The long-run relationship between private and public savings: An empirical note

This empirical note extends the recent work by Holmes (2006) in examining the long-run relationship between private and public savings in the U.S. over the post-World War II period. Standard Engle-Granger cointegration tests fail to reject the null hypothesis of no cointegration; however, once allowance is made for an endogenous break in the cointegrating relationship, the weak form of the Ricardian equivalence proposition is supported.     

Middle Managers' Divergent Strategic Activity: An Investigation of Multiple Measures of Network Centrality

abstract    Using a sample of 89 mid-level managers in a US based urban hospital, this study investigates relationships among three measures of network centrality and managers' divergent strategic activity. While prior work has demonstrated a relationship between managers' boundary-spanning responsibilities and strategic activity, inadequate attention has been paid to managers' internal network position. Drawing from established theory, we consider expected network flows associated with three elements of the strategic renewal process. From this, we hypothesize and test relationships among managers' divergent activity and three measures of network centrality. Our findings suggest specific relationships between alternative forms of network centrality and particular elements of the strategic renewal process. Consistent with existing research, the findings also show boundary-spanning managers to be more strategically active than their non-boundary-spanning counterparts.     

Preventing HIV in injection drug users: exploring the tradeoffs between interventions

Injection drug users (IDUs) transmit the human immunodeficiency virus (HIV) via both needle sharing and sex. Available interventions for this population have varying costs and effectiveness and focus on different risk behaviors. In this analysis, we look at two interventions. One is inexpensive, broad-based and provides modest risk reductions (street outreach (SO)); the other is narrowly focused, expensive and relatively effective (methadone maintenance). This analysis explores the effects of population risk behavior, intervention effectiveness, intervention costs, and decision constraints when allocating funds between these two interventions to maximize effectiveness. We develop a model of the spread of HIV, dividing IDUs into susceptibles (uninfected) and infectives, and separately portraying sex and injection risk. We simulate the epidemic in New York City for time periods from the mid-1980s to the early 1990s, and incorporate the behavioral effects of two interventions performed singly or in combination to find the allocation that maximizes the number of infections averted in the IDUs and their noninjecting sex partners, assuming interventions have increasing marginal costs. We find that the optimal allocation nearly always involves spending the maximum allowable amount on SO. This result is largely insensitive to variations in risk parameters, intervention efficacy, or cost. The model's structure, however, makes clear that many factors contribute to this insensitivity, namely the scope of the interventions, the dual drug/sex nature of HIV risk in the population, the asymmetry of sexual risk for men and women, and the potential benefits to nonIDUs.     

The Dangers of Misclassifying “Employees”: Microsoft Litigation Emphasizes Distinctions Between Employees and Nontraditional Workers

In the past decade, businesses, for reasons such as greater flexibility and lower total costs, have increased their use of nontraditional workers such as independent contractors and temporary agency employees. The Internal Revenue Service's crackdown on misclassifying employees slowed this growth. Additionally, recent lawsuits by nontraditional workers against employers such as Microsoft Corporation have resulted in some client employers being forced to pay more benefits to nontraditional employees because of employment misclassification and coemployment rulings. Such rulings might reduce or even eliminate the use of some types of nontraditional employees. This paper analyzes the vast array of types of workers that have evolved into the nontraditional work force and the difficulty of defining employee with respect to entitlement to employer benefits. Possible recommendations for employers include auditing present use of nontraditional workers, accurately classifying employees, and taking proper actions to minimize problems in the future.     

The Self-concept of Black and White Women: The Influences Upon Its Formation of Welfare Dependency, Work Effort, Family Networks, and Illnesses

Abstract . The concept of “self-efficacy” is used to test the hypothesis that the negative self-concept of welfare recipients coniributes to long term psychological and material dependency on such assistance. Self-efficacy focuses on the extent to which people are able to produce and regulate events in their lives and is associated with self-imposed performance expectations. The extent to which the minority status which Blacks occupy in this society decreases self efficacy relative to Whites is examined, using information generated from structured interviews with 290 low income Black and White women. Operationalizing the concept of self-efficacy with appropriate controls for socioeconomic status, family composition and other factors results in finding no racial differences in sense of self-efficacy between Black and White women. Observed differences in patterns of receipt of public assistance are found to be more directly related to the persistence of structural barriers to upward mobility that have differential impacts on Blacks and Whites. Long term receipt of public assistance is found to adversely affect both self-worth and work orientation/perceived efficacy for all women.     

An Integrative Framework for Measuring the Extent to which Organizational Variables Influence the Success of Process Improvement Programmes

abstract    Studies on the three types of process improvement programmes (Continuous Improvement, Reengineering and Benchmarking) have appeared many times in the literature. These studies suggest that certain organizational variables act as enablers and their presence or absence can significantly influence success rates. Such studies have tended to examine companies where a single programme has been implemented. In contrast, this paper examines a sample of companies who have experienced all three programmes. Our aim is to compare and contrast each programme's impact on firm performance and identify which organizational variables are common and which are programme-specific enablers of success. We build and test an integrative framework to support our analysis. Our study found that: (1) Reengineering delivered the greatest impact on performance; (2) executive commitment was needed to make this happen; (3) strategic alignment was the major influence on the success rate of Reengineering and Continuous Improvement programmes; and (4) employee empowerment was necessary for each programme to work effectively.     

Sickness Presenteeism, Sickness Absenteeism, and Health Following Restructuring in a Public Service Organization

abstract    This study examined the relationship between sickness presenteeism, sickness absenteeism, organizational outcomes and employee health. In particular, we wanted to investigate to what degree employees were substituting sickness presence for sickness absence. Three hypotheses were tested to formalize this 'substitution proposition'. We surveyed a Canadian public service organization which was involved in a large scale downsizing initiative. For this study, 237 Personnel Corporation (pseudonym used) employees responded to the survey, representing a 66 per cent response rate. Survey results indicated that, while the workforce was of average health, sickness absenteeism was less than half that of the national average. The difference could be accounted for by sickness presenteeism – the average number of days employees attended work while ill or injured was greater than the number of days of sickness absence. The pattern of results supported the notion that employees were substituting presenteeism for absenteeism. The frequency and type of self-reported health problems were highly similar for presenteeism and absenteeism. Work factors (e.g. job security, supervisor support and job satisfaction) tested were significantly correlated with presenteeism. Presenteeism appears to be a stronger predictor of health than absenteeism, suggesting that efforts to improve workplace health may have a more immediate impact on presenteeism than on absenteeism.     

The differing roles of success drivers across sequential channels: An application to the motion picture industry

In several product categories, it is typical to release products sequentially to different markets and customer segments. Conventional knowledge holds that the roles of various product success drivers do not differ significantly across these sequential channels of distribution. The authors examine sequential distribution channels within the motion picture industry and develop a model that proposes that such differences exist between a primary (short- and long-term theatrical box office) and a sequential (video rental) channel. The authors test their model with a sample of 331 motion pictures released in theaters and on video during 1999–2001 using partial least squares. Results reveal differences in the impact of success factors across channels. For example, cultural familiarity enhances box office success but relates negatively to video rental success, and distribution intensity and date of release enhance box office outcomes but have no impact on rental revenues. Thorsten Hennig-Thurau (tht@medien.uni-weimar.cie) is a professor of marketing and media research at Bauhaus-University of Weimar’s Media School and Honorary Visiting Professor of Movie Marketing in the Faculty of Management of Cass Business School, City University London. He has published articles in theJournal of Marketing, theJournal of Service Research, theInternational Journal of Electronic Commerce, theJournal of Interactive Marketing, Psychology & Marketing, and theJournal of Consumer Affairs, among others. He is author of the monograph Relationship Marketing, which has been translated into Chinese. He is member of the editorial board of three journals and serves as reviewer for theJournal of Marketing andMarketing Science. He has won eight Best Article and Best Paper Awards, including the Overall Best Paper Award of the 2005 American Marketing Association Summer Educators’ Conference and the 2002JSR Excellence in Service Research Award. Mark B. Houston (houstonmb@missouri.edu) (PhD, Arizona State University) is the David and Judy O’Neal MBA Professor at the University of Missouri-Columbia. His research on strategy, interfirm relationships, and innovation has been published in leading journals, including theJournal of Marketing, theJournal of Marketing Research, theJournal of Consumer Research, Marketing Science, theJournal of the Academy of Marketing Science, and theJournal of Financial and Quantitative Analysis. He cochaired the 2005 American Marketing Association (AMA) Summer Educators’ Conference and served for two terms as vice president of the AMA’s Technology and Marketing Special Interest Group. Gianfranco Walsh (g.walsh@strath.ac.uk) received his MPhil degree from UMIST (England) and PhD (2001) and Habilitation (2004) degrees from Hanover (Germany). His research focuses on consumer behavior, corporate reputation, and e-commerce. He has presented numerous papers at international conferences. His work has been published in, among others, theAcademy of Marketing Science Review, the International Journal of Electronic Commerce, theJournal of Consumer Affairs, theJournal of Interactive Marketing, theJournal of Macromarketing, and theJournal of Marketing Management. He is the Chair of Marketing and Electronic Retailing at the Institute for Management, University of Koblenz-Landau.     

Relationships in business markets: Exchange episodes,value creation,and their empirical assessment

Conclusion David Wilson (1995) has provided us with much grist for thought with his integrated framework for customer-supplier relationship development. In focusing on which constructs are “active” and therefore most meaningful at each stage, he has opened a new vista for research in this area. Our models and empirical research ought to reflect this, but to date they largely have not. I have suggested qualitative, longitudinal research as a preferred next step in gaining the knowledge that we will need to make field-survey, longitudinal research worthwhile. Wilson also is to be lauded for drawing greater attention to value creation as a central undertaking in customer-supplier relationships. Understanding and actualizing value creation (and value sharing) are critical aspects of the market-sensing and customer-linking capabilities in market-driven organizations (Day 1994), yet the mechanisms underlying them and the methodologies for accurately assessing them remain largely unknown. Here, particularly for tool development research, it would seem to be an opportune time for business marketing academics and practitioners to form their own collaborative relationships for mutual gain. His research interests are in working relationships between firms in business markets and measurement techniques. His articles have appeared inHarvard Business Review, Journal of Marketing, Journal of Marketing Research, Management Science, Psychological Bulletin, andPsychometrika, among others. He has been vice president of the Business Marketing Division of the American Marketing Association and is a fellow of the American Psychological Association.     

An empirical test of trust-building processes and outcomes in sales manager-salesperson relationships

This study examines three trust-building processes and outcomes in sales manager-salesperson relationships. This study, based on a sample of more than 400 business-to-business salespeoples from a variety of industries, shows two trust-building processes (predictive and identification) to be significantly related to salesperson trust in the sales manager. Interpersonal trust was found to be most strongly related to shared values and respect. Trust was directly related to job satisfaction and relationalism, and indirectly related to organizational commitment and turnover intention. Thomas G. Brashear (brashear@mktg.umass.edu) (Ph.D., Georgia State University) is an assistant professor of marketing in the Isenberg School of Management at the University of Massachusetts-Amherst. James S. Boles (jboles@gsu.edu) (Ph.D., Louisiana State University) is an associate professor of marketing in the Robinson College of Business at Georgia State University. His research has appeared in a variety of journals, including theJournal of Marketing, theJournal of Business Research, theJournal of the Academy of Marketing Science, theJournal of Retailing, theJournal of Personal Selling and Sales Management, and theJournal of Applied Psychology. His areas of research interest include personal selling, sales management, key and strategic account management, and business relationships. Danny N. Bellenger (mktdnb@langate.gsu.edu) (Ph.D., University of Alabama) is currently chairman of the Marketing Department in the Robinson College of Business at Georgia State University. His research has appeared in a number of academic journals including theJournal of Marketing Research, theJournal of Marketing, theJournal of Advertising Research, theCalifornia Management Review, theJournal of Retailing, theJournal of Personal Selling and Sales Management, Industrial Marketing Management, and theJournal of Business Research. He has authored four monographs and four textbooks on marketing research, sales, and retailing. Charles M. Brooks (brooks@quinnipiac.edu) (Ph.D., Georgia State University) is an associate professor and chair of the Department of Marketing and Advertising at Quinnipiac University. His research has appeared in theJournal of Business Research, theJournal of Retailing, Marketing Theory, and theJournal of Marketing Theory and Practice.