Innovation strategy and sanctioned conflict: a new edge in innovation?

Teamwork and harmony are worthy objectives, but a healthy dose of conflict also plays an important role in fostering innovation. In their pursuit of teamwork and harmony, companies run the risk of suppressing the creative tension that brings vitality to new-product development (NPD) efforts. Furthermore, a firm's choice of innovation strategy may have a significant effect on the organization's capability for managing conflict. Using results from a survey of 290 marketing and R&D managers from U.S. firms in the electronics industries, Barbara Dyer and X. Michael Song explore the link between strategy and conflict, and the effect this link has on NPD success. Their study examines the following issues: the influence of business strategy on specific conflict-handling behaviors; the relationship between those conflict-handling behaviors and positive conflict outcomes; and the relationship between constructive conflict and new-product success. The study classifies firms predominantly pursuing a more aggressive NPD strategy as prospectors and less aggressive firms as defenders. Three conflict-handling mechanisms are identified: integrating behaviors, forcing behaviors, and avoiding behaviors. Compared to the prospector firms, the defender firms in this study perceived significantly higher levels of conflict in their organizations. In handling conflict, the prospector firms perceived a higher level of integrative behavior than the defender firms. The defenders perceived higher levels of forcing and avoiding conflict behaviors. The study identifies a strong, positive relationship between integrative behaviors and constructive conflict. Positive relationships are also identified between constructive conflict and the success of cross-functional relationships, as well as between constructive conflict and NPD business success. For the firms in this study, the results indicate that strategy is associated with the conflict-handling mechanisms the firm uses. For example, the results suggest that an NPD manager in a prospector firm will encounter high use of integrative behaviors, a high number of complex conflicts, a relatively low level of perceived conflict, a high level of formalization, and frequent exchanges of written and verbal communication among the firm's personnel. The results suggest that managers may help to create an environment conducive to NPD success by assessing their firms' strategies, emphasizing integrative conflict-handling behaviors, and employing formalization of organizational procedures.     

Constitutional Confusion: Slavery,Abortion, and Substantive Constitutional Analysis

A comparison of two U.S. Supreme Court cases about fundamental rights, one on slavery, the other on abortion, sheds light on constitutional law and the principles undergirding liberal constitutional democracy. The Dred Scott case in 1857 denied constitutional rights to enslaved Africans and their descendants living in the United States. The Roe v. Wade decision in 1973 created a constitutional right to abortion that denied constitutional personhood to human beings prior to birth. Both cases involved applications of what legal scholars call “substantive due process”—that is, a substantive interpretation of the constitutional requirement that governments provide persons with “due process of law” that moves beyond procedural formalism. Although many constitutional scholars deny the legitimacy of substantive due process as a legal doctrine, this article proposes that the judicial system cannot ultimately avoid substantive moral questions in constitutional interpretation. In both cases examined here, the crucial question was about who counts as part of the people whom the Constitution protects, and that question could not be answered in purely formal terms. Both Dred Scott and Roe v. Wade erred not by engaging substantive moral questions but rather by denying, in different ways, the natural rights of human persons.     

The Impact of Firm Capabilities and Competitive Advantages on Import Intermediary Performance

ABSTRACT

Import intermediary firms, domestic firms that serve U.S. industries by linking domestic wholesalers/retailers and foreign distributors/manufacturers, handled a whopping U.S. $1.85 trillion of commodity good imports in 2006. This study focused on these important firms by assessing the role of capabilities and competitive advantages as key determinants of import intermediary performance. The empirical results showed that market interpretation, sourcing, and service capabilities, overall, positively affected cost, product, and service competitive advantages. These competitive advantages, in turn, positively affected their relationship performance with business partners. Results, however, also indicated some interesting negative associations among sourcing capabilities, service advantages, and relationship performance with foreign partners, raising questions about extant firm performance theory.     

An integrated design for personal computers in the marketing curriculum

This article discusses the role of personal computer applications in courses throughout the marketing curriculum. Learning theory suggests that PC applications be introduced in modules over the entire marketing program and not concentrated in just one or two courses. The final capstone course in marketing is seen as the logical place for a culminating, integrative learning experience with software applications. Software recommendations are provided for each typical marketing course and a decision support exercise is described for the capstone course.     

When to ally & when to acquire

Acquisitions and alliances are two pillars of growth strategy. But most businesses don't treat the two as alternative mechanisms for attaining goals. Consequently, companies take over firms they should have collaborated with, and vice versa, and make a mess of both acquisitions and alliances. It's easy to see why companies don't weigh the relative merits and demerits of acquisitions and alliances before choosing horses for courses. The two strategies differ in many ways: Acquisition deals are competitive, based on market prices, and risky; alliances are cooperative, negotiated, and not so risky. Companies habitually deploy acquisitions to increase scale or cut costs and use partnerships to enter new markets, customer segments, and regions. Moreover, a company's initial experiences often turn into blinders. If the firm pulls off an alliance or two, it tends to enter into alliances even when circumstances demand acquisitions. Organizational barriers also stand in the way. In many companies, an M&A group, which reports to the finance head, handles acquisitions, while a separate business development unit looks after alliances. The two teams work out of different locations, jealously guard turf, and, in effect, prevent companies from comparing the advantages and disadvantages of the strategies. But companies could improve their results, the authors argue, if they compared the two strategies to determine which is best suited to the situation at hand. Firms such as Cisco that use acquisitions and alliances appropriately grow faster than rivals do. The authors provide a framework to help organizations systematically decide between acquisition and alliance by analyzing three sets of factors: the resources and synergies they desire, the marketplace they compete in, and their competencies at collaborating.     

Implications for food production potential of future urban expansion in Ontario

The paper describes the application of an evaluation system to assess the flexibility that would exist in the use of Ontario's agricultural land resources under alternative urban growth scenarios. A programming method is employed, but the analysis does not yield a “best” or “predicted” allocation of land use; rather, the system gauges the degree to which options in the use of land are affected by changes in conditions, and identifies those land areas which are strategically important for particular uses given the specified conditions. The conditions are specified to reflect possible patterns of urban and exurban development, both with and without policy controls. The analysis provides evaluations of both the pressures on the land resources if food production requirements are to be met, and the importance of particular land units for agriculture if the requirements are to be met, under the alternative urban growth scenarios.     

Subsistence Response to Market Shocks

Microeconomic models posit that transaction costs isolate subsistence producers from output market shocks. We integrate microeconomic models of many heterogeneous households into a general equilibrium model and show that supply on subsistence farms may respond, in apparently perverse ways, to changes in output market prices. Price shocks in markets for staple goods are transmitted to subsistence producers through interactions in factor markets. In the case presented, a decrease in the market price of maize reduces wages and land rents, stimulating maize production by subsistence households; however, real incomes of subsistence households fall.     

Ecotourism and conservation: factors influencing effective conservation messages

Environmental education and interpretation have largely focused on individual mechanisms (e.g. cognitive processes) leading to intention and behavioural change. Less has been said about the role of the situation and communication processes between tour guides and tourists in ecotourism experiences. This paper examines the role of interpreters and individuals as jointly influencing the effectiveness of communicating conservation messages. A survey of over 1500 visitors was undertaken to ascertain the factors crucial to whether visitors received a conservation message in an ecotourism setting. The results indicate a three-tier effect: individual characteristics, specifically respondent's age, were initially important. The second tier represents the impact of conservation-related information from the tour guide/interpreter. This information acts as a stimulus to the third and most crucial tier of influence – visitor empowerment. The tertiary stage comprises a two-way communication process that influences a positive conservation message. The process involves the interpreter suggesting positive conservation action that translates into what we term “a locus of responsibility” for the visitor and subsequent higher levels of satisfaction. All of these drive effective communication of conservation message comprehension.