Estimating Bargaining Effects in Hedonic Models: Evidence from the Housing Market

Bargaining is common in markets for heterogeneous goods and differences in bargaining power between buyer and seller affect the negotiated transaction price. Previous research has found systematic evidence in the housing markets that weak buyers pay higher prices and weak sellers receive lower prices for their homes. Earlier work has modeled the bargaining effect as a parallel shift in the hedonic function, implicitly assuming that attribute shadow prices were unaffected by the bargaining process. In this paper, we use a sample of home sales where the seller's bargaining power is weakened by the fact that the home is vacant at the time of sale to test whether the effect of bargaining is best captured by a shift in the hedonic constant or whether the attribute shadow prices vary as well. The question is significant for property valuation where estimation of the marginal value of an attribute is commonly used to adjust comparable sales data. We find strong confirmation that bargaining power influences the negotiated price. We also find evidence that bargaining power alters attribute prices, although we do not find a consistent pattern across markets.     

Determining the scope and impact of market orientation profiles on strategy implementation and performance

Strategy implementation and performance in organizations are influenced by its market orientation. Market orientation is the collective of employee behaviors that affects strategy implementation, how an organization interacts with its environment and adjusts to changes within that context. The relationship between market orientation, strategy implementation, and performance is robust across environmental contexts. This study identifies ideal behavioral profiles for organizations seeking to maximize performance by considering the scope and impact of market orientation on strategy implementation. This is accomplished by considering market orientation and strategy profiles in relation to performance in a holistic coalignment perspective, corresponding to competitive contexts characterized by varying degrees of market turbulence and competitive intensity. Important strategic and performance implications of this dynamic are revealed that should be considered by academics and practitioners alike. Copyright © 2003 John Wiley & Sons, Ltd.     

Reframing science and other local knowledge traditions

By recognizing science as a set of local practices it becomes possible to ‘decentre’ it and develop a framework within which all knowledge systems can be equitably compared. It is argued that all knowledge traditions are spatial in that they link people, sites and skills. In order to ensure the continued existence of the diversity of knowledge traditions rather than have them absorbed into the great imperialist archive we need to enable disparate knowledge traditions to work together through the creation of a third space in which the social organization of trust can be negotiated.     

Obtaining global market access for GMPCS

Demand for wireless telephony is huge and the potential for GMPCS, in particular, is widely recognized. However, the most serious problems to the introduction of GMPCS are not technical, nor financial, but are rather the political and regulatory barriers—notably fear of bypass and security concerns. Inmarsat does not believe that there should be any a priori limit to the number of GMPCS operators offering satellite capacity to national service providers. The market can best determine which will be successful. However, before countries open their markets, they will need to be convinced that it is in their interest to do so.     

An institutional analysis of supply chain innovations in global marketing channels

The adoption of sophisticated supply chain innovations by trading partners in global channels of distribution is often limited by the institutional context of the international transaction. In particular, the regulatory, normative, and cultural-cognitive elements of institutional environments around the world can enhance or inhibit the ability of trading partners to craft the contractual, ownership, and social elements of institutional arrangements required by an innovation. Because supply chain innovations often require costly, new investments and activity sets, firms may be reluctant to participate in an innovation unless a new institutional arrangement can be crafted to provide adequate safeguards and guarantees. A conceptual model is developed to explain the role of institutions in the successful deployment of supply chain innovations in global marketing channels.