How Managers' everyday decisions create or destroy your company's strategy

Senior executives have long been frustrated by the disconnection between the plans and strategies they devise and the actual behavior of the managers throughout the company. This article approaches the problem from the ground up, recognizing that every time a manager allocates resources, that decision moves the company either into or out of alignment with its announced strategy. A well-known story--Intel's exit from the memory business--illustrates this point. When discussing what businesses Intel should be in, Andy Grove asked Gordon Moore what they would do if Intel were a company that they had just acquired. When Moore answered, "Get out of memory," they decided to do just that. It turned out, though, that Intel's revenues from memory were by this time only 4% of total sales. Intel's lower-level managers had already exited the business. What Intel hadn't done was to shut down the flow of research funding into memory (which was still eating up one-third of all research expenditures); nor had the company announced its exit to the outside world. Because divisional and operating managers-as well as customers and capital markets-have such a powerful impact on the realized strategy of the firm, senior management might consider focusing less on the company's formal strategy and more on the processes by which the company allocates resources. Top managers must know the track record of the people who are making resource allocation proposals; recognize the strategic issues at stake; reach down to operational managers to work across division lines; frame resource questions to reflect the corporate perspective, especially when large sums of money are involved and conditions are highly uncertain; and create a new context that allows top executives to circumvent the regular resource allocation process when necessary.     

Die Erschließung vorhandener Wasserkraftpotenziale in Österreich im Spannungsfeld von Energiepolitik und ökologischen Schutzzielen

The intensified use of hydropower plays a substantial role in the Austrian energy sector. There are indeed plans to open up the remaining potentials, especially in the field of small-scale hydropower. However, hydropower creates multiple impacts. Although investments in hydropower are undisputed due to security of supply issues, climate change and dependency concerns, the technology is subject to some disadvantages. Hydropower plants are often seen as a blot on the landscape and a threat for the ecosystem, especially for fish and other water-dependent wildlife. Accordingly, hydropower plants are principally in conflict with nature conservation as for instance the European Water Framework Directive. With the help of a discrete choice model the trade-off between economic and climate-related advantages and the negative environmental side effects of new hydropower schemes was identified and quantified. While people value the economic (employment effects) and environmental (reduced air emissions) benefits related to the generation of electricity from hydroelectric power, they wish to be compensated for the loss of nature and landscape new hydropower plants are associated with. Moreover, confirmation of the “Not in my backyard” phenomenon was found, meaning that people generally prefer the construction of new hydropower stations, but not close to their homes.     

The impact of ethical cues on customer satisfaction with service

This study examines the effects of ethical and unethical cues on customers’ evaluations of the ethics of a service provider and their subsequent satisfaction with the service. The results of a disguised, laboratory experiment are used to suggest that customers respond to unethical cues in the environment through lower ethical assessments and satisfaction ratings, but that ethical cues may not necessarily increase satisfaction scores when compared to a neutral situation. The implications suggest that ethical cues and an honest service provider may be the expected norm, and thus will lead to (or maintain) satisfaction with the service encounter, while unethical cues will create dissatisfaction.     

Assessing ethics education needs in the MBA program

A methodology for assessing ethics educationneeds in a Masters of Business Administration(MBA) program is proposed and applied at oneinstitution by comparing the ethical judgmentof MBA and MPA (Masters of PublicAdministration) students over a variety ofbusiness scenarios. Implications are discussedfor ethics education and its assessment in thisand other MBA programs. MPAs were chosen asthe comparison group because their education,organizational knowledge, and work experienceare expected to promote reasonable judgments. They were also selected because future negativeconsequences are likely from an ethics gapbetween MBA and MPA graduates. MBAs were lesscritical in the current study, and were alsomore likely to report reliance on egoism, aprinciple strongly associated with greatertolerance of the practices described. Anadditional factor, however, appeared tocontribute to the MBAs' less critical judgment. Ethical decision-making models suggest thisfactor was ethical perception. Suggestions aremade for modifying ethical principles andperceptions where indicated. Decision makersare urged to assess ethics education needs intheir own MBA programs, particularly if theyhave not added significant ethical content totheir curricula.     

The changing consumer in Belgium

Centrally located at the cross-roads of the main European Cultures that constitute its roots, Belgium can in many respects be regarded as a miniature Europe. Indeed, most general economic and consumption tendencies that have a grip over Europe, also reign the Belgian society.Yet, Belgium's macro marketing mix exhibits a number of particular characteristics. The remarkably developed retail apparatus and extensive product assortments are typical of a small but rich consumption society. At the same time, promotional expenditures remain modest, and price competition in major sectors is fierce.In view of the future, the foregoing aspects characterize Belgium as a potentially attractive test market for internationally oriented firms. Conversely, it appears to be an interesting commercial arena only for marketers with high cost efficiency, or with superior targeting skills allowing them to cater to the needs of small market segments with considerable purchasing power.     

Achieving Ethics and Fairness in Hiring: Going Beyond the Law

Since the passage of Title VII of the Civil Rights Act of 1964 and more recent Federal legislation, managers, regulators, and attorneys have been busy in sorting out the legal meaning of fairness in employment. While ethical managers must follow the law in their hiring practices, they cannot be satisfied with legal compliance. In this article, we first briefly summarize what the law requires in terms of fair hiring practices. We subsequently rely on multiple perspectives to explore the ethical meaning of fairness in hiring. Ethical fairness underlies the law and regulations in this area, but goes beyond them as well. We conclude by demonstrating that ethical hiring practices enable managers to make better hiring decisions.G. Stoney Alder is Assistant Professor of Management in the College of Business at the University of Nevada, Las Vegas. He received his Ph.D. from the University of Colorado at Boulder. His research interests include organizational justice, electronic monitoring, and ethics. Dr. Alder’s work has appeared in a number of journals including Organizational Behavior and Human Decision Processes, Human Resource Management Review, Journal of Business Ethics, and the Journal of High Technology Management Research, among others.Joseph Gilbert is an Associate Professor of Management at the University of Nevada Las Vegas. He teaches in the areas of business strategy and business ethics. His research is primarily in the area of business ethics. Prior to receiving his Ph.D. from the University of Southern California, he had extensive management experience in the financial services industry.     

Foreign market entry,upstream market power,and endogenous mode of downstream competition

In a differentiated duopoly model of trade and FDI featuring both horizontal and vertical product differentiation, we examine whether globalization and trade policy measures can generate welfare gains by leading firms to change their mode of competition. We show that when a high-quality foreign variety is manufactured under large frictions due to upstream monopoly power, a foreign firm can become a Bertrand competitor against a Cournot local rival in equilibrium, especially when the relative product quality of the foreign variety is sufficiently high and trade costs are sufficiently low (implying higher input price distortions due to double marginalization). Our results suggest that such strategic asymmetry is welfare improving and that the availability of FDI as an alternative to trade can make welfare-enhancing strategic asymmetry even more likely, especially when both input trade costs and fixed investment costs are sufficiently low and trade costs in final goods are sufficiently large.     

International Environmental Agreements and Black Technology

Environmental and Resource Economics - This paper analyzes the stability of international environmental agreements in a dynamic game when the generation of both renewables and fossil fuel based...     

Building and using nonlinear simulations in Excel with an application to the specific factors model

Excel simulation models have become increasingly common in the economics classroom, as their ability to combine numerical and graphical information has proved a useful support to traditional teaching methods. Recent efforts have tended to embed the solution within the Excel sheet, avoiding the need to use the Solver add-in and allowing changes in the exogenous characteristics of the model to be instantly reflected in the numerical solutions and any associated geometry. While this is quite simple in small-scale linear models, it is less straightforward in larger nonlinear models such as those that dominate the theory of international trade. We discuss various methods that can be used in building Excel simulations when it is not possible to solve the underlying model explicitly. We illustrate the ideas and describe our experiences along with a new simulation of the specific factors model.