The Global Challenge to Advertising

Abstract

Written by several executives of the International Advertising Association, “The Global Challenge to Advertising” was first made public at the 23rd IAA World Congress in Dublin in early June of 1973. The study, with detailed examples from many areas, brings into focus the two main currents of world-wide opposition to advertising: mounting consumer dissatisfaction with product quality and claims, and increasing government regulation and control of advertising. It is reprinted here by permission of the International Advertising Association, 475 Fifth Avenue, New York, N.Y. 10017.     

The Outlook for European Grocery Retailing: Competition and Format Development

This article analyses retail trends in the main European countries, and particularly format evolution and competition amongst retailing firms. On the basis of the existence of European retailing landscapes that are sometimes similar without ever being identical, the article analyses the impact of the main factors of change on different national markets. Whilst retail internationalisation and new entrants, commercial policy, legislative environments, technological innovations, consumers and buying behaviour will have a convergence effect on different countries' retail structures, substantial differences will still exist. European retailing in the coming years will probably be characterized by increasingly less marked differences between countries than one finds today, but market segmentation, variety and differentiation of retailing formats and brand names will be stronger within each country.     

When is Effort Contagious in New Venture Management Teams? Understanding the Contingencies of Social Motivation Theory

Consistent with social motivation theory, prior research on managerial motivation suggests that effort is contagious across management team members. In this study, we draw on belongingness theory to develop a model on important boundary conditions to social motivation theory in the management team context. The model predicts that new venture managers react to their teammates’ higher effort levels by investing higher effort levels themselves primarily when they are confronted with a threat – namely, low venture performance and high environmental hostility – but that effort is less contagious when managers face little threat. We test our model with a sample of 103 new venture managers nested in 51 management teams in a longitudinal setting capturing managerial effort over 26 weeks. While we do not find a direct relationship between teammates’ effort and a new venture manager’s subsequent effort, we find support for the crucial role of threat in triggering the contagion of managerial effort. We discuss the contributions of our study for research on management teams, performance feedback, and entrepreneurial effort in new ventures.     

Differences in large and small firm responses to environmental context: strategic implications from a comparative analysis of business formations

Despite growing recognition of some strategic advantages held by small firms, little comparative research has been performed on the advantages and disadvantages accruing to firm size. In order to delineate the differential responses of small and large businesses to their environmental context, we perform a comparative analysis of the impact of industry structural characteristics on the formation of large and small businesses in a large sample of U.S. manufacturing industries from 1977 to 1987. The results suggest that small businesses possess certain resources that allow them to overcome some barriers which create greater difficulties for their larger counterparts, as well as allow small businesses to exploit certain industry opportunities more readily than larger ones. © 1998 John Wiley & Sons, Ltd.     

The challenge of program evaluation: When increasing program participation decreases the relative well-being of participants

Two goals of food assistance programs are to improve well-being and to increase participation among those in need. Progress in meeting the first goal can be measured by the difference in well-being between participants and eligible non-participants. This gap in well-being though can be affected by progress made toward the second goal of increasing participation rates. In particular, if those with the lowest levels of well-being disproportionately enter the program, the gap can increase. To examine whether this tension between goals exists empirically, we consider the case of the Food Stamp Program and its effect on food insecurity in the United States, using data from the Survey of Income and Program Participation (SIPP). In particular, we use variation in State policies (the change in administrative error rates and the combined value of Temporary Assistance for Needy Families (TANF) and food stamp benefits) to analyze whether increasing participation rates leads to increases in the difference in food insecurity rates. Controlling for other factors, we find evidence of the tension between these two program goals insofar as States with policies which encourage participation have higher differences in the food insecurity rates of participants and non-participants.     

The new public management and the UK Police Service

This article explores the impact of the introduction of the New Public Management (NPM) within the UK Police Service since the mid-1990s. A specific focus upon individual performance management (one of the central features of NPM) is examined from the perspective of the police sergeant who has primary responsibility for managing performance and ultimately the delivery of policing services within one of the UK's ‘essential’ public services. After a discussion of the literature on individual performance management within the context of the NPM, the article identifies four major research questions relating to: the job role demands of performance management; access to valid and reliable performance management information; the capacity to provide follow-up development and support; and the wider integration of performance management with organization strategy and service objectives. After reporting on interview data collected from role sets in which the sergeant is a focal member, the article concludes with a discussion of the constraints upon effective performance management within the NPM.     

Integrating the disabled into the work force: A survey of fortune 500 company attitudes and practices

Full participation in the work force continues to be an elusive goal for disabled individuals. One common explanation for this state of affairs is that employers tend to have negative attitudes about what the handicapped have to offer as employees and what is required to integrate them into the work force. Unfortunately, relatively little recent data is available about such attitudes. Thus, a survey of Fortune 500 companies was conducted to examine employers' attitudes toward the disabled. Employers' hiring and accommodation practices were also examined. Results were encouraging for the handicapped in some areas (e.g., performance perceptions) and a cause for concern in others (e.g., the perceived cost of making workplace accommodations). Level of exposure to the handicapped was also related to attitudes and practices. Limitations, research directions, and implications for corporations are discussed.     

Erratic strategic decisions: when and why managers are inconsistent in strategic decision making

While decision makers in organizations frequently make good decisions rooted in stable and consistent preferences, such consistency in outcomes is not always the case. In this study, we adopt a psychological perspective of judgment to investigate managers' erratic strategic decisions, which we define as a manager's inconsistent judgments that can shape the direction of the firm. In a study of 2,048 decisions made by 64 CEOs of technology firms, we examine how both metacognitive experience and perceptions of the external environment (hostility and dynamism) could affect the extent to which managers make erratic strategic decisions. The results indicate that managers with greater metacognitive experience make less erratic strategic decisions. The results also indicate that in hostile environments managers make more erratic strategic decisions. But contrary to our expectations, in dynamic environments managers make less erratic strategic decisions. Similarly, hostility and dynamism interact in their effect on erratic strategic decisions in that the positive relationship between environmental hostility and erratic strategic decisions will be less positive for managers experiencing high environmental dynamism than those experiencing low environmental dynamism. These results have important implications for strategic decision‐making research. Copyright © 2010 John Wiley & Sons, Ltd.     

The Surprising Duality of Jugaad: Low Firm Growth and High Inclusive Growth

Western theories on creativity emphasize the importance of access to resources and the generation of innovations as a source of sustainable competitive advantage for firms. However, perhaps the emphasis on slack resources and the firm as the level of analysis may be less appropriate for understanding the benefits of individual creative problem solving in resource-poor environments of the east; focusing solely on the firm is not sufficiently inclusive and may underestimate the benefits of creative problem solving under resource scarcity. Through an inductive interpretive case study of 12 problem solvers in the highly resource-poor environment of rural India, we identified the antecedents, dimensions and duality of outcomes for an Indian cultural source of creative problem solving called jugaad. Jugaad relies on assertive defiance, trial-and-error experiential learning and the recombination of available resources to improvise a frugal quick-fix solution. Our inductive framework provides new insights into the dual outcomes of creative problem solving from an eastern perspective; jugaad is unlikely to be a source of competitive advantage for firm growth but represents a source of enhanced wellbeing for inclusive growth.