Delivering alternatives: Successes and failures of home delivery services for food shopping

Ways to reduce travel for food shopping are receiving increasing political attention. This paper explores the current experience of providing home delivery services for groceries, which would release shoppers from carrying what they buy. It has involved a study of 58 companies, operating in 9 countries, encompassing a range of different types of scheme, based on both simple and complex technologies, and provided for numerous different reasons. It explores the practical and economic dimensions of providing services, predictions of likely future patronage, and the factors that may be conducive to successfully introducing new initiatives.     

The Effect of a Program‐Based Housing Move on Employment: HOPE VI in Atlanta

We combine records of Atlanta Housing Authority (AHA) clients, Georgia Department of Labor (DOL) employment records, and neighborhood characteristics to analyze the causal effect of an exogenous move out of public housing on the employment of public housing residents. The exogenous move was caused by a HOPE VI or HOPE VI‐like project in Atlanta. We find that such an exogenous move has a positive and statistically significant effect on the probability of employment for those residents who moved relative to other public housing tenants. We also compare the change in employment of those whose exogenous move was to another public housing unit to those who took a housing voucher. We also compare the change in the probability of employment associated with an exogenous move and a voluntary move and find that both types of moves are associated with a greater probability of employment as compared to those who did not move.     

Managerial Control of Employees Working at Home

Places of work constitute processes of management by facilitating ‘visibility’ (the possibility for supervisors and others to observe workers) and ‘presence’ (the ability for workers to participate in relations with co‐workers and others). Working at home creates problems for both these aspects of managerial control. We suggest that managers seek to compensate for the relative lack of visibility and presence of home‐located workers by generating a range of devices and social disciplines that together comprise loose networks of control. However, these responses are only partially successful since they are founded on contradictory assumptions and practices.     

Can message framings influence air passengers’ perceived credibility of aviation voluntary carbon offsetting messages?

Abstract

Past literature has identified low purchase rates of aviation voluntary carbon offsetting (VCO) schemes. A lack of credibility of such schemes has been identified as a key obstacle, yet little attention has been given on how to enhance perceived credibility. Using communication theory, this study examines effects of message framing on consumers’ perceived credibility of aviation VCO messages. Data were drawn from a representative sample of 1680 Australians. The results revealed that spatial distance framing influences air passengers’ perceived credibility of aviation VCO messages. Messages focusing on the influence of VCO programs on the environment of a local community obtain higher perceived credibility than those located in other countries. The study also found the interaction of spatial and temporal distance framing effects were different based on consumers’ past purchase experience. The findings suggest how airlines should design messages and refine them based on consumers’ past experience of aviation VCOs.     

Cooperative research and development agreements (CRADAs) as technology transfer mechanisms

Cooperative Research and Development Agreements (CRADAs) between Federal R&D laboratories and private companies in the US are intended, in large part, to transfer technologies developed at Federal R&D laboratories to private companies. We surveyed the Federal laboratory and private CRADA partners involved in CRADAs at Los Alamos National Laboratory in New Mexico in order to identify certain difficulties inherent in CRADAs as mechanisms for technology transfer. Company partners do not share a common organizational culture with their Federal laboratory counterparts, and are critical of the length of time and complexity of government administrative arrangements necessary to form a CRADA.