Americans in Paris: The J. Walter Thompson Company in France, 1927-1968

J. Walter Thompson (JWT), the leading American advertising agencyuntil the 1970s, established a branch office in Paris in 1927.While many of JWT's worldwide branches became the leading agenciesin their respective countries, notably Great Britain and Germany,JWT-Paris foundered from the late 1920s through the early 1960s.This article focuses on the reasons why: cultural clashes betweenthe French and Americans, a regulated and protected French market,anti-Americanism among French businesses, and American condescensionand insensitivity. It concludes with an analysis of and thereasons for JWT-Paris's achievement of limited success by thelate 1960s.     

Leading from the boardroom

These days, boards are working overtime to comply with Sarbanes-Oxley and other governance requirements meant to protect shareholders from executive wrongdoing. But as directors have become more hands-on with compliance, they've become more hands-off with long-range planning. That exposes corporations and their shareholders to another--perhaps even greater--risk, say professors Lorsch, of Harvard Business School, and Clark, of Harvard Law School. Boards are giving the long term short shrift for a number of reasons. Despite much heavier workloads, directors haven't rethought their patterns of operating - their meetings, committees, and other interactions. Compliance has changed their relationship with executives, however, turning directors into micromanagers who closely probe executives' actions instead of providing high-level guidance. Meanwhile, the pressure to meet quarterly expectations intensifies. Directors need to do a better job of balancing compliance with forward thinking. Boardroom effectiveness hinges most on the quality of directors and their interactions, the authors' research shows. Directors must apply their wisdom broadly, handling compliance work more efficiently and staying out of the weeds on strategic issues. Using their power with management to evangelize for long-term planning, they must take the lead on discussions about financial infrastructure, talent development, and strategy. Reserving sacrosanct time for such discussions, as Philips Electronics' board does at annual retreats, is an effective practice: After one recent retreat, Philips decided to exit the semiconductor business, where it was losing ground. Individual directors also must not shy away from asking tough questions and acting as catalysts on critical issues, such as grooming a successor to the CEO. In short, directors must learn to lead from the boardroom.     

Power,Subsidiarity, and the Economy of Exclusion

According to Pope Francis, an “economy of exclusion” is an economy with barriers that prevent individuals and groups from participating in the economy and society to their full potential. Power is a key determinant for both exclusion and inclusion. All economies are based on power relations and an “economy of exclusion” is an abuse of power. This contribution looks at what economic power is and how it can build barriers of exclusion or pathways to inclusion. We use income inequality as a measure of exclusion, giving a general history of power and inequality to demonstrate the role of power. Lastly, we look at the concept of subsidiarity in Catholic social thought as a principle to guide the use of power in the economy.     

Labor–Management Partnership and Employee Voice: Evidence from the Healthcare Setting

This paper examines the relationship between labor–management partnership (LMP) and employee voice in the healthcare setting. We argue that the ability of LMP to deliver gains to employees is contingent on the quality of the procedural infrastructure on which it is established. We maintain that the quality of LMP processes influences employee trust in their employer and perceptions of union effectiveness and that these perceptions, in turn, are related to employee patient‐care voice.     

Amino acid formula as a new strategy for diagnosing cow’s milk allergy in infants: is it cost-effective?

Aims: To estimate the cost-effectiveness of a new strategy that uses an amino acid formula in the elimination diet of infants with suspected cow’s milk allergy (CMA).

Materials and methods: This pharmacoeconomic study was developed from the perspective of the Brazilian Public Healthcare System. The new strategy proposes using an amino acid formula in the diagnostic elimination diet of infants (≤24 months) with suspected CMA. The rationale is that infants who do not respond to the amino acid formula do not suffer from CMA. Patients with a positive oral challenge test receive a therapeutic elimination diet based on Brazilian Food Allergy Guidelines. This approach was compared to the current recommendations of the Brazilian Food Allergy Guidelines. A decision model was constructed using TreeAge Pro 2012 software. Model inputs were based on a literature review and the opinions of a panel of experts. A univariate sensitivity analysis of incremental cost-effectiveness ratios was performed.

Results: The mean cost per patient of the new amino acid formula strategy was R$3,341.57, while the cost of the current Brazilian guidelines strategy was R$3,641.08. The mean number of symptom-free days per patient, which was used as an indicator of effectiveness, was 900.6 and 875.7 days, respectively. The new strategy is, therefore, dominant. In the sensitivity analysis, the dominance was maintained with parameter variation.

Limitations: In the absence of information in the literature, some premises were defined by a panel of specialists.

Conclusions: The new strategy, which uses an amino acid formula in the elimination diagnostic diet followed by an oral food challenge, is a dominant pharmacoeconomic approach that has a lower cost and results in an increased number of symptom-free days.     

Political connections and corporate performance: Evidence from Pakistan

This study seeks to understand how political connections affect firm performance. Using a hand‐collected dataset of Pakistani firms from 2008–2014, our firm fixed effects and Heckman two‐stage regression results show that connected firms outperform those without political ties. Moreover, we show channels through which political benefits are realized in terms of greater access to debt, lower financing costs and lower tax rates. These benefits are found to be particularly large when firms are connected to politicians who held political positions most recently and firms connected through their owners. Finally, we do not find evidence for differences in political favours across regulated and unregulated industries.     

Resource Activity Mapping: the Value Chain in Service Operations Strategy

This explores the use of the value chain concept suggested by Porter as a tool in establishing service operations strategy. The original model has been adapted to emphasise the operational context to produce a framework for considering service delivery to meet strategic objectives. The use of the revised model for examining resource allocation using a resource activity mapping technique within a workshop environment is described.     

Antecedents of Coupon Proneness: A Key Mediator of Coupon Redemption

Coupons increase the buying power of consumers. Businesses use coupons to increase sales, new products adoption, and repeat buying. Billions of coupons are distributed annually via different methods. However, consumers redeem only a small fraction of these, thereby forgoing the potential cost savings. The authors investigated several factors that motivate coupon redemption. The data were obtained by surveying 353 U.S. consumers. Price consciousness, pride, and satisfaction in using coupons, and value consciousness were found to increase coupon use. The perception that the savings are not worth the effort decreased their use. The results suggest ways for managers to boost coupon use.