How deficiencies in motivation to manage contribute to the United States' competitiveness problem (and what can be done about it)

Data are presented to support the argument that motivation to manage is a major cause of managerial effectiveness, that it declined sharply in the college population during the activism of the 1960s and early 1970s, and that it is now severely lacking in the United States relative to many other countries. Thus America's competitiveness problems appear to be largely motivational in nature. Possible solutions are discussed, including recruiting and selecting for managerial motivation, increasing motivation to manage using training and development techniques, and changing organizational designs (telescoping the scalar chain, moving managerial tasks into non-managerial positions, resorting to professional forms, and expanding venture structures). © 1995 by John Wiley & Sons, Inc.     

Implementing industrial policy: How to choose?

There has been a resurgence of interest in industrial policy in higher income as well as in emerging and still developing economies, in part due to a renewed interest in the role of economic structure, with industrial policy interpreted as interventions designed to shift resources into higher return, higher growth activities. Dialogue with the private sector is critical but central to policy choice is how far policy should be applied on a vertical as opposed to a horizontal basis. This paper surveys the techniques available to guide selectivity, focusing in particular on trade-based indicators. It concludes that whilst in practice some selectivity is necessary, there is a limit as to how far this can be guided by objective indicators and flexibility and experimentation will be required in the application of policy.     

Assessing cost‐effectiveness when environmental benefits are bundled: agricultural water management in Great Barrier Reef catchments

Using economic analysis to prioritise improvements in environmental conditions is particularly difficult when multiple benefits are involved. This includes ‘bundling’ issues in agricultural pollution management, where a change in management action or farming systems generates multiple improvements, such as reductions in more than one pollutant. In this study, we conceptualise and compare two different approaches to analysing cost‐effectiveness when varying bundles of benefits are generated for a single project investment. Each approach requires data to be transformed in some way to allow the analysis to proceed. The index approach requires the transformation on the benefits side so that the effects of multiple pollutant changes can be combined into a measure for each project which can then be compared to costs. By comparison, the disaggregation approach requires the transformation on the costs side where costs for each project have to be apportioned across the different pollutants involved. The paper provides novel insights with an application to agricultural water quality improvements into the Great Barrier Reef in Australia, demonstrating that while both approaches are effective in prioritising projects by cost‐effectiveness, the disaggregation approach provides more insightful results and values that may be relevant for use as upper value guidelines in future project selection.     

Brexit: How Will UK Agriculture Fare?

There is little doubt that Brexit would have significant implications for UK agriculture, a sector with strong trade links to the EU and strong reliance on CAP income support. This article reports preliminary results from employing a Computable General Equilibrium Model, a Partial Equilibrium Model and Farm Level Models to explore selected trade and domestic policy scenarios post‐Brexit. These allow for the estimation of changes in producer prices, production and farm incomes against a baseline scenario of continued EU membership. Under a Free Trade Agreement with the EU, agricultural impacts are relatively modest. By contrast, unilateral removal of import tariffs has significant negative impacts on prices, production and incomes. Adoption of the EU's WTO tariff schedule for all imports favours net importers (e.g. dairy) and harms net exporters (e.g. sheep). Given the strong dependence of most UK farms on direct payments, their removal worsens negative impacts of new trade arrangements and offsets positive impacts. Impacts vary across different types and sizes of farm, but also regionally. However, the period of adjustment to new trade and domestic policy conditions may prove very challenging for a large number of farm businesses.     

Demand for maize hybrids and hybrid change on smallholder farms in Kenya

Kenya is a globally recognized maize “success story.” As the overall percentage of maize farmers growing hybrids tops 80% and the seed industry matures, the slow pace of hybrid replacement on farms, and the continued dominance of the seed industry by Kenya Seed Company, may dampen productivity. Our econometric analysis identifies the factors that explain farmer demand for hybrid seed, and the age of hybrids they grow, considering hybrid seed ownership. Male‐headed households with more education, more assets, and more land plant more hybrid seed. Scale of seed demand per farm is differentiated by agroecology. We find a strong farmer response to the seed‐to‐grain price ratio, which we interpret as evidence of a commercial orientation even on household farms. However, despite the dramatic increase in the number of hybrids sold and the breadth of seed suppliers as seed markets liberalize, an older hybrid still dominates national demand.     

Common good leadership in business management: an ethical model from the Indian tradition

While dominant management thinking is steered by profit maximisation, this paper proposes that sustained organisational growth can best be stimulated by attention to the common good and the capacity of corporate leaders to create commitment to the common good. The leadership thinking of Kautilya and Ashoka embodies this principle. Both offer a common good approach, emphasising the leader's moral and legal responsibility for people's welfare, the robust interaction between the business community and the state, and the importance of moral training of leaders in identifying and promoting the common good. We argue that the complex process of re‐orientating corporate priorities towards the common good requires alertness and concerted effort if both business and society are to truly benefit. As Ashoka said: ‘A good deed is a difficult thing’.     

The effect of information on consumers' willingness to pay for natural and organic chicken

This study examined the effect of definitions for organic and natural on willingness to pay a premium for organic over natural chicken. Data were collected using surveys and experimental auctions that were conducted before and after information was presented. Before information, approximately two‐thirds of participants inaccurately equated the requirements of natural with those for organic. After information, nearly 50% increased their premium, while 30% decreased their premium. Logistic regression results showed that consumers who had overestimated the requirements for natural were most likely to have an increased premium after information, with significantly higher bids for organic. For those who decreased their premium after information, awareness of consuming genetically modified (GM) foods was a key variable. The non‐genetically modified (non‐GM) requirement of organic appears to be of low value to some consumers. Overall, consumer confusion regarding organic and natural standards may be having substantial impacts on the two markets.     

The transactional ethic: The ethical foundations of free enterprise reconsidered

A review of the evolution of the ethical foundations of free enterprise reveals the essentially utilitarian ethical foundation prevailing today. To enrich those foundations the article attempts to establish the ethical validity of free transactions by relating them to the basic principle of interpersonal ethics: the Golden Rule. The validity of the transactional ethic is presented as an articulation of freedom in a valid social and economic context. Jeffrey A. Barach is Professor of Management, A. B. Freeman School of Business, Tulane University. His DBA ('67), MBA ('61), and AB ('56) are from Harvard. His interests include business ethics, business policy and marketing. He has published articles and cases in these areas and on pedagogy. His text Individual, Business, and Society was published in 1977. Recent articles concern social marketing (Business Horizons), management of family firms (Sloan Management Review), and the ethics of hardball (California Management Review).John B. Elstrott, Jr., is the Sponsored Research Coordinator at the Freeman School of Business, Tulane University. He received his Ph.D. in Economics from the University of Colorado (1975). His interests include business ethics, entrepreneurship, economic development, and environmental economics. He is working on several interdisciplinary research projects including one on economic evaluation of solid waste management alternatives. Dr. Elstrott is an active entrepreneur and serves on the board of several profit and not for profit corporations.