Transatlantic wage gaps and the migration decision: Europe–Canada in the 1920s

As has been seen in other contexts, workers in similar occupations earned much higher wages in Canada than Europe during the 1920s. This observation and related aspects of immigration are addressed with a life-cycle model of the migration decision. The characteristics of immigrants from five European countries: Ireland, Italy, the Netherlands, Poland, and Sweden, are explored in a way that sheds light not just on those population flows but on the process of immigration generally. We draw on passenger manifests from immigrant ships for information on the individual migrants. Simulations, based partly on the these manifests, reveal that the costs of migration, borrowing constraints, concern for status, and country-specific taste preferences account for key immigrant characteristics, and help explain the large wage differentials that persisted despite Canada’s relatively open immigration policy.     

Personality characteristics and the decisions to become and stay self-employed

Based on a large, representative German household panel, we investigate to what extent the personality of individuals influences the entry decision into and the exit decision from self-employment. We reveal that some traits, such as openness to experience, extraversion, and risk tolerance affect entry, but different ones, such as agreeableness or different parameter values of risk tolerance, affect exit from self-employment. Only locus of control has a similar influence on the entry and exit decisions. The explanatory power of all observed traits among all observable variables amounts to 30 %, with risk tolerance, locus of control, and openness having the highest explanatory power.     

THE PATIENT AS CONSUMER: THE ADVERTISING OF PHARMACEUTICALS DIRECTLY TO CONSUMERS SHOULD BE ALLOWED AND ENCOURAGED

The pharmaceutical industry, with few exceptions, is not permitted to advertise its products directly to consumers (DTCA). It is the author's opinion that DTCA should be allowed and encouraged and that it is only a matter of time before this happens. Support for this view comes from reviewing the substantial amount of research undertaken in this controversial area of health policy.     

Takeover activity in Australia: endogenous and exogenous influences

The present paper analyses the population of takeover bids for listed Australian companies using quarterly data over a 25-year period to re-examine the predictability of takeover activity and to determine if there is a flow on impact on macroeconomic variables. We examine whether takeover activity: (i) is endogenous; that is, determined by own activity; (ii) is jointly determined by macroeconomic and capital market variables; and (iii) has an exogenous spillover impact across the economy. We find that stock prices and takeover activity share a long-term common trend, the relative success of takeover bids is independent of sharemarket activity, and conclude that aggregate takeover activity is driven by fundamental economic factors rather than by speculative activity.     

Managing service innovation: the need for selectivity rather than 'best practice'

In this paper we contrast the notions of best practice and configurations contingent on environmental conditions. The analysis draws upon our study of 38 UK and 70 US service firms. Four system configurations are identified, and the results provide an opportunity for updating the typologies of services, and suggest that practices and performance are multi-dimensional.     

The Sustainability Balanced Scorecard – linking sustainability management to business strategy

The Balanced Scorecard of Kaplan and Norton is a management tool that supports the successful implementation of corporate strategies. It has been discussed and considered widely in both practice and research. By linking operational and non‐financial corporate activities with causal chains to the firm's long‐term strategy, the Balanced Scorecard supports the alignment and management of all corporate activities according to their strategic relevance. The Balanced Scorecard makes it possible to take into account non‐monetary strategic success factors that significantly impact the economic success of a business. The Balanced Scorecard is thus a promising starting‐point to also incorporate environmental and social aspects into the main management system of a firm. Sustainability management with the Balanced Scorecard helps to overcome the shortcomings of conventional approaches to environmental and social management systems by integrating the three pillars of sustainability into a single and overarching strategic management tool. After a brief discussion of the different possible forms of a Sustainability Balanced Scorecard the article takes a closer look at the process and steps of formulating a Sustainability Balanced Scorecard for a business unit. Before doing so, the basic conventional approach of the Balanced Scorecard and its suitability for sustainability management will be outlined in brief. Copyright © 2002 John Wiley & Sons, Ltd and ERP Environment.