The charity shop: purpose and change

This paper attempts to provide a theoretical framework in which to explore and highlight elements of charity retail change and purpose. It uses first the Wheel of Retailing model as an heuristic device for identifying features of charity shop retail change, and secondly a continuum of usage with which to identify charity shop purpose. By matching the two models it identifies patterns of retail change and purpose at each stage of the cycle and the continuum. Copyright © 2000 Henry Stewart Publications     

Volunteerism and Virtual Community Business Success: The Case of the Internet Chess Club

Prior work has identified, in piecemeal fashion, desirable characteristics of virtual community businesses (VCBs) such as inimitable information assets, persistent handles fomenting trust, and an economic infrastructure. To date, researchers have lacked convenient settings to collect participant data to gain insight into VCB governance and success factors. In this work, we addressed this gap and studied the Internet Chess Club (ICC), a successful business that offers a rich and accessible data source for the researcher.

We started with an idealized VCB success framework that stressed the key role of the volunteers. We then used an integrated data collection architecture and performed statistical analysis on the ICC members' attitudes and activities. We identified specific attitude and use segments that represent regular member and volunteer subgroups and we show that these segments and their interplay support the framework we advanced at the outset. In our conclusion, we point out the general lessons that can be taken from this case and applied to other VCBs.     

Throwing space back in: a tale of Indian fishermen,ICT and travel behavior

A suite of agent-based models is designed seeking to replicate and expand the findings of a case study examining the effects of introducing cell phones in a regional fisheries market in southern India. The remote availability of market price information led to economic benefits but also longer average travel distances for the fishermen. Our work generalizes these findings, highlighting the role of space and developing scenarios that involve different configurations for the markets and different assumptions about information-gathering strategies. Here we focus on the development of the model as a tool for exploring behavioral adaptations of ICT-using, utility-oriented travelers in different spatio-temporal contexts.     

Undergraduate students' attitudes towards food shopping and attitudes to time

The objectives of the study are to identify the dimensions underlying two constructs (students' attitudes to food shopping and students' attitudes to time), to use these dimensions to identify student segments and to profile them in terms of the construct dimensions, shopping behaviour and students' characteristics. The study employs a web‐based questionnaire. The useable sample was 744 full‐time undergraduate students at Newcastle University. Results indicated that there are six and seven dimensions underlying attitudes to food shopping and attitudes to time respectively. Three student segments are identified with different attitudes to food shopping, attitudes to time, shopping behaviour and students' characteristics. The implication for marketers is that the student market should not be considered en masse, but that segmentation, targeting and positioning is an appropriate strategy for food retailers to adopt.     

Relationship of Supervisors' Sex-Role Stereotypes to Performance Evaluation of Male and Female Subordinates in Non-traditional Jobs

A survey of 488 supervisors classified them as traditional, moderate, and egalitarian in their attitudes towards women using the Spence, Helmreich and Stapp (1973) Attitudes Toward Women Scale. These results were analyzed in relation to the performance evaluations given to their 235 male and 25 3 female subordinates who were matched for position level and type of occupation in a large coast-to-coast Canadian public sector organization, whose mandate is not one traditionally associated with women. All supervisors were directly acquainted with the work of their subordinates over a minimum three-month to three-year time frame. Traditional supervisors of women (Spence, Helmreich and Stapp, 19 73), compared to traditional supervisors of men, evaluated the women supervised, even in the face of substantial direct contact, as less able to: (1) autonomously direct their subordinates; (2) assist in the career development of their subordinates; and (3) effectively monitor the day-to-day results of their subordinates. No differences were found between evaluations received by men and women working for egalitarian supervisors. Compared to egalitarian supervisors, traditional supervisors were reluctant to assign technical, vital high-profile projects to female subordinates. The results were interpreted in terms of mores from the greater macro-culture which were reflected inside the organization via gender-related barriers to equity such as absence of effective role models, difficulty gaining access to informal networks, tokenism, and the belief found here that women as supervisors in non-traditional areas are dysfunctional for the organization and for the upward mobility of their subordinates. Résumé Quatre cent quatre-vingt-huit superviseurs one été catégorisés comme traditionnels, modérés et égalitaircs dans leurs attitudes vis-à-vis des femmes selon l'Echelle d'attitudes vis-à-vis des femmes développée par Spence, Helmrich, Stapp (1973). Ces résultats ont été analysés en relation avec les évaluations de rendement de leurs 235 subalternes masculins et 253 subalternes féminins correspondant quant à leur niveau et type d'occupation au sein d'un organisme du secteur public présent dans tout le Canada et dont le mandat n'est pas traditionellement associé avec le travail de leurs subalternes et ce sur une période allant d'au moins trois mois à trois ans. Les superviseurs traditionnels de personnel féminin (Spence, Helmrich & Stapp, 1973) comparés à des superviseurs traditionnels de personnel masculin, ont évalué les femmes qu'ils supervisaient, maigre un contact direct important, comme étant moins capable de: 1) diriger leurs subalternes de façon autonome; 2) fournir à leurs subalternes l'assistance requise dans l'avancement de leur carrière; 3) contrǒler efficacement le rendement quotidien de leurs subalternes. Aucune différence n'est apparue dans les évaluations des hommes et des femmes qui travaillaient pour des superviseurs égalitaires. Par comparaison à ces derniers, les superviseurs traditionnels démontraient une certaine réticence à confier à leurs subalternes féminins des projets techniques vitaux a visibilité élevée. Ces résultats ont été interprétés en termes des moeurs de la macro-culture plus globale qui sont reflétées au sein de l'organisme à travers des obstacles à l'égalité reliés aux sexe tels que l'absence de modèles positifs, la difficulté d'accès à des réseaux officieux, une présence féminine uniquement symbolique et la perception selon laquelle les femmes superviseurs dans les domaines non traditionnels empěchent le bon fonctionnement de l'organisme et l'avancement de leurs subalternes.     

Taxing Super

Australia's taxation arrangements for retirement saving are among the most complicated in the world. It is almost unique in applying taxat all three possible points in the retirement saving cycle: contributions, earnings and benefits. Starting from the proposition that the 'best' pension tax is to tax benefits under the personal income tax, this paper proposes a 'withholding tax' arrangement which would have impacts on individual contributors equivalent to a benefit tax, while altering the time profile of tax collections to address cash-flow concerns on the part of the revenue authorities. Simulations are presented to show that individual contributors benefit from the proposed reform, and that equity across contributors in different wage bands is broadly maintained.     

Entering Eastern European markets : Lessons from Kmart

Kmart completed its purchase of 13 stores in the Czech Republic and Slovakia in May/June 1992. Using interviews conducted in June 1993 with directors of Kmart-Czech Republic and Slovakia and a vice director of its major Prague competitor, Kotva, this paper analyzes the strategies Kmart is using to position itself in Eastern Europe for both retail sales and product acquisition and distribution. Four lessons to be learned from Kmart were identified: (1) internationalize what you do well; (2) know your customers by listening to them and adapting to their needs; (3) be flexible and change if a strategy does not work; and (4) balance short-and long-term gains.