Are performance appraisals a bureaucratic exercise or can they be used to enhance sales‐force satisfaction and commitment?

In some sales organizations the performance appraisal is treated as a bureaucratic exercise. As such, sales managers may essentially conduct appraisals in an arbitrary and perfunctory manner. This behavior could be based on the belief that conducting performance appraisals requires considerable amounts of time and effort, generates few rewards, and adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between performance appraisals, salesperson organizational commitment, and job satisfaction. If various characteristics of performance appraisals that build commitment and satisfaction could be identified, then managers may be more capable of using performance appraisals that yield positive results. A survey of 185 retail salespeople and 58 retail sales managers provided the data required to evaluate the relationship between satisfaction, commitment, and various aspects of performance appraisals. The results of the study indicate that managerially mediated factors may be used to enhance salesperson job satisfaction and organizational commitment. © 2001 John Wiley & Sons, Inc.     

Spatial interactions among U.S. cities: 1900–1990

We test implications of economic geography by exploring spatial interactions among U.S. cities. We use a data set consisting of 1900–1990 metro area populations, and spatial measures including distance from the nearest larger city in a higher-tier, adjacency, and location within U.S. regions. We also date cities from their time of settlement. We find that among cities which enter the system, larger cities are more likely to locate near other cities. Moreover, older cities are more likely to have neighbors. Distance from the nearest higher-tier city is not always a significant determinant of size and growth. We find no evidence of persistent non-linear effects on urban growth of either size or distance, although distance is important for city size for some years.     

Innovation in Experiential Business Ethics Training

Ethics training has undergone dramatic changes in the past decade. Global business growth and increased technological change have played a role in the increasing sophistication and development of ethics programs and communication devices. These training initiatives are based on organizational ethical decision making theories and empirical research indicating the benefits of training in developing an ethical organizational culture. In this article, we discuss the issues important in developing effective ethics training, examine the goals and methods currently used in training, introduce an ethics training behavioral simulation, and discuss its implementation and evaluation.     

A Review of Empirical Studies Assessing Ethical Decision Making in Business

This article summarizes the multitude of empirical studies that test ethical decision making in business and suggests additional research necessary to further theory in this area. The studies are categorized and related to current theoretical ethical decision making models. The studies are related to awareness, individual and organizational factors, intent, and the role of moral intensity in ethical decision making. Summary tables provide a quick reference for the sample, findings, and publication outlet. This review provides insights for understanding organizational ethical decision constructs, where ethical decision making theory currently stands, and provides insights for future empirical work on organizational ethical decision making.     

Openness and total factor productivity in Swedish manufacturing, 1980–1995

Openness and Total Factor Productivity in Swedish Manufacturing, 1980–1995. — This paper studies the effect of openness on total factor productivity (TFP) growth. Using industry-level data for Swedish manufacturing from 1980 to 1995, the paper shows that integrated industries tend to be more engaged in R&D and have more entry and exit activity than other industries. The results show that domestic R&D intensity does not contribute to the TFP growth rate. Instead, openness to international markets, which helps facilitate technology spillovers, is an important factor. There is also some evidence that producers exiting the market are less productive, implying that such exits will increase the average productivity of the industry.     

Sustainable Transport Policy: The Contribution from Behavioural Scientists

Publication of the UK Government's White Paper on Transport, in July 1998, has raised public awareness of the problems associated with widespread car use. The authors argue that these problems, which largely result from the aggregated choices and behaviour of many individual car uses, could be mitigated if the main determinants of car use and the underlying behavioural mechanisms were better understood. This article examines six strategies for changing social behaviour, and some important conditions for reducing car use. Examples are presented of how the insights gained can be applied in practice.     

Exercised Voice as Management Failure: Implications of Willing Compliance Theories of Management and Individualism for De Facto Employee Voice

The advantages of employee voice for organizations and individuals are well known, but in practice those who exercise voice sometimes face serious sanctions. Tensions surrounding voice are rooted in tacit presumptions of willing compliance embedded in influential theories of management, particularly the works of Chester Barnard and Herbert Simon and those who follow their traditions. Employees who exercise voice demonstrate that management has failed to secure willing compliance, action which managers may take as personal affront. The individualism prevalent in the U.S. may exacerbate managerial tendencies to respond negatively and emotionally to those who exercise voice. Reprisals lead to self-censorship, limit de facto voice and restrict crucial organizational feedback. In addition to being valued as a right and a source of important organizational feedback, employee voice needs to be considered as an ongoing struggle within organizations.     

The effect of framing and negotiation partner’s objective on judgments about negotiated transfer prices

A common approach to set transfer prices is via intra-firm negotiation. However, Luft and Libby [Luft, J. L., & Libby, R. (1997). Profit comparisons, market prices and managers’ judgments about negotiated transfer prices. The Accounting Review, 72(2), 217–229] found that because of the existence of self-serving biases, negotiating managers have different expectations regarding what constitutes a ‘fair’ transfer price, leading to a less efficient negotiation process. In this study, we examine two factors that are expected to affect managers’ transfer price negotiation judgments, namely, framing as a gain or as a loss and the negotiation partner’s objective (whether the partner’s objective involves high or low concern-for-others). We propose that these two factors affect managers’ perceptions of the negotiation context, and thus the way they interpret the economic and social consequences of accounting information. Our results show that a loss frame (compared to a gain frame) exacerbates managers’ self-serving biases and increases the ‘transfer price expectation gap’ between buyers and sellers. Further, in our experiment where market price is higher than equal-profit price, we find that managers’ transfer price expectations are lower (and deviate more from the prevailing market price) when they are negotiating with a partner with high concern-for-others than with a partner with low concern-for-others. We discuss the broader implications of these results for the design of management accounting systems.