Problems of establishing service supply relationships: Evidence from a high-tech manufacturing company

This paper identifies areas, which may cause problems when establishing service supply relationships. Case research has been conducted within the service division of a global manufacturing company, analysing 11 instances where the company established or attempted to establish a relationship with a supplier to provide services as part of their offering to the end-customer. Four problem areas are identified through inductive case analysis. First, writing legal agreements for service exchanges. Second, clearly specifying service processes to be transferred to suppliers. Third, handing over service delivery to suppliers. Fourth, losing control over the relationship with the customer. These problems expand on already known problems of establishing supply relationships. Suggestions for how the problems may be moderated are also provided.     

Rational Partisan Theory: Evidence for Seven OECD Economies

According to the Rational Partisan Theory of business cycles (RPT), ex ante uncertainty about the outcome of elections will generate post-election output growth fluctuations. This paper employs vote prediction equations and opinion polls to compute election win probability estimates for 62 elections in seven OECD economies. The probability estimates are used to calibrate partisan intervention terms entered in output growth regressions. For the UK and, to some extent, Canada and Australia, our results are supportive of the RPT. For the US, the calibrated intervention terms are dominated by a partisan dummy variable turned on after each election.     

The use of macroeconomic models in economic policy making: The Norwegian experience

Planning in Norway has a long tradition. The use of models is an integral part of short- and medium-term economic policy administration. A large-scale input-output model, MODIS IV, is used as the short- and medium-term forecasting and planning model. The use of the model secures consistency when analysing the economy. The model is very open in the sense that important interrelations in the economy are left out. The model contains only ‘good’ relations in the Leif Johansen sense of the word. Smaller aggregate and more closed versions of the model are used for analysing policy alternatives. These models contain both ‘good’ and ‘bad’ relations. The use of macroeconomic models is an important aid for proposals regarding economic policy in the Ministry of Finance. Because the whole ministry (with expert help from other ministries) takes an active part in the model work, MODIS IV serves as the centralizing mechanism. It helps to make economists from many ministries go around the same centre, speak the same ‘language’ and organize all relevant information and judgements in a consistent way. Experience shows that ‘numbers discipline’ and force the different arguments on to a higher level of precision.     

Are standardized EMSs useful in local authorities? A study of how a tool from the private sector is used in the public sector

Following the trend in the private sector, standardized environmental management systems (EMSs) have been introduced in several local authorities around the world. When the tool is transferred from the private sector to the public, one can ask how useful the tool is in the new environment, since the private and the public sectors are two different types of social sphere, with different institutional logics. Taking a closer look at the situation in Sweden, this paper aims to investigate the applicability of standardized EMSs in local authorities and the public sector in general. Based on qualitative interviews with public officers in two municipalities in Sweden, it is argued that EMSs are useful in municipalities. However, the study also reveals that an EMS seems to be more suitable for technical service administrations and municipally owned companies than social service administrations. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment.     

Strategy and management control systems: A study of the design and use of management control systems following takeover

This paper describes and analyses the approach taken by four well-known Swedish companies to management control following takeover. The findings suggest two factors which can explain how the management control systems were designed and used after an acquisition: the corporate strategy of the acquirer and the business strategy of the acquired company. The case studies show how these forces could impose mutually inconsistent requirements on the management control system of the acquired firm, and also how these inconsistencies were resolved.