Strategies that fit emerging markets

It's no easy task to identify strategies for entering new international markets or to decide which countries to do business with. Many firms simply go with what they know-and fall far short of their goals. Part of the problem is that emerging markets have "institutional voids": They lack specialized intermediaries, regulatory systems, and contract-enforcing methods. These gaps have made it difficult for multinationals to succeed in developing nations; thus, many companies have resisted investing there. That may be a mistake. If Western companies don't come up with good strategies for engaging with emerging markets, they are unlikely to remain competitive. Many firms choose their markets and strategies for the wrong reasons, relying on everything from senior managers' gut feelings to the behaviors of rivals. Corporations also depend on composite indexes for help making decisions. But these analyses can be misleading; they don't account for vital information about the soft infrastructures in developing nations. A better approach is to understand institutional variations between countries. The best way to do this, the authors have found, is by using the five contexts framework. The five contexts are a country's political and social systems, its degree of openness, its product markets, its labor markets, and its capital markets. By asking a series of questions that pertain to each ofthe five areas, executives can map the institutional contexts of any nation. When companies match their strategies to each country's contexts, they can take advantage of a location's unique strengths. But first firms should weigh the benefits against the costs. If they find that the risks of adaptation are too great, they should try to change the contexts in which they operate or simply stay away.     

Competent jerks, lovable fools, and the formation of social networks

When looking for help with a task at work, people turn to those best able to do the job. Right? Wrong. New research shows that work partners tend to be chosen not for ability but for likability. Drawing from their study encompassing 10,000 work relationships in five organizations, the authors have classified work partners into four archetypes: the competent jerk, who knows a lot but is unpleasant; the lovable fool, who doesn't know much but is a delight; the lovable star, who's both smart and likable; and the incompetent jerk, who.. .well, that's self-explanatory. Of course, everybody wants to work with the lovable star, and nobody wants to work with the incompetent jerk. More interesting is that people prefer the lovable fool over the competent jerk. That has big implications for every organization, as both of these types often represent missed opportunities. Because they are liked by a disproportionate number of people, lovable fools can bridge gaps between diverse groups that might not otherwise interact. But their networking skills are often developed at the expense of job performance, which can make these employees underappreciated and vulnerable to downsizing. To get the most out of them, managers need to protect them and put them in positions that don't waste their bridge-building talents. As for the competent jerks, too often their expertise goes untapped by people who just can't put up with them. But many can be socialized through coaching or by being made accountable for bad behavior. Others may need to display their competence in more isolated settings. Intriguingly, managers aren't limited to leveraging people that others like and changing those that others loathe. They also can create situations in which people are more apt to like one another, whatever their individual qualities.     

The legal framework and initiatives for promoting safety in the United Arab Emirates

Injury is a leading cause of morbidity and mortality in the United Arab Emirates (UAE). The UAE is a rapidly developing country with fast economic growth, demographical and environmental changes that are associated with new hazards emerging at a similar pace. The UAE as a federal entity has federal and local systems responsible for safety policy, regulations and enforcement. To set priorities for safety promotion and injury prevention, it is necessary to have data on the most frequent external causes of injury and the main individual, equipment and environmental risk factors that contribute to injury. However good quality data for injury prevention are scarce. The aim of this paper is to describe the scale of injury as a public health problem in the UAE, and the development of safety policies, regulations and promotion efforts with special emphasis on traffic, occupational and child safety.     

Last Call: decreasing drunk driving among 21-34-year-old bar patrons

Any effort to decrease the toll of drunk driving must include efforts directed at people who drink in bars, particularly young adults who use motor vehicles after drinking. We designed a multifaceted social marketing campaign, Last Call, to increase the use of designated drivers and safe rides homes among 21-34-year olds. There were three components to the intervention: (1) use of taxi stands to promote taxi use; (2) point-of-sale information to patrons at partner bars and (3) a mass media campaign to support the designated driver/safe ride home message. Among the heaviest drinkers, the programme significantly increased the use of designated drivers and increased the use of taxis by 63%.     

Better sales networks

Anyone in sales will tell you that social networks are critical. The more contacts you have, the more leads you'll generate, and, ultimately, the more sales you'll make. But that's a vast oversimplification. Different configurations of networks produce different results, and the salesperson who develops a nuanced understanding of social networks will outshine competitors. The salesperson's job changes over the course of the selling process. Different abilities are required in each stage of the sale: identifying prospects, gaining buy-in from potential customers, creating solutions, and closing the deal. Success in the first stage, for instance, depends on the salesperson acquiring precise and timely information about opportunities from contacts in the marketplace. Closing the deal requires the salesperson to mobilize contacts from prior sales to act as references. Managers often view sales networks only in terms of direct contacts. But someone who knows lots of people doesn't necessarily have an effective network because networks often pay off most handsomely through indirect contacts. Moreover, the density of the connections in a network is important. Do a salesperson's contacts know all the same people, or are their associates widely dispersed? Sparse networks are better, for example, at generating unique information. Managers can use three levers--sales force structure, compensation, and skills development--to encourage salespeople to adopt a network-based view and make the best possible use of social webs. For example, the sales force can be restructured to decouple lead generation from other tasks because some people are very good at building diverse ties but not so good at maintaining other kinds of networks. Companies that take steps of this kind to help their sales teams build better networks will reap tremendous advantages.     

Toddler drowning prevention: teaching parents about water safety in conjunction with their child's in-water lessons

The primary objective of the study was to develop a parent education programme that addressed parental misconceptions of toddler water safety previously identified by the authors. Parents (n = 106) of 2-4-year-old toddlers enrolled in swim school lessons completed a self-directed questionnaire before and after a 10-week poolside water safety programme. Differences in pre- and post-programme knowledge and beliefs were measured by frequency and chi-square tested to identify significant changes in parental comprehension of toddler water safety after the programme. Statistically significant improvements in parental understanding were evident after the programme. More parents were aware of the family or friend's swimming pool as the primary site of toddler drowning (59% vs. 78%). More parents agreed that their toddler required more, not less, adult supervision after swimming lessons (85% vs. 97%) and more disagreed that swimming lessons were the best way to prevent toddler drowning (65% vs. 74%). Parental understanding of child cardiopulmonary resuscitation (CPR), however, did not improve after the programme. This study suggests that toddler lessons in swim schools provide a valuable opportunity to address parental misconceptions about toddler water safety. Further research is required to determine how parents whose toddlers do not attend swimming lessons might similarly benefit from such a programme.     

Another look at the relationship between socioeconomic factors and the black-white health benefit inequality

This paper illustrates the black-white disparity in health benefit coverage and the socioeconomic variables-unemployment, income, and education. The health benefit disparity is strongly related to the disparity in underlying socioeconomic variables. Moreover, the time-series examination reveals that the change in white workers' health insurance coverage is largely determined by its year-to-year persistence and the labor market tightness (or the business cycle), while that of black workers is largely determined by the change in their earnings with a slight persistence. The effect of the change in annual earnings seems to dominate the effect of the labor market condition (unemployment rate) and other variables. Finally, although marginally significant, an increase in the attainment of higher education (college) has a positive effect on the black-white health benefit disparity.     

信用违约风险传染建模

在信用组合中,企业的违约是相互随机依赖的。除了来自宏观经济因素的影响,即因果传染;还有一种影响来自于企业间的直接相互关系,我们称其为信用违约传染。在目前,席卷全球的次贷风暴,就是一个信用风险传染的实例。到目前为止,人们尝试了从不同角度为违约传染建模,特别是从简约模型角度出发。本文从结构模型角度出发,为信用违约传染建模。并在此模型基础上,分析其对信用衍生品定价的影响。