Operations change interactions in a service environment: Attitudes,behaviors, and profitability

An attitudinal and behavioral change program was developed and implemented in a service operations function. Changes were (1) stabilizing operations management (reducing turnover) and (2) improving attitudes and behaviors of employees with strong union affiliations in a common carrier trucking terminal when compared to similar employees in a control terminal undergoing no planned change. Management turnover was reduced. Other results from the eighteen-month longitudinal study indicated that employee attitudes in both groups remained negative toward work, management, and the company throughout the study period. Behaviors relating to attitudes — particularly turnover, absenteeism, and accident rates—improved at the experimental terminal, even though expressed attitudes remained negative. Operating efficiencies and profitability improved at the experimental terminal. It was found that these employees, pick-up and delivery drivers, retain positive attitudes toward customers and customers the same toward them, in spite of the drivers' negative attitudes toward the company. The operative service employee appeared to discriminate between attitudes toward the company and the customer; the drivers' negative attiudes toward most everything (except the customer) not affecting the customer's perceptions of the driver or the company.     

Global analysis and economics III: Pareto Optima and price equilibria

Among other things a global version of the fundamental theorem of welfare economics is proved. One starts with a pure exchange economy with fixed total resources where hypotheses of differentiability, convexity, and monotonicity are made on the utility functions. Let ? be the set of price equilibria where the initial allocation coincides with the final one. Then the map which assigns to such a price equilibrium, the corresponding allocation is a diffeomorphism (a complete correspondence) between ? and the set of Pareto Optima.     

Practitioners' Corner: Introduction to the Special Issue

The first 150 words of the full text of this article appear below. The material in this volume is the result of a call for papersto the participants of the "Conference on Analysis of High-FrequencyFinancial Data and Market Microstructure" held in December 2003in Taipei, Taiwan. Jeffrey Russell and Ruey Tsay have actedas guest editors for this special issue, together with the editorsRené Garcia and Eric Renault. The availability of high-frequency data has spawned considerableliterature on volatility measurement and forecasting. The materialis mathematically delicate and perhaps "Practitioners’Corner" would be well advised to let the dust settle a bit tosee what emerges at the end of the day. On the other hand, thepractically minded may well be served by a good road map ofthe issues. So with only mild apology do we take up the cartographyof some difficult terrain. To fix ideas, let S(t) denote the price process of a . . . [Full Text of this Article]     

Are employers pursuing value-based purchasing?

Some employers have begun to undertake a variety of initiatives, collectively termed value-based purchasing (VBP), which aim at factoring quality into the purchasing decision-making process when negotiating costs with providers and insurers. There is evidence that the VBP movement has begun gaining momentum; yet it is unclear whether employers are firmly committed to VBP principles. By surveying a national sample of employers, this study investigates the extent to which employers are currently engaged in VBP activities and also increases our understanding of barriers hampering the broader implementation of these activities.     

Pace of work and piece rates

Using cross-industry survey data, I examine how the determinants of the pace of work affect the probability of using piece rates. Internal determinants raise the likelihood of piece rates, while response to external needs lowers the probability.     

To Do Well by Doing Good: Improving Corporate Image Through Cause-Related Marketing

As part of their corporate social responsibility, many organizations practice cause-related marketing, in which organizations donate to a chosen cause with every consumer purchase. The extant literature has identified the importance of the fit between the organization and the nature of the cause in influencing corporate image, as well as the influence of a connection between the cause and consumer preferences on brand attitudes and brand choice. However, prior research has not addressed which cause composition most appeals to consumers or the impact of cause choice on corporate image. A between-subjects field experiment in the Netherlands examines the influence of three core cause attributes??cause type, cause scope, and cause acuteness??on consumers?? perceptions of corporate image. Furthermore, this experiment examines the extent to which consumer identification with the cause mediates the influence of the cause attributes on corporate image. The findings indicate that identification with the cause leads to more positive evaluations of marketing campaigns for cause type and cause scope. Also, however, our results uncover a negative direct relationship between cause scope and corporate image. Cause acuteness is only marginally influential in corporate image perceptions. By proposing and testing a comprehensive model of the influence of cause attributes on corporate image in cause-related marketing, this article provides important implications and suggests avenues for further research.     

Every story tells a picture: Lessons from cartoons on corporate governance

While pictures tell stories, in the case of cartoons, stories also tell pictures. A theory of cartooning suggests that cartoons reflect public sentiment toward issues. As such, cartoons are a useful way of gauging and tracking public sentiment over time. This article uses a historical cartoon analysis to track public sentiment toward issues surrounding corporate governance. Specifically, it compares what cartoons reflected prior to the economic crash of 2008 and what they portrayed after. The criteria of narrative, location, binary struggle, and normative transfer were used as a framework to analyze 258 cartoons. We found that three major changes emerged after the 2008 crash that hold important lessons for those who govern corporations: the public's concern is no longer so much about corporate and individual fraudulent behavior as it is about corporate and individual greed; there is an impression that corporations do not do bad things so much as they do not do any good things; and ordinary people, workers, and taxpayers are those who suffer most when corporations are not governed well.     

Scheduling jobs with values dependent on their completion times

The paper concerns two scheduling problems with job values and losses of job values (costs) dependent on job completion times. In the first problem, we consider scheduling jobs with stepwise values in parallel processor environment. In the stepwise value, there is given a number of moments at which the job value decreases and between them the job value is constant (thus, the value deteriorates over time). The maximized criterion is the total job value. We prove strong NP-hardness of a single processor case of the problem and construct a pseudo-polynomial time algorithm for a special case with fixed number of unrelated parallel processors and fixed number of common moments of job value changes. Additionally, for uniform and unrelated parallel processors we construct and experimentally test several heuristic algorithms based on the list strategy. The second problem is a single processor one with piecewise linear losses of job values (the loss increases over time). The minimized criterion is the total loss of job value. We prove strong NP-hardness of the problem and existence of a pseudo-polynomial time exact algorithm for its special case. We also construct some heuristic algorithms for this problem and verify experimentally their efficiency.