Privatisation: Let the Market Decide

Is the Government privatising efficiently? Is it floating the shares in nationalised industry economically? Will British Telecom be under-priced? Professor Davis and Roger Buckland have studied the privatisation issues of shares over five years and found large but avoidable losses. They argue that the Government's marketing technique could be improved by making less use of the large financial institutions and more use of competitive tenders.     

Alternate forecasts of the job content and skill requirements of the American economy in 1980

This paper analyzes the potential job content and skill requirements of the American economy in 1980 under three alternate economic futures. Detailed occupational manpower requirements are generated on the basis of a “Status Quo” economy, a “Social Welfare” economy, and a “Defense” economy in the near future. Occupational manpower requirements are then translated into a Job Family-Skill Content classification to determine how these alternate national priority choices may affect future requirements for specific jobs, skills, educational preparation, and vocational training. The results obtained indicate the job families and skill classifications most sensitive to changes in basic economic parameters, and also identify long run trends in manpower and educational requirements unaffected by shifting social priorities and patterns of federal expenditures. The implications of these findings for manpower and educational planning are briefly discussed.     

ENVIRONMENTAL VARIABLES OF MULTINATIONAL TRANSFER PRICING: A U.K. PERSPECTIVE

This paper reports the findings from an empirical study of multinational transfer pricing based on the information provided by 47 British multinational companies. The results indicate that company profit after tax was the key consideration for those companies in formulating their international transfer pricing policies. In addition, they also considered other important variables including the competitive position of their foreign subsidiaries, divisional performance evaluation, and foreign restrictions on repatriation of profits. Six dimensions of environment variables of multinational transfer pricing were also extracted using factor analysis technique.     

The Effects of Environmental Turbulence on New Product Development Strategy Planning

Managers need guidance on how to cope with turbulent environments in order to improve corporate performance. Research on environmental turbulence has suggested that firms adopt a less centralized, more organic structure in dynamic, uncertain environments. Little work has been done specifically, however, on how environmental turbulence affects strategy planning for new product development (NPD). In this article, we specify a baseline model with firm innovativeness, market orientation and top management risk taking as antecedents to NPD speed and corporate strategic planning; these in turn are modeled as antecedents to NPD program (not project) performance. Two conceptualizations of the role of environmental turbulence are examined: (1) that market turbulence and technological turbulence are additional direct antecedents to NPD program performance; and (2) that the baseline model is moderated by turbulence (that is, that the strengths of the paths differ depending on levels of turbulence). A cross-sectional survey methodology including four diverse industries [automotive, electronics, publishing, and manufacturing/research and development (R&D) laboratories] was used to test the hypotheses. The latter conceptualization is supported. In particular, the paths from innovativeness to strategic planning and from risk taking to NPD speed are significantly greater in highly turbulent environments. A set of managerial recommendations and implications are provided. First, managers must recognize the possible improvements in new product performance by actively including NPD personnel in corporate strategic planning and also by involving corporate planners in NPD activities. Second, managers also should recognize that turbulent environments heighten the need to make risky investments, and sometimes, risky decisions; risk-taking decisions ought to be encouraged in such environments.     

Skilled maintenance work at British Telecom: findings from the Social Change and Economic Life Research Initiative

Here the author examines the relationship of technical change and job skills amongst maintenance workers in telecommunications in Britain. It demonstrates that there are significant variations within different areas of such maintenance work and strongly challenges the notion that such maintenance work is subject to a generic process of deskilling in the present era.     

Consumer legislation: A proactive or reactive response to consumerism?

The number and rate of development of new consumer legislation necessitates the evaluation of existing legislation. This paper summarizes and categorizes, in detail, the impact of select pieces of consumer legislation on consumer decision making. It is an implied objective of the paper to provide a perspective for future public policy formulation. The pieces of legislation evaluated in the paper are: (1) unit pricing; (2) product labeling; and (3) disclosure of interest rate provisions for consumer credit. The impact of these pieces of legislation have been minimal, indicating the need for an educational program for consumers.     

Business Performance and Strategic New Product Development Activities: An Empirical Investigation

Despite the ongoing search for the so-called silver bullet that provides the ultimate competitive advantage, there is no roadmap showing the “right” way to perform new product development (NPD). What's more, it is highly unlikely that such a formula could be developed. Given the diversity of firms and industries as well as the complexity of the NPD process, no single set of NPD activities or steps can be defined that will be appropriate for all firms. However, Roger J. Calantone, Shawnee K. Vickery, and Cornelia Droge propose that it is possible to develop such a framework within the confines of a specific industry. They suggest that successful companies within an industry are likely to focus on certain essential NPD activities that allow them to achieve the best possible results within the constraints of their market. Their research is directed toward identifying the relationship between the performance of specific innovation-related activities and overall business performance in the furniture industry. This study also assesses the relationship between a firm's performance on an NPD activity and the importance assigned to that activity by the firm's chief executive officer (CEO). With the current emphasis on cross-functional teams, the study also seeks to determine whether performance on a given NPD activity is related to the assignment of responsibility for that activity. The following NPD activities were evaluated for their effect on corporate performance: customization, new product introduction, design innovation, product development cycle time, product technological innovation, product improvement, new product development, and original product development. Compared to their competitors, top performers consistently put more strategic emphasis on each of these activities. All of these activities have a strong positive influence on return on investment (ROI) and ROI growth. What's more, most of the activities also clearly relate to stronger market share, market share growth, return on sales (ROS), and ROS growth. The vision and focus on these essential NPD activities must begin with CEOs who recognize their strategic value. Such leaders will direct appropriate staff and technical resources toward performance of the necessary activities. They will also ensure that the organization is sufficiently flexible to accept the changes in responsibilities for coordination and leadership that are necessary during different stages in the NPD process. To gain the product flexibility necessary for competing in numerous market segments, top performers require greater input and leadership from design, engineering, and manufacturing.