Occupational Safety and Paternalism: Machan Revisited

In 1987, Machan provided a libertarian case against the right to occupational safety. Since before Machan’s essay appeared, many business ethicists and legal scholars have given considerable attention to the overall position Machan endorses: the acceptance of employment at will and the rejection of employee rights. No one yet has given adequate attention, however, to the fact that Machan’s argument against the right to occupational safety actually stands or falls independently of his overall position on employee rights. His argument ultimately rests on two values: the promotion of employee interests and anti-paternalism. Insofar as those who support the right to occupational safety share those values, they must find a strategy for opposing Machan’s argument that preserves those values. In this paper, I demonstrate why Machan’s argument ultimately rests on the promotion of employee interests and anti-paternalism. Then, I develop an objection to Machan’s argument that preserves those values.     

It all depends on your point of view: An historical account of an ethical conundrum in grain handling,ca. 1931

In 1931, charges against Manitoba Pool Elevators of cheating their members on weights and grades in order to conceal losses on their grain elevators – and of concealing these activities – were proven accurate by a provincial Royal Commission. This was ironic given that these were the same practices that the Pool had condemned in the private grain trade for 30 years, and that, they had pledged, the Pool would put an end to. This paper describes these events and examines the ethical issues from the perspective of Reinhold Niebuhr's thought. It then briefly examines more current events in the western Canadian grain business to show how they are illuminated by Niebuhr's insights and why certain problems in the grain industry have been so intractable for the last half century. Copyright © 2007 ASAC. Published by John Wiley & Sons, Ltd.     

为最挑剔的人飞行

对弗莱克斯公司而言，它所作的一切归结起来就是应用无线手机来赢得那些亿万富翁们的欢心     

Managerial perceptions of sales training and performance

This study examines managerial perceptions of the impact sales training has on sales force performance among 46 multinational and 59 national firms in Malaysia. The results demonstrate that, unlike their national counterparts, multinational firm sales managers perceived greater improvement in all five hypothesized measures of performance: company information and policies, sales presentation and communications skills, sales objectives, product information and technical skills, and customer relation skills, as a result of their sales force completing initial sales training. The study concludes with managerial implications of the findings and suggestions for future research.     

Wege zu einer st?rkeren Trennung von Investment- und Gesch?ftsbanking

In the United Kingdom, the United States, Australia and many other countries, ways to separate retail from investment banking are explored and put into practice. In Germany, there is great reluctance to undertake such steps. The main arguments against such a separation are the structure of the German banking sector, the universal banking system, and the claim that Lehman was (only) an investment bank, and its breakdown has triggered the subprime crises. These arguments, the authors show, are not convincing. The paper first discusses different views on a stronger separation of retail from investment banking and subsequently presents and analyses different proposals. Finally, the paper elaborates on the question of how to implement such a system in Germany.     

Digitale Ordnungspolitik — Wirtschaftspolitik daten- und evidenzbasiert weiterentwickeln

Wirtschaftsdienst - Die Digitalisierung bringt weitreichende Änderungen für Wirtschaft und Gesellschaft mit sich. Vor diesem Hintergrund hat das Bundesministerium für Wirtschaft und...     

Unravelling agency relations inside the MNC: The roles of socialization,goal conflicts and second principals in headquarters-subsidiary relationships

Prior research has advanced classical agency theory to account for various characteristics of headquarters (HQ)-subsidiary relations in the multinational corporation (MNC). In an attempt to contribute to this line of research, in this paper, we propose and test an agency model for HQ-subsidiary relations inside the MNC. Drawing on classical agency assumptions, we develop a baseline hypothesis that links informal controls (i.e., socialization), HQ-subsidiary goal conflicts, and the HQ’s use of formal controls (i.e., behavioral controls). We subsequently introduce an important boundary condition, which reflects subsidiaries’ internal agency relations with subsidiary CEOs as second principals. More specifically, we argue that the baseline relationship only holds under low levels of second principal power. To test our model, we employed a unique study design with three parallel surveys addressing the agents and the two principals involved in 131 agency relations within one MNC.