Book review

Sales Management Concepts and Cases (4th Edition) by Douglas J. Dalrymple and William L. Cron. (John Wiley & Sons, Inc, New York, 1992). 758 pages. £18.95. ISBN 0 471 57258 6.     

Principal Theory and Principle Theory: Ethical Governance from the Follower’s Perspective

Organizational governance has historically focused around the perspective of principals and managers and has traditionally pursued the goal of maximizing owner wealth. This paper suggests that organizational governance can profitably be viewed from the ethical perspective of organizational followers – employees of the organization to whom important ethical duties are also owed. We present two perspectives of organizational governance: Principal Theory that suggests that organizational owners and managers can often be ethically opportunistic and take advantage of employees who serve them and Principle Theory that focuses on guiding principles that are sometimes taken too far in organizations. In introducing these two new organizational governance perspectives, we offer insights into the value of rethinking ethical duties owed to organizational followers. Cam Caldwell received his Ph.D. from Washington State University where he was a Thomas S. Foley Graduate Fellow. Dr. Caldwell is Editor of the Academy of Management Ethics website and a member of the Academy’s Ethics Committee. His research is primarily in the areas of ethical leadership, organizational governance, and developing organizational trust. Prior to obtaining his Ph.D., Caldwell worked for 25 years as a city manager, human resource director, and management consultant. Ranjan Karri is Assistant Professor of Management at Bryant College. He received his Ph.D. in strategic management from Washington State University. His research interests include corporate and business strategies, ethical leadership and corporate governance. Pamela Vollmar is an undergraduate student at the University of Houston – Victoria majoring in Business Management. She has worked for 25 years as an electrical specialist for a major engineering firm.     

Manufacturers need to show greater commitment to customer service

In order to improve their competitiveness, firms are being advised to be more responsive to customer needs, and there is evidence that customer service is becoming one of the key management issues of the 1990s. This article examines what manufacturing companies in the U. K. are doing in terms of customer service compared with managerial guidelines in the literature. The key concepts that have been advocated to make organizations more responsive and customer-driven are identified, and the extent to which this advice is followed is evaluated by conducting an empirical study of manufacturing companies. This comparison between what is preached in the literature and what is practiced by managers suggests that although managers may pay lip service to customers, their actions fall a long way short of what is required to be a customer-driven firm. The managerial implications are discussed.     

Contextual Factors Affecting Quality of Work Life and Career Attitudes of Gay Men

With the current political environment (such as new legislation recognising gay and lesbian couples) and societal changes (such as increasing disclosure of sexual identity in the workplace) in countries such as the USA and Australia, organizations are increasingly recognising the existence of their gay and lesbian employees. This paper reports on an on-line survey of 581 working gay men, examining their quality of work life and career attitudes. The findings of the research provide a strong indication that contextual factors affect the quality of work life and work attitudes of gay men.     

Economic Sentiments and Money Demand Stability in the CEECs

Open Economies Review - This paper aims at building a money demand function that takes account of the heterogeneities of the Central and Eastern European Countries (CEECs) in the context of the...     

Labour Relations and Asset Returns

This paper proposes a dynamic GE model with standard business cycle properties that also achieves a satisfactory replication of the major financial stylized facts. We ride on two major ideas. First, we show that operating leverage, originating in the priority status of wage claims given the observed business cycle characteristics of the latter, magnifies the risk properties of the residual payments to firm owners and justifies a substantial risk premium. Further we build on the observation that the low frequency variations in income shares constitute a significant source of risk, one that is unlikely to be insurable. When we price this risk in an incomplete market framework, we obtain a GE model with return volatilities close to observations and a sizable equity premium. This is accomplished in a world of low risk aversion and standard utility function but with agent heterogeneity. Workers with restricted access to financial markets are insured by firms and the consumption and preferences of firm owners solely determine the pricing kernel.     

Organizational Governance and Ethical Systems: A Covenantal Approach to Building Trust

American businesses and corporate executives are faced with a serious problem the loss of public confidence. Public criticism, increased government controls, and growing expectations for improved financial performance and accountability have accompanied this decline in trust. Traditional approaches to corporate governance, typified by agency theory and stakeholder theory, have been expensive to direct and have focused on short-term profits and organizational systems that fail to achieve desired results. We explain why the organizational governance theories are fundamentally, inadequate to build trust. We advance a conceptual framework based on stewardship theory characterized by “covenantal relationships” and argue that design of governance mechanisms using a covenantal approach is more effective in building trust in organizations. A covenantal relationship is a specialized form of a relational contract between an employee and his or her organization. We argue that regardless of incentives and control mechanisms carefully designed through contractual mechanisms, in the absence of covenantal relationships it is extremely difficult to build trust within organizations. We propose that organizations are more likely to build trust – both at the organizational level and at the interpersonal level – when they create reinforcing and integrated systems that honor implied duties of “covenantal relationships.”