Indiscriminate discrimination: A correspondence test for ethnic homophily in the Chicago labor market

Numerous field experiments have demonstrated the existence of discrimination in labor markets against specific minority groups. This paper uses a correspondence test to determine whether this discrimination is due to prejudice against specific groups, or a general preference for the majority group. Three groups of identical fabricated resumes are sent to help-wanted advertisements in Chicago newspapers: one with Anglo-Saxon names, one with African-American names, and one with fictitious foreign names whose ethnic origin is unidentifiable to most Americans. Resumes with Anglo-Saxon names generate nearly one third more call-backs than identical resumes with non Anglo-Saxon ones, either African-American or Foreign. We take this as evidence that discriminatory behavior is part of a larger pattern of unequal treatment of any member of non-majority groups, ethnic homophily.     

Economic Freedom and Economic Performance in Latin America: A Panel Data Analysis

This paper performs panel regressions of output per worker, capital intensity, human capital, and total factor productivity in Latin America on measures of economic freedom in five policy areas. Results show that a smaller government raises output per worker in Latin America but not in the OECD. Stronger property rights and a tighter monetary policy also raise output per worker, but greater freedom to trade internationally does not, despite doing so in the OECD. Deregulation lowers output per worker in both Latin America and the OECD. Finally, a tighter monetary policy raises total factor productivity (TFP) but reduces capital intensity in Latin America, while deregulation raises capital intensity but lowers TFP in both sets of countries.     

Export marketing strategy implementation,export marketing capabilities,and export venture performance

Since exporting is the most popular mechanism by which firms engage with international markets, understanding the drivers of export market performance is key to explaining firms’ international competitiveness. The literature posits that the effective implementation of planned export marketing strategy is a key determinant of the performance of firms operating in international markets. Yet little is known about the specific nature and drivers of export marketing strategy implementation effectiveness. In this study we build on the implementation literature in marketing and strategic management to develop a new conceptualization of export marketing strategy implementation effectiveness. Drawing on dynamic capabilities theory, we empirically examine the export marketing capability antecedents and performance consequences of export marketing strategy implementation effectiveness in the context of manufacturing firms that are exporting to international markets. Results indicate that effective implementation of planned export marketing strategy contributes to export market and financial performance, and that marketing capabilities play an important role in enabling effective marketing strategy implementation in export venture operations.     

Sell in May and go away: the evidence in the international equity index futures markets

There are teeth in the old saw     

A new measure of wage discrimination

There is evidence that the conventional method overstates wage discrimination. A new measure is proposed based on a comparison of male and female characteristics within the same wage brackets. The new measure shows a much lower wage discrimination. Although there is no evidence of a downward bias, more analysis is required of the statistical properties of the new measure.     

Factors Affecting Training Effectiveness in the Context of the Introduction of New Technology—A US Case Study

The purpose of this exploratory study was to identify the key factors within and outside the training context that could affect training effectiveness. The most important variables that were found to facilitate trainee learning and training transfer are: measurement of trainee knowledge before and immediately after training; supervisory support and encouragement for the application of new skills and knowledge; intrinsic rewards for applying newly learned skills and knowledge; a participative/sociotechnical organisation that is characterised by a high degree of employee involvement; and, a continuous learning environment that encourages frequent participation in multiskill training and retraining programs.     

Business ethics and corporate social responsibility

Corporate social responsibility (CSR) has become a mainstream business practice, attracting broad attention from business, consumers, academics, and policymakers, leading firms to account for the social and environmental footprints of their activities. The aim of this paper is to present recent advances on CSR, regarding its incentives and its market and societal effects. The analytical approaches surveyed highlight various ways through which CSR creates value for firms and stakeholders. The paper looks on the CSR of multinational enterprises as well and concludes with issues related to international initiatives for the inclusion of CSR in policy agendas towards sustainable development.     

Linking high performance organizational culture and talent management: satisfaction/motivation and organizational commitment as mediators

Relying on strategic human resource management and organization development systemic principles, this theory-building study tested the validity of a new talent attraction and retention model which focused on the under-researched effects of organizational culture and employee attitudes. The analysis was based on data gathered from two large organizations representing two different countries and industries. Structural equation modeling results ascertained that talent attraction and retention were predicted by high performance organizational culture. This effect was also found to be mediated by the employee attitudes of satisfaction/motivation and organizational commitment. More specifically, this study found talent attraction and retention to be highly associated with the extent to which the organization is perceived to have a change-, quality-, and technology-driven culture, and characterized by support for creativity, open communications, effective knowledge management, and the core values of respect and integrity. This study concluded that strategically aligned and ethical high performance organizational cultures have strong effects on talent attraction and retention and are also highly conducive to the development of high commitment and motivating work systems.