Analysis of interactions among the barriers of reverse logistics

The aim of this article is to analyze the interaction among the major barriers, which hinder or prevent the application of reverse logistics in automobile industries. A key task of top management is to diagnose those barriers of reverse logistics that could be crucial to the survival of the organization in the future. Existing models have focused on diagnosing these barriers independently. As a result, we lack a holistic view in understanding the barriers that hinder reverse logistics. This paper utilizes the Interpretive Structural Modeling (ISM) methodology to understand the mutual influences among the barriers so that those driving barriers, which can aggravate few more barriers and those independent barriers, which are most influenced by driving barriers are identified. By analyzing the barriers using this model, we may extract crucial barriers that hinder the reverse logistics activities. It can be observed that there are some barriers, which have both high driving power and dependency, thus needing more attention. An actual example of a small case automobile company provides some managerial insights into the methodology. Finally, the implications for practice and future research are discussed.     

Sibling brands, multiple objectives, and response to entry: The case of the marion retail coffee market

A new brand entering a market often finds itself in competition with sibling brands (those owned by the same parent company). In a case study of a retail coffee market, the authors examine how these brand relationships might influence the sibling and competitor brands' responses to entry. Using an empirically validated brand-share attraction model, the authors compare the actual responses to entry with the optimal responses under different incumbent objectives. The authors find that the responses by sibling brand are more accommodating than those of unrelated brands whose responses are consistent with the preservation of preentry levels of sales. Thomas S. Gruca (Ph.D., University of Illinois) is a Lloyd J. and Thelma W. Palmer Research Fellow and an associate professor of marketing in the Tippie College of Business at the University of Iowa. His research on defensive marketing strategy has appeared in the International Journal of Research in Marketing, the Journal of Marketing, the Journal of Marketing Research, Marketing Management, and Marketing Science. His research on health care has appeared in Contemporary Accounting Research, Health Care Management Science, and Strategic Management Journal. He is currently working on electronic prediction markets and modeling hospital network formation. He is a member of the editorial board of Marketing Letters and a reviewer for a number of management science journals. D. Sudharshan (Ph.D., University of Pittsburgh) is a professor of business administration in the College of Commerce and Business Administration at the University of Illinois at Urbana-Champaign. His research interests lie in the areas of marketing strategy, new product and service development, and marketing technology management. He serves on the editorial boards of the Journal of Marketing and the Journal of the Academy of Marketing Science. His articles have appeared in various journals including Marketing Science, Management Science, the Journal of Marketing, the Journal of Marketing Research, the Strategic Management Journal, the European Journal of Operational Research, the Journal of Service Research, and the Journal of Market Focused Management. K. Ravi Kumar (Ph.D., Northwestern University) is a professor in the Department of Information and Operations Management, Marshall School of Business, at the University of Southern California. His current research interests include the embedding of information systems within global physical operation and the development of sustainable information technology industries in developing countries. He is the author or coauthor of articles appearing in Management Science, Marketing Science, the Journal of Economic Theory, Production and Operations Management, and the Journal of Operations Management. He serves on the advisory boards of Production and Operations Management and Technology and Operations Review.     

Mobile banking: Exploring determinants of its adoption

As accessibility of technology, availability of information, and ability to interact through the Internet increase and evolve, more people are gravitating toward increasing their use of the Internet. Although the number of Internet banking users has grown rapidly in recent years, not all customers are ready to accept mobile banking services. It remains a challenge for banks to explore how to attract more customers to adopt the use of banking services via a mobile channel. This study examines the factors that impact acceptance of the use of mobile banking. A total of 309 subjects participated in this study. Data were collected via a survey instrument. A multiple regression analysis was used to analyze the data. Findings suggest factors that banks should consider when implementing mobile banking services, thus allowing them to design services that meet the needs of their customers.     

Risk Reduction in Large Portfolios: Why Imposing the Wrong Constraints Helps

Green and Hollifield (1992) argue that the presence of a dominant factor would result in extreme negative weights in mean‐variance efficient portfolios even in the absence of estimation errors. In that case, imposing no‐short‐sale constraints should hurt, whereas empirical evidence is often to the contrary. We reconcile this apparent contradiction. We explain why constraining portfolio weights to be nonnegative can reduce the risk in estimated optimal portfolios even when the constraints are wrong. Surprisingly, with no‐short‐sale constraints in place, the sample covariance matrix performs as well as covariance matrix estimates based on factor models, shrinkage estimators, and daily data.     

Getting offshoring right

The prospect of offshoring and outsourcing business processes has captured the imagination of CEOs everywhere. In the past five years, a rising number of companies in North America and Europe have experimented with this strategy, hoping to reduce costs and gain strategic advantage. But many businesses have had mixed results. According to several studies, half the organizations that have shifted processes offshore have failed to generate the expected financial benefits. What's more, many of them have faced employee resistance and consumer dissatisfaction. Clearly, companies have to rethink how they formulate their offshoring strategies. A three-part methodology can help. First, companies need to prioritize their processes, ranking each based on two criteria: the value it creates for customers and the degree to which the company can capture some of that value. Companies will want to keep their core (highest-priority) processes in-house and consider outsourcing their commodity (low-priority) processes; critical (moderate-priority) processes are up for debate and must be considered carefully. Second, businesses should analyze all the risks that accompany offshoring and look systematically at their critical and commodity processes in terms of operational risk (the risk that processes won't operate smoothly after being offshored) and structural risk (the risk that relationships with service providers may not work as expected). Finally, companies should determine possible locations for their offshore efforts, as well as the organizational forms--such as captive centers and joint ventures--that those efforts might take. They can do so by examining each process's operational and structural risks side by side. This article outlines the tools that will help companies choose the right processes to offshore. It also describes a new organizational structure called the extended organization, in which companies specify the quality of services they want and work alongside providers to get that quality.     

Incumplimiento de la Ley de fábricas de la India. Alcance y pautas

Existen pocos datos sistemáticos sobre el alcance del incumplimiento de la legislación en los países en desarrollo, que se cree generalizado. Con datos de dos encuestas de empresas, los autores cuantifican el incumplimiento de la Ley de fábricas de la India y observan que las empresas infractoras doblan a las conformes y superan con mucho a las que eluden la ley mediante ciertos ajustes. Analizan las principales tendencias y pautas de incumplimiento y las ponen en relación con la ausencia de empresas de tamaño medio en la India y los debates sobre reglamentación. También destacan cuestiones para investigaciones futuras.     

The Fallacy of Free Trade *

The purpose of this paper is to explode the myth of free trade. Productivity and real wages in the United States rose sharply between 1950 and 1972, but since then real earnings have been falling in spite of a continuous rise in productivity. It turns out that America was more or less a closed economy until 1972, as its trade/GNP ratio was close to 10%; but since then it has become an open economy. the theoretical model shows how real wages may fall in an open economy, but not in a closed economy, in spite of rising productivity.