The role of a firm's strategic orientation dimensions in determining market orientation

Little is known about how various strategic orientation dimensions determine market orientation. The authors identify four key dimensions of a firm's strategic orientation as critical antecedents to market orientation: the firm's aggressiveness, its future orientation, the extent of marketing formalization, and risk proclivity. Moderating effects of two environmental forces, competitive intensity and technology turbulence, are also considered in light of their relationship with various dimensions of strategic orientation and market orientation. Using a survey with firms spanning multiple industries, the proposed effects are tested with latent class analysis with multiple regimes. The results, based on an optimal two-regime solution, show that that although market orientation is significantly impacted by these strategic orientation dimensions, the pattern of influence differs based on a firm's membership in one of two regimes.     

Revisiting the ‘Court of Generations’ Amendment : A conversation

In 1991, futurist Bruce E. Tonn proposed a ‘Court of Generations’ Amendment to the US Constitution. His proposed ‘Court of Generations’ lacked punitive powers but, hopefully, would have sufficient legitimacy to counteract extreme present-minded thinking evident in US political processes and institutions. Although Tonn's ‘Court of Generations’ Amendment has been well received in the futures community, who else has heard of it? Otherwise, has it made any difference? How can the cumbersome and nonfuturistic amendment procedure in the US Constitution generate a futures-oriented ‘Court of Generations’? And for those who sincerely look forward to a ‘Court of Generations,’ precisely what kind of tactically savvy visionary leadership will give the ‘Court of Generations’ any chance of being approved? During 1997, Vincent Kelly Pollard engaged Dr. Tonn in an Internet conversation aimed at clarifying these issues.     

The President Versus the Senate: Appointments in the American System of Separated Powers and the Federal Reserve

For politicians, appointments are an instrument of policy influence.By installing their representatives in an institution, politicianscan count on policy influence for the duration of their appointees'terms. Given the stakes, the occasional controversy regardingnominees is understandable. On the whole, however, nominationsare not controversial; in fact, Senate confirmation votes areoften unanimous. Nevertheless, the Senate can have substantialinfluence in the appointment process. Using a formal model,this article examines how the president and Senate strategicallybargain with one another within the confines of the FederalReserve appointment process to influence monetary policy. Witha new way to estimate monetary policy preferences, this articleshows empirically that policy influence occurs via appointments.     

Labour utilisation and industrial relations at Scott-Lithgow 1967–87

This article, a case study of a Scottish shipbuilding and offshore construction company, examines the impact of management style and organisational structure on labour utilisation and industrial relations     

routledge economics

Alan Jarvis, economics editor of Routledge, outlines his publishing plans for the coming year. He also describes Routledge's role as Hayek's publisher.     

ON MANAGING HYBRIDS: SOME DILEMMAS IN HIGHER EDUCATION MANAGEMENT

This is an exploratory and conceptual paper. It argues that the concept of a hybrid organisation offers a useful way of conceptualising some dilemmas of current higher education management. The process of hybridisation captures some of the internal stresses and management problems facing higher education institutions caught between quasi-market and commercial market pressures. The increasingly widespread contractual management style may offer an inappropriate coping structure for some of these dilemmas. An open, negotiating management style, making explicit the problems of accountability and legitimacy generated by hybridisation, may be the only way to maintain staff commitment, but is very hard to achieve in the current context.