Identifying Participants in a Price-fixing Conspiracy: Output & Market Share Tests Reexamined – Reply

Review of Industrial Organization -     

Prospects for U.S. Rice in Japanese Retail Markets Under COOL: A Sensory Experiment

ABSTRACT

Japanese policies leave its retail market closed to U.S. rice. This study examined prospects of U.S. rice if these markets opened, with required country-of-origin labeling (COOL). Data were from auction experiments examining preferences for U.S. and Japanese rice under two scenarios (COOL with observation and COOL with tasting) using Japanese female primary shoppers. Two segments were identified: those open to U.S. rice at prices equal or above domestic, as likely due to tariffs, and those closed to U.S. rice at any price. About 7% of subjects were in the first segment, while nearly 26% fell in the latter. Tasting failed to generate large changes. Frequent COOL readers were especially closed even after tasting. Tasting did change the profile of open consumers, with demographics mattering less afterward. Under any policy change, U.S. rice would need a discounted price relative to domestic rice; even then, a substantial market segment appears closed.     

Employee organizational commitment: the influence of cultural and organizational factors in the Australian manufacturing industry

The importance of enhancing employee organizational commitment (EOC) is highlighted by the extensive literature revealing its positive impact on employees' job performance, reducing absenteeism and turnover rates, and improving employees' adaptability to organizational change. This study provides an insight into how EOC levels can be enhanced by examining the contextual factors that can influence EOC. Specifically, the study examines the association between cultural, organizational, and demographic factors with the level of EOC in the Australian manufacturing industry. Data were collected by a survey questionnaire from a random sample of 500 managers with the results revealing that two cultural factors (outcome orientation and stability) and three organizational factors (organizational size, perceived organizational support and job satisfaction) were found to be significantly associated with the level of EOC. Further analysis provides a preliminary insight into how to enhance the EOC of specific managers with different cultural and organizational factors found to be associated with the EOC of managers at different levels in the organizational hierarchy. The findings have important implications for practitioners attempting to improve the level of EOC of their employees with the subsequent enhancements in the level of EOC likely to contribute to improvements in productivity and growth in the Australian manufacturing industry.     

Price Discrimination and Efficient Distribution

This paper focuses on third‐degree price discrimination by an upstream firm with some degree of monopoly power. Downstream firms fall into two categories: efficient and inefficient, according to their relative costs of transforming a unit of the upstream good into a unit of final product. Under ordinary static conditions, price discrimination favors the inefficient firms, which have more elastic demands. We consider, however, the possibility that discrimination in the opposite direction can alter the downstream market structure toward greater efficiency. Discriminatory pricing, then, involves charging a higher price to the less efficient firms. Such pricing is shown to be both potentially profitable for the upstream firm and welfare improving as average consumer prices fall.     

Modelling guanxi with a games network approach

Rapid economic growth in East Asia has often been attributed to cultural preconditions. In the case of China, high economic growth has been attributed to Confucian emphases on loyalty, reciprocal social obligations, and the pre-eminence of the group over the individual. These cultural attributes are said to be manifested especially in the practice of guanxi, a distinctive style of inter-firm networking based on trust and mutual obligations. We suggest that cultural explanations of guanxi networking behaviour appear to conflict with standard economic assumptions of rationality and utility maximisation. We argue that guanxi networks can be better understood if modelled on these standard economic assumptions. For this purpose we use a network games approach. We find that guanxi-type behaviour can be generated by the model, such that culture-based explanations appear unnecessary. Thus, we argue, guanxi behaviour can be explained in a way more consistent with rational agents and maximising behaviour.     

Group Purchasing Organizations,Monopsony, and Antitrust Policy

Group purchasing organizations (GPOs) consolidate the purchasing power of their members and negotiate contracts with input suppliers on their behalf. GPOs have received attention from the Department of Justice and Federal Trade Commission because of concerns over monopsony power and standardization of hospital production costs. GPOs have been criticized in the literature for their contracting practices, which may appear to be exclusionary, and their funding mechanism, which may lead to incentive incompatibility. We analyze these competitive concerns in turn. We find GPOs to be procompetitive and suggest an antitrust policy that preserves the benefits of GPO operations while protecting consumers from any competitive shortcomings. Copyright © 2013 John Wiley & Sons, Ltd.     

Informal conflict intervention: Advice and dissent

A disparity appears to exist between how managers are advised to handle conflict and the intervention methods that they utilize in actual practice. Normative advice tends to agree that managers should adopt a facilitative, mediatorlike role (e.g., Walton, 1987; Tjosvold, 1990), while the empirical research suggests that managers are much more controlling, often deciding how to resolve the problem on their own (e.g., Kolb, 1986; Sheppard, 1983). The present study focuses on two potential reasons as to why managers utilize the methods they do: (1) They treat choices instrumentally to achieve key goals and (2) they interpret or frame conflicts in a form that suggests directive action. One hundred and eighty managers were interviewed about a recent effort to intervene in a dispute at work. The results confirm that managers are very controlling when intervening in disputes and relates this to both interpretive frame and, to a lesser extent, managerial goals. A canonical analysis appears to emphasize the pivotal role that frame plays in influencing whether or not managers choose the solution. Implications of these results for managerial action are discussed.     

The Police Funding Formula: Does it Reflect London's Crime Management Needs?

The allocation of funds to police authorities in England and Wales is based on a formula which has been constructed to capture the key drivers of the main activities of the police: crime management, call management, public order and reassurance and traffic management. The formula was based on data from a 1995/96 survey by the Association of Chief Police Officers (ACPO), using data on police activity and recorded crime from 1990–92. In this article, the authors argue that the resulting allocation no longer reflects accurately the policing needs of London.