Career plateauing reactions: the moderating role of job scope,role ambiguity and participation among Canadian managers

The purpose of this study is to investigate the moderating effect and the interactive effect of job scope, role ambiguity and participation in decision-making on relationships between career plateauing and outcomes. A cross-sectional survey of 3,065 Canadian managers shows that these job characteristics can contribute to limiting the negative consequences associated with career plateauing. Moreover, in accordance with the theory of work–situation fit, some double moderating effects are found. The attitudes and behaviours of plateaued managers are significantly more positive when their job is richer and offers an opportunity to participate in decision-making. However, contrary to evidence in the literature, results show that reactions to career plateauing are more positive for managers who perceive that their job is richer and their role more ambiguous. Implications and directions for future research are discussed.     

Proof of nonparticipation in a price fixing conspiracy

When a group of firms colludes on price, the industry price will rise even when there are some firms that do not participate in the conspiracy. If the government or private parties file antitrust suits, the noncolluders face the problem of establishing their innocence since their prices rise along with those of the colluders. We propose a simple output test. Under various models of oligopoly pricing—Bertrand, Cournot, and Stackelberg—we show that the colluders restrict their output while the noncolluders take advantage of the higher price by expanding their outputs. Thus, distinguishing between colluders and noncolluders involves simply observing the output behavior of the industry members.The authors appreciate the support of the Public Policy Research Center at the University of Florida. We regret that B&R Associates is purely imaginary as is the industry.     

Exploiting innovative opportunities in global purchasing: An assessment of ethical climate and relationship performance

Purchasing managers are expected to balance costs, innovation, supplier management, and corporate social responsibility while coordinating expanding areas of the corporation. The increased responsibilities and pressures to innovate brings purchasing managers into potentially increasingly difficult ethical dilemmas. In this study, we examine the relationships between organizational culture, learning, entrepreneurial innovation, and purchasing outcomes in different ethical climates. To address external business conditions that may influence innovation in purchasing, we also examine the moderating effects of technological and market turbulence. Data from 200 purchasing managers in multinational corporations were used to test the relationships through structural equation modeling. We find that entrepreneurial innovation positively affects the quality of the relationships among sourcing participants when operating in a climate valuing ethics. The study results are particularly relevant for managers concerned that establishing an ethical climate may restrict innovation in the purchasing process.     

The effective use of marketing research consultants

Relatively little has been written about effectively managing the buyer-seller relationship for marketing research services. To provide insights into effectively managing this relationship, a survey of both buyers and sellers of marketing research services was conducted. Major findings were that proper problem definition, a familiarity with research methods by the research buyer, and continuous communication between buyer and seller were critical determinants of a successful consultant relationship. For best results the market research buyer-seller relationship should be treated as a mutually beneficial one, not one of conflict or acrimony.     

The innovation catalysts

A few years ago the software development company Intuit realized that it needed a new approach to galvanizing customers. The company's Net Promoter Score was faltering, and customer recommendations of new products were especially disappointing. Intuit decided to hold a two-day, off-site meeting for the company's top 300 managers with a focus on the role of design in innovation. One of the days was dedicated to a program called Design for Delight. The centerpiece of the day was a PowerPoint presentation by Intuit founder Scott Cook, who realized midway through that he was no Steve Jobs: The managers listened dutifully, but there was little energy in the room. By contrast, a subsequent exercise in which the participants worked through a design challenge by creating prototypes, getting feedback, iterating, and refining, had them mesmerized. The eventual result was the creation of a team of nine design-thinking coaches--"innovation catalysts"--from across Intuit who were made available to help any work group create prototypes, run experiments, and learn from customers. The process includes a "painstorm" (to determine the customer's greatest pain point), a "soljam" (to generate and then winnow possible solutions), and a "code-jam" (to write code "good enough" to take to customers within two weeks). Design for Delight has enabled employees throughout Intuit to move from satisfying customers to delighting them.     

Depreciation Need Not Be Arbitrary

Following Thomas (1969, 1974) the depreciation adjustment charged against accounting earnings is nowadays commonly presumed to be entirely arbitrary when it is viewed from a measurement perspective. This paper develops a statistical interpretation of accounting measurement to show that the depreciation calculation need not necessarily be viewed as incorrigible in Thomas's sense. A probability modelling approach is adopted to illustrate how the depreciation adjustment can be used to smooth accounting earnings over time. Depreciation is thus shown to have potentially useful estimation properties. The results have obvious policy implications regarding the objectives that depreciation and other accounting allocations might serve. They also have a bearing on fundamental questions regarding the nature of accounting measurement.     

The averch and Johnson analysis of public utility regulation twenty years later

The Averch and Johnson model of a rate-of-return regulated firm seems to have captivated economists and focused their attention on modest technical inefficiency. Pricing distortions, which were revealed by Welliscz, and the incentive for more extreme technical distortions, which was described by Westfield, are not as widely considered or even understood twenty years after the articles appeared. Analysis using uncertainty and dynamic methods has also failed to treat the full range of rate-of-return implications. To do justice to these original contributions more effort is called for in designing new institutions of public utility regulation.     

The Effects of Competition in Short Product Life‐Cycle Markets: The Case of Motion Pictures*

It is critically important to understand the relationship between new product launch strategies and their interaction with the competitive environment, which results in the successful introduction of new products. Deciding when to launch new products is among the most significant issues facing managers when formulating new products strategy, especially for products with short product life cycles. However, little extant research has focused on the interaction of product launch timing and the competitive market environment. This study explores the effects of four types of competitive threats on the market performance of short product life‐cycle products. Threats from new products and incumbents are possible. Also, products in the same category and those in related product categories exert competitive pressures. In this paper, a framework of competitive threats is developed, and research questions are constructed and empirically tested using the motion pictures industry as the focus of this research. A set of simultaneous equations was estimated using a sample of 2,948 movies introduced in the U.S. market between 1997 and 2004. The results show that all competition types have negative direct, indirect (as mediated by distribution intensity), and total effects on the performance of a new product. For a focal product, incumbent products exert a greater negative impact on performance than new entrants. Surprisingly, products in different, but related, categories are more harmful to the performance of products than products in the same category. The results have important implications for launch timing and new product performance.     

International dimensions of management: The trans-national efficacy of a venture development model

Entrepreneurship is commonly held to be a vital force in the US and other economies. Yet, little is known regarding the efficacy of entrepreneurial efforts developed in one country but attempted elsewhere. In response to calls for testable theoretical models, scholars have begun to investigate empirically the attendant phenomena associated with the venture development process. This article describes efforts to test in another nation a nine-stage entrepreneurial process model of venture development derived and validated in the USA. While some development stages appear to exist similarly across borders, others may not be present. Further, the sequence of stages in the US-derived model may differ when compared internationally.