MOVIES,MASS CONSUMERS,AND CRITICS: ECONOMICS AND POLITICS OF A TWO‐SIDED MARKET

Most analyses of the film market treat it as a single entity where producers make films based on average consumer interest while critics serve as forecasters or signalers of film quality to these consumers. We describe the film market as two‐sided—a mass market (average consumer) side and a high quality/artistic (cineaste) side—that each influence film maker production decisions and critical reviews as critics balance the preferences of mass market consumers and their own more artistic inclination. Using 1,824 films released during 2000–2014, we examine determinants of box office revenues and critical reviews, while addressing the overlap between them. Our results indicate that consumers and critics respond differently not only to film rating but also to film budgets, story sources, genre, and political content. We then use the dichotomy between average and high quality, artistic film consumers as a basis for understanding the normative views of the film markets relative to other two‐sided markets as well as the political economy of film regulation. (JEL C30, D10, Z11)     

Fueling the Credit Crisis: Who Uses Consumer Credit and What Drives Debt Burden?

Excessive household debt contributed to the worst recession in decades. Insights about borrowing and spending behavior can inform economic recovery forecasts, policy decisions, and financial education. This study identifies life cycle and credit attitude as key determinants of who uses debt. Younger households are more likely to borrow for consumption, as are those who believe that it is all right to borrow to purchase luxury goods or cover living expenses. Furthermore, households that condone borrowing for these purposes have a higher consumer debt burden. Debt capacity (or creditworthiness) and financial discipline are also significant factors in determining household debt use.     

Audience Segmentation of Kentucky Mothers by Nonparticipation Status in the Special Supplemental Nutrition Program for Women,Infants, and Children

We identify women most and least likely to discontinue participation in the Special Supplemental Nutrition Program for Women, Infants, and Children (WIC) program. Kentucky WIC program management information system data from 2012 to 2013 was explored through a retrospective cohort study. Audience segmentation identified unique groups with respect to nonparticipation. Presumptive eligibility for Medicaid was the strongest predictor of nonparticipation. Among those who were not presumptively eligible, women who were the only ones in their households enrolled in the program were at higher risk of nonparticipation. Outreach strategies at the point of enrollment or when presumptive eligibility for Medicaid is granted could mitigate further nonparticipation.     

Attributes of the entrepreneurial type

In order to be entrepreneurs, people need to have both original ideas and the ability to make them work. This article focuses on three attributes which make this entrepreneurial orientation possible.     

Estimating Medicaid prenatal case management costs: the provider's perspective

Many states are faced with Medicaid fiscal constraints; therefore, reimbursable versus un-reimbursable program costs must be clearly delineated. This study demonstrates a method to measure costs for Medicaid prenatal case management.     

Is there a managerial life cycle? Evidence from the NFL

We use data from the NFL over 1920–2004 to examine the relationship between age and managerial performance controlling for other relevant influences. Our results indicate that age enhances performance up to a point at which increasing age predicts diminished performance—a managerial life cycle. Moreover, rates of change in the life cycle are relatively gradual, which is consistent with gradual changes in the marginal product of human capital and depreciation rates for human capital rather than levels that are fixed for long periods. With a lag of about 7–10 years, the effects are very similar to those found between age and athletic performance in previous studies by Fair. Copyright © 2006 John Wiley & Sons, Ltd.     

Information Use in New Product Development: An Initial Exploratory Empirical Investigation in the Chemical Industry*

In‐depth interviews with product developers and product development software providers in a previous qualitative phase of research uncovered eight general types of information that are used across the new product development process (strategic, project management, financial, market and customer, wants and needs, technical, competitor, and regulatory information) and three general approaches to managing information in the process (project‐centric, functionally oriented, and fully distributed). This paper presents a second phase of research trying to understand the role that managing knowledge and information plays in developing new products and achieving NPD success. This research phase empirically investigates use of the eight types of information across three general phases of the NPD process in the chemical industry using 81 mail survey responses from marketing and new product development professionals. Respondents were asked to indicate the degree to which each of the eight information types was used in each of the following general phases of new product development: the fuzzy front end, development, and testing and launch. The respondents also provided information on new product development success, information management system sophistication, and innovation strategy. This research makes several contributions to new knowledge. First, this research suggests that information management in product development is even more complex than initially posited in Zahay et al. (2004) , with each of the eight types of information identified being used in each of the three phases of development. Unexpectedly, for all but one type of information use is higher in later stages of the NPD process, even though use of several kinds of information early in the project is associated with increased success. Thus, managers may need to encourage teams to start gathering information from outside the firm earlier than is currently the norm. Second, the results suggest that more sophisticated information management systems are indeed associated with increased use of various different types of information, as expected. Third, more sophisticated information management systems are more highly associated with success than less sophisticated information management systems. These results are important, as most new product development information management systems are limited in their ability to handle complex and non‐quantitative information such as customer wants and needs, as well as strategic, competitor, and regulatory information. However, being able to transmit information on these issues is associated with increased firm performance and project success from these data. Thus, firms need to figure out how to improve their ability to manage and use non‐quantitative information more effectively.     

Company Support for Employee Volunteering: A National Survey of Companies in Canada

Company support for employee volunteerism (CSEV) benefits companies, employees, and society while helping companies meet the expectations of corporate social responsibility (CSR). A nationally representative telephone survey of 990 Canadian companies examined CSEV through the lens of Porter and Kramer’s (2006, ‘Strategy and society: the link between competitive advantage and corporate social responsibility’, Harvard Business Review, 78–92.) CSR model. The results demonstrated that Canadian companies passively support employee volunteerism in a variety of ways, such as allowing employees to take time off without pay (71%) or adjusting their work schedules (78%). These Responsive CSR efforts contribute to the company’s value chain by enhancing employee morale, a perceived CSEV benefit. More active forms of support requiring company time or money are less common; for example, 29% allow time off with pay. Companies perceive that support for employee volunteering enhances their public image, a Responsive CSR strategy when employed to ameliorate a damaged reputation or a Strategic CSR strategy when contributing to a competitive position. A minority perceive challenges like covering the workload. Many companies target and/or exclude particular causes and link CSEV efforts with other philanthropic donations, suggesting a Strategic CSR application of CSEV. Where programs exist, they frequently are neither tracked nor evaluated, suggesting that companies are not using these programs as strategically as they might.     

Organizational Learning and CRM Success: A Model for Linking Organizational Practices,Customer Data Quality,and Performance

A high quality customer database is a cornerstone of successful interactive marketing strategies and tactics. Based on the notion that customer data quality is not only a technical but also an organizational problem, this study develops and tests an organizational learning framework of the relationship between organizational processes, customer data quality and firm performance. The findings show that high quality customer data impact both customer and business performance and that the most important driver of customer data quality comes from the executive suite. A large portion of the impact of organizational culture on performance is mediated by customer data quality and data sharing. The results support the presence of a hierarchy of effects for enhancing data quality that runs from organizational learning (committed to a shared vision for CRM data), to cross-functional learning (marketing/IT cooperation, marketing/IT integration) to functional learning (data sharing).