THE STOCK PRICE REACTION TO SUPPLY CHAIN MANAGEMENT ADVERTISEMENTS AND COMPANY VALUE

The research examines the stock price reaction to the announcement of the adoption of supply chain management‐enhancing tools and technologies to determine whether there is a significant response from the capital markets. The results show that the adoption of supply chain management‐enhancement tools appears to be value creating. The strength of the stock price reaction is positively related to the degree of certainty regarding the publication date of the publication.     

A tale of three cities: Large,medium, and small consumer markets compared

In what size consumer markets does the consumer fare best — those of large, medium-sized, or small cities/towns? This is the general question that this article seeks to answer through analysis of price-quality data pertaining to Minneapolis (a large city), Ann Arbor, MI, and Ithaca, NY (a small town). While differences were smaller than expected, limited evidence from this pilot study support the notion that small markets are most efficient. At the same time the analysis confirms others' findings that most consumer markets are chaotic.     

Without a Care in the World: The Business Ethics Course and Its Exclusion of a Care Perspective

This article analyzes the impact of the rights-oriented business ethics course on student's ethical orientation. This approach, which is predominant in business schools, excludes the care-oriented approach used by a majority of women as well as some men and minorities. The results of this study showed that although students did not shift significantly in their ethical orientation, a majority of the men and an even greater majority of the women were care-oriented before and after a course in business ethics. If business schools are to address society's increasing diversity then the perspective of women and others who are care-oriented must be assimilated into the curriculum. This can only be done by rethinking how the business ethics course (and the entire business curriculum) are taught to include a care-oriented approach.     

Nonlinear Supply Contracts, Exclusive Dealing, and Equilibrium Market Foreclosure

We examine how the feasibility of both nonlinear pricing and exclusive dealing arrangements affect incentives for market foreclosure when two manufacturers contract with a retail monopolist. Surprisingly, we find that although market foreclosure equilibria exist, they are Pareto-dominated (from each manufacturer's perspective) by all nonforeclosure equilibria. If one believes that Pareto-dominated equilibria are unlikely to arise, then the difference between our results and those of Mathewson and Winter (1987), who do not allow for nonlinear pricing, suggests an ironic twist on the notion that quantity discounts and other kinds of nonlinear pricing can provide an additional way for a manufacturer to foreclose a rival. By providing a manufacturer with increased flexibility (beyond linear pricing) to extract a retailer's surplus, nonlinear pricing may instead have the effect of reducing the incidence of observed market foreclosure.     

MANAGEMENT STRATEGY AND NEW TECHNOLOGY IN RETAIL DISTRIBUTION: A COMPARATIVE CASE STUDY

This paper examines the establishment of two large dry food warehouses or distribution centres (DCs) each of which involved much technological innovation. We explore whether the introduction of the same technology into two similar DCs in one corporation leads to similar outcomes and to what extent such a technological change may influence organizational behaviour. We assess the managerial strategies and tactics associated with the technological change and the subsequent experiences at each site. In short, distribution centre A (DCA) was plagued by industrial disruption and had low productivity. By contrast, distribution centre B (DCB) had virtually no disruption and had high productivity. Following a change of corporate strategy, DCA was contracted out to a third party independent operator and became DCX. the new management immediately reduced the industrial disruption there and appeared to increase the productivity too; thus DCX was transformed in comparison with DGA. These contrasts are explained in terms of differing managerial strategies, patterns of industrial relations and work organization. We conclude that these three factors are crucial in determining the success of technological change and are more important determinants of organizational behaviour than is the particular type of technology.