Strategy Development: Conceptual Framework on Corporate Social Responsibility

Corporate social responsibility (CSR) and its action-oriented offspring Corporate Citizenship (CC) currently trigger an intensifying debate on ethics, role and behavior of companies within civil society. For companies, CSR raises the question of what may be the “good reason(s)” for acting responsible towards its members, customers or society. In order to answer this question, we face the debate on CSR and its strategic engagement drivers on the levels of corporate culture, social innovation, and civil society. In this article, we provide a conceptual framework based on the analytic distinction of legitimation and sensemaking. The conceptual framework developed in this article can serve as a basis to develop a company’s CSR strategy. It provides measures and instruments to make complex CSR processes more visible and manageable.     

Wage rigidity and the structure of the Austrian manufacturing industry

Zusammenfassung Starrheit der L?hne und die Industriestruktur ?sterreichs. Eine ?konometrische Analyse der Lohnrelationen. — Die vorliegende Studie untersucht das Ph?nomen der Lohnrigidit?t in gewissen Bereichen der Volkswirtschaft. Ausgehend von einem theoretischen Modell, das die Bedeutung der internen betrieblichen Anpassungskosten berücksichtigt, werden Gleichungen für die relativen L?hne formuliert, die als Hauptdeterminanten die Arbeitsmarktbedingungen und den Anteil der Fremdarbeiter in der Gesamtwirtschaft enthalten. Dabei unterliegen die Parameterwerte gewissen Restriktionen in Abh?ngigkeit von den Charakteristika der jeweiligen Industriezweige. Die empirischen Resultate für die Industrie ?sterreichs sind mit dem Modell konsistent und erlauben es, innerhalb der Industrie zwischen Branchen mit flexiblen und rigiden L?hnen zu unterscheiden, eine Unterscheidung, die für eine wirksamere Einkommenspolitik wesentlich ist. Au\erdem bildet der empirische Befund die Basis für einen Vergleich zwischen dem vorliegenden Modell und einem Modell, in dem die Gewerkschaften die Lohnbildung determinieren.

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Résumé La rigidité de salaire et la structure de l’industrie manufacturière autrichienne. Une analyse économétrique des salaires relatifs. — Cette étude analyse le phénomène de la rigidité de salaire dans certains secteurs de l’économie. En cadre théorique basé sur l’importance des co?ts internes d’ajustement l’auteur formule sous certaines restrictions paramétriques liées aux caractéristiques industrielles des équations de salaire relatif dont les conditions du marché de travail et la part des travailleurs étrangers dans l’économie sont des déterminants principaux. Les résultats empiriques qui correspondent au modèle présenté permettent de classifier les industries selon le degré de la flexibilité (ou rigidité) des salaires et donnent ainsi la base pour une politique des revenus plus efficace. Finalement, l’auteur évalue l’applicabilité d’un modèle dont la formation des salaires est déterminée par des syndicats ouvriers.

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Resumen Rigidez salarial y la estructura de la industria manufacturera austríaca. Un anàlisis econométrico de salarios relativos. — En este axtículo se investiga el fenómeno de la rigidez de la economía. Dentro de un marco teórico basado en la importancia de costos de ajuste internos se formulan ecuaciones salariales, con ciertas restricciones de parámetres ligados a las características industriales, que incluyen las condiciones del mercado laboral y la participatión de trabajadores extranjeros en la economía como los principales déterminantes. Los resultados empíricos consistentes con el modelo presentado, permiten una clasificación en industrias con salarios flexibles y rigidos, proveiendo de esta manera una base para una política de ingresos más eficiente. Finalmente se evaluó la aplicabilidad de un modelo de orientatión sindical para la determinatión de salarios.

     

Tourism demand patterns in turbulent times: analysing Welsh accommodation occupancy data for 1998–2001

Different events in 2001, most notably an outbreak of foot and mouth disease and the 11 September terrorist attacks in the USA, caused many tourist businesses in the UK to experience significant changes in demand volumes. This paper examines the occupancy performance of serviced accommodation establishments in Wales from 1998 to 2001 and focuses especially on the changes in demand patterns in 2001. The approach is based on a combination of principal components and cluster analysis. The results are used to group establishments with similar performance profiles. Detailed conclusions are drawn about the temporal and spatial shifts in demand in 2001. ‘Winners’ and ‘losers’ are identified and several concrete implications for marketing and development policies are discussed. Copyright © 2004 John Wiley & Sons, Ltd.     

How to sell services more profitably

When products become commodities, manufacturing companies may seek to differentiate themselves with value-added services--a potentially profitable strategy. Unfortunately, companies often stumble in the effort. Reinartz and Ulaga conducted in-depth studies of 18 leading companies in a broad variety of product markets to learn what distinguished the successes from the rest. They discovered four steps to developing a profitable services capability. RECOGNIZE THAT YOU ALREADY HAVE A SERVICE COMPANY: You can identify and charge for simple services--as Merck did when it stopped quietly absorbing shipping costs. Switching services from free to fee clarifies their value for managers as well as for customers. INDUSTRIALIZE THE BACK OFFICE: To prevent delivery costs from eating up service-offering margins, build flexible service platforms, closely monitor process costs, and exploit new technologies that enable process innovations. The Swedish bearings manufacturer SKF provided off-site access to an online monitoring tool that could warn of potential failure in customers' machines. CREATE A SERVICE-SAVVY SALES FORCE: Services require longer sales cycles and, often, decisions from high up in a customer's hierarchy; what's more, product salespeople may be inimical to change. Schneider-Electric did a major overhaul of its sales organization and trained its people to switch from cost-plus pricing to value-based pricing. FOCUS ON CUSTOMERS' PROCESSES AND THE OPPORTUNITIES THEY AFFORD FOR NEW SERVICE OFFERINGS: You may need to acquire new capabilities to take advantage of those opportunities: The industrial coatings specialist PPG had to learn how painting robots function after it offered to take over Fiat's Torino paint shop. Services can both lock in customers and help acquire new accounts. They should be developed with care and attention.     

Bond pricing when the short-term interest rate follows a threshold process

This paper derives analytical solutions for arbitrage-free bond yields when the short-term interest rate follows an autoregressive process with the intercept switching endogenously. This process from the SETAR family is especially suited to capture the near-unit-root behaviour typically observed in the evolution of short-term interest rates. The derived yield functions, mapping the one-month rate into n-period yields, exhibit a convex/concave shape to the left and right of the threshold value, respectively, a pattern which is also found in US bond yield data. The longer the time to maturity, the more distinct the nonlinearity of the yield function becomes.     

Value creation in the relationship life cycle: A quasi-longitudinal analysis

Among the growing literature on value creation in collaborative buyer-seller relationships, most researchers examine relationship value at a single point in time. In the present research, we explore whether different stages of the relationship life cycle moderate the relative importance of value-creating dimensions. To shed light on the dynamic nature of value in B2B relationships, we present the results of a survey among purchasing managers using a quasi-longitudinal research design. Our findings confirm the moderating role of the relationship life cycle in value creation. More precisely, our results indicate that a key supplier's potential for value creation in customer's operations increases in relative importance as relationships move through the life cycle. In turn, supplier's capabilities to create superior value at the level of the customer's sourcing process display a decreasing role over the life cycle of a business relationship. No significant link was found in the present study between value creation through a supplier's core offering and different stages of a buyer-seller relationship.