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.     

Love,Forgiveness, and Trust: Critical Values of the Modern Leader

In a world that has become increasingly dependent upon employee ownership, commitment, and initiative, organizations need leaders who can inspire their␣employees and motivate them individually. Love, forgiveness, and trust are critical values of today’s organization leaders who are committed to maximizing value for organizations while helping organization members to become their best. We explain the importance of love, forgiveness, and trust in the modern organization and identify 10 commonalities of these virtues.     

Sales force automation systems: An analysis of factors underpinning the sophistication of deployed systems in the UK financial services industry

This study investigates organizational and strategic context variables that are linked to the sophistication of sales force automation systems in UK financial services firms. We find that increasing sophistication in SFA deployment, evaluated as a count of the number of types of results of sales campaigns that are measured, is driven directly by the information orientation of the host firm. We also find that the “sophistication” of deployed systems is, in fact, limited — the information held on the systems cannot underpin the strategic goals of the sales/marketing managers. We theorise that adoption of SFA systems is driven by managerial imperatives and that these have resulted in sales force resistance — shown by the paucity of information held on adopted SFA systems.     

脱贫与经济增长:"贵州新现象"探析——贵州云南两省的比较研究

经济增长通常意味着贫困率的下降,然而,对于增长很慢的经济体或经济增长没有带动贫困率降低的案例,这种假设似乎并不成立.中国两个较为贫困省份的数据展示了这样一个谜题:贵州省的经济增长缓慢但农村贫困率的下降较为显著,对这一现象不妨称之为"贵州新现象";与此同时,云南省经济高速增长但贫困率下降较为迟缓.根据相关考察和统计数据的分析,交通、流动人口、旅游业和矿产业四个因素是解释这个谜题的关键.这四个因素在两个省的不同分布和构造解释了它们经济增长与贫困率下降关系中的不平衡性.     

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.”