the Public Sector: A Strategic Planning for All Seasons?

This paper explores how strategic management thinking manifests itself in strategic management practice in the public sector. Mintzberg's framework of ten strategic management schools of thought is chosen for mapping strategic management thinking. The paper analyses a convenience sample of 35 strategic management processes, observation of an agency's strategy reformulation process and interviews of managers in the public sector in Norway for informing the discussion. Strategic planning is heavily criticised in some of the business strategy literature. The analysis indicates that strategic management in the public sector extensively uses strategic planning, bundled with certain other schools of thought, despite tendencies to downplay formal, mechanistic planning in contemporary strategic management theory.     

Empirical evidence on the two-gap hypothesis: A revised analysis

This paper reconsiders the problem, analyzed by Weisskopf (1972a), of empirically classifying a set of low-income countries as having had their growth performance primarily constrained by the availability of foreign exchange or of domestic savings. Ambiguities in Weisskopf's procedure are noted, and an alternative, based on the extension of classical likelihood-ratio methods to the case of regression parameters subject to linear inequality constraints, is suggested. Reclassifying a subset of countries from Weisskopf's sample, we find stronger evidence against the importance of an independent foreign exchange constraint than indicated by Weisskopf's original results.     

Über eine Abrundungsmethode bei Berechnung von Pensionsraten

Abstract

Zufolge des Gesetzes über Volksrentenversicberung vom 28. Juni 1935 — das das Gesetz tiber allgemeine Rentenversicherung vom 30. Juni 1913 ersetzte — erhält jeder schwedische Staatsangehörige im Alter von 67 J abren oder bei vorheriger dauernder Arbeitsunfähigkeit Anspruch teils auf eine Grundrente, deren Höbe nur von den von einem jeden entrichteten Rentenprämien abhängig ist, teils auf eine Zusatzrente, die u. a von dem auf besondere Weise abgeschätzten Jahreseinkommen eines jeden abhängig ist.     

Big business and small states: Unilever and Norway in the interwar years1

In 1930, Unilever tried to take control of Lilleborg, Norway's most important producer of soap and vegetable oil, with the aim of wiping out most of Norway's independent margarine and soap industry. However, as the purchase was dependent on government concession, Unilever became embroiled in a power struggle with the Norwegian political authorities. The company was strongly criticized by Norwegian nationalists. The question of whether or not to let Unilever go forward became one of the most contested questions in Norwegian politics in the period. In the end, Unilever was allowed to go ahead with the purchase, but in return the company was forced to make substantial concessions. Expanding on Jones's framework for understanding the balance of power between multinationals and host governments, in this article it is argued that we must look beyond firm specific assets and a cost‐benefit oriented analysis of the relationship between multinationals and host countries to understand the end result. In this case, nationalism had a decisive impact. Unilever's acquisition of Lilleborg and the Norwegian response thus contributes to our understanding of the nature of multinational enterprise in the interwar period and of the political economy of foreign direct investment in general.