A Paleoeconomic Theory of Co-Evolution and Extinction of Domesticable Animals

One Pleistocene mystery is why early North Americans eradicated their large, potentially domesticable animals (e.g., horses), whereas early Europeans did not. A commonly‐held hypothesis is that European species were evasive due to co‐evolution with hominids, whereas North American animals were naïve and unable to adapt quickly enough when experienced human hunters arrived from Eurasia. We explore this hypothesis with a paleoeconomic model of co‐evolution that integrates human hunting investments and wildlife population responses. We find that investments in hunting ability, based on the relative scarcity of prey species, could have mattered more than wildlife ‘naivety’ in explaining the extinction.     

Proactive behavior and industrial salesforce performance

Proactive behavior has been indirectly linked to effective selling, an assertion underpinned by a logic, which states that in a world of high competition and choice, the passive, reactive seller is unlikely to do as well as his or her more proactive counterpart. Yet, little direct empirical evidence exists to substantiate this link. In this paper, we address this knowledge gap by describing a study that assesses the effect of proactive behavior on the performance of an industrial sales force. The paper explores the issue of salesperson performance and the construct of proactive behavior (or proactiveness). Using the Proactive Personality (PP) Scale to measure proactiveness and the line manager's subjective evaluation to indicate salesperson performance, it was found that a small but significant relationship exists. The results are discussed, with areas for future research delineated and implications for practitioners explored.     

Loyalty-based management

Despite a flurry of activities aimed at serving customers better, few companies have systematically revamped their operations with customer loyalty in mind. Instead, most have adopted improvement programs ad hoc, and paybacks haven't materialized. Building a highly loyal customer base must be integral to a company's basic business strategy. Loyalty leaders like MBNA credit cards are successful because they have designed their entire business systems around customer loyalty--a self-reinforcing system in which the company delivers superior value consistently and reinvents cash flows to find and keep high-quality customers and employees. The economic benefits of high customer loyalty are measurable. When a company consistently delivers superior value and wins customer loyalty, market share and revenues go up, and the cost of acquiring new customers goes down. The better economics mean the company can pay workers better, which sets off a whole chain of events. Increased pay boosts employee moral and commitment; as employees stay longer, their productivity goes up and training costs fall; employees' overall job satisfaction, combined with their experience, helps them serve customers better; and customers are then more inclined to stay loyal to the company. Finally, as the best customers and employees become part of the loyalty-based system, competitors are left to survive with less desirable customers and less talented employees. To compete on loyalty, a company must understand the relationships between customer retention and the other parts of the business--and be able to quantify the linkages between loyalty and profits. It involves rethinking and aligning four important aspects of the business: customers, product/service offering, employees, and measurement systems.     

The new productivity challenge

"The single greatest challenge facing managers in the developed countries of the world is to raise the productivity of knowledge and service workers," writes Peter F. Drucker in "The New Productivity Challenge." Productivity, says Drucker, ultimately defeated Karl Marx; it gave common laborers the chance to earn the wages of skilled workers. Now five distinct steps will raise the productivity of knowledge and service workers--and not only stimulate new economic growth but also defuse rising social tensions.     

A comparison of parametric and non-parametric efficiency measures: The case of Norwegian ferries

The trunk road system in Norway has to be supplemented by a number of ferries due to the long coastline with numerous islands and fjords. Most of the ferries are run by private companies, but at a loss. The deficit are covered by the Ministry of Transport. The subsidies have risen rapidly in the last years and have focussed attention on whether the ferries are really run as efficiently as possible. To change the incentives to economize, a lump-sum payment is considered. To implement such a system, an initial assessment of reasonable input requirements is needed. The aim of this article is to provide such a yardstick by establishing a best practice frontier. Both a non-parametric and a parametric approach to a deterministic frontier are tried and differences of results discussed. Peculiarities due to choice of methods are revealed. The efficiency distributions are quite similar for the two methods except for scale efficiency, where the parametric method indicates substantial unrealized scale economies, while the non-parametric approach shows the largest and some small ferries to be scale efficient. The results indicate a substantial rationalization potential of about 30 percent in total.I am indebted to three referees for forcing me to improve significantly the quality of the study. Any remaining shortcomings are, of course, my responsibility.     

Managers’ Corporate Entrepreneurial Actions and Job Satisfaction

Through the development and extension of theories and scholars’ subsequent empirical analyses of significant, theoretically grounded research questions, the knowledge about corporate entrepreneurship (CE) and its successful use continues to advance. Moreover, the literature suggests important relationships between the corporate environment, managers’ entrepreneurial behavior and successful implementation of corporate entrepreneurship actions. In an attempt to test some of those relationships, we describe an empirical study of 523 managers that examines the relationships among the antecedents to managers’ entrepreneurial behavior, a decision to implement entrepreneurial actions, and resulting job satisfaction and reinforcement practices.     

The State of Public Sector Unionism: Challenges and Opportunities

The face of unionism in the United States is becoming increasingly public sector. On the surface, public sector unionism appears as a bright spot for labor. A more careful examination of the data, however, reveals that such unionism is at a standstill. Absolute growth has been insufficient to offset losses in private industry, and it is largely tied to increases in public employment. Public employee unions face numerous serious challenges, and questions have been raised in the federal service about the very legitimacy of union representation. Future scenarios suggest that public sector unionism as a whole will likely remain in a more or less stagnant position.