An Adversarial Ethic for Business: or When Sun-Tzu Met the Stakeholder

In the economic literature on the firm, especially in the transaction–cost tradition, a sharp distinction is drawn between so-called “market transactions” and “administered transactions.” This distinction is of enormous importance for business ethics, since market transactions are governed by the competitive logic of the market, whereas administered transactions are subject to the cooperative norms that govern collective action in a bureaucracy. The widespread failure to distinguish between these two types of transactions, and thus to distinguish between adversarial and non-adversarial relations, has led many business ethicists to develop a “uniform” moral code. Yet in market transactions, the checks and balances built into the system of commercial exchange are such as to permit more instrumental forms of behavior. In administered transactions, by contrast, these checks and balances are absent, and thus the institutional context calls for much greater exercise of moral restraint. In this paper, I begin the task of developing an adversarial ethic for business. According to this view, the competitive environment licenses a greater range of “self-interested” behavior, but also imposes its own constraints on the strategies that firms may adopt in the pursuit of their interests. Joseph Heath is Associate Professor in the Department of Philosophy and the Centre for Ethics at the University of Toronto. He is the author of three books: Communicative Action and Rational Choice (MIT Press, 2001), The Efficient Society (Penguin, 2001), and with Andrew Potter. The Rebel Sell (HarperCollins, 2004). His research focuses on practical rationality, normative economics, and critical theory.     

Quantifying the positive effects of sponsor level,length, prominence and relatedness on recall and residual recall rates over time

This study is the first multi-year examination of the relative influence of the four main variables said to influence sponsorship recall. Sponsor recall data were collected from season ticket holders (STHs) of 10 professional sports teams, over periods ranging from 3 to 5 years per team. Across those teams and over that time, 309 sponsor–team relationships were examined, and sponsor recall data from over 117,000 individual STHs were collected. Sponsorship length and level were shown to have the strongest impact on recall, followed by relatedness and prominence. These variables affected both the recall of current sponsors and the decay rates of residual recall following the end of a sponsorship. The average rates of sponsor recall growth and decline have been derived from these data, giving managers a tool by which to benchmark sport sponsorship recall performance.     

The measurement of left-right and libertarian-authoritarian values: A comparison of balanced and unbalanced scales

In this paper we compare the performance of balanced and unbalanced Likert scales of two core dimensions of political attitudes: left-right and libertarian-authoritarian values. The balanced scales control for the effects of acquiescence response sets, whereas the unbalanced scales do not. Using data from two panel surveys, balanced and unbalanced scales are compared for reliability, stability and validity both with each other, and with other measures of political ideology and values (left-right self-placement and postmaterialism). Both balanced and unbalanced versions of the left-right and libertarian-authoritarian Likert scales are found to be more stable and strongly associated with social characteristics than are the other measures. The unbalanced scales have slightly higher reliability than the balanced scales; they are also orthogonal, whereas balanced left-right and libertarian-authoritarian scales are moderately correlated. Unbalanced scales also display a slightly stronger relationship with social characteristics, but they do not differ in their pattern of association with political preferences. Differences between balanced and unbalanced scales are attributed to the effects of acquiescence bias. This needs to be considered when using the scales for substantive analyses, but its effects are not problematic.     

An experimental test of brand insulation against competitor attacks: Effects of consumer heterogeneity and residual desire

Price discounts generally move consumers from lower‐quality brands to higher‐quality brands more than from higher‐quality brands to lower‐quality brands. This asymmetry can reverse, however, to favor the lower‐quality brand when improvements are made to product quality. Whether such variations exist when the goal is to retain rather than steal customers remains untested and constitutes the focus of this study. Experimental results indicate that customer retention strategies tend to favor higher‐quality brands. Higherquality brands are able to retain customers by matching the form of the lower‐quality brand's attack (price reduction or quality improvement). For lower‐quality brands, matching is effective only in the case of a price attack by a higher‐quality brand. Furthermore, higher‐quality brands are able to effectively retain customers with price reductions that are smaller than the discount offered by a lower‐quality competitor, whereas lower‐quality brands must match the magnitude of a discount by a higher‐quality brand to retain customers. The findings suggest that differences in customer retention across quality levels arise from (1) heterogeneity among consumers of different quality levels in the relative weightings of price and quality, and (2) switching decisions based on reasons that are biased toward continuing to purchase, or moving to, higher quality products. © 2008 Wiley Periodicals, Inc.     

Understanding the Implied Volatility Surface for Options on a Diversified Index

This paper describes a two-factor model for a diversified index that attempts to explain both the leverage effect and the implied volatility skews that are characteristic of index options. Our formulation is based on an analysis of the growth optimal portfolio and a corresponding random market activity time where the discounted growth optimal portfolio is expressed as a time transformed squared Bessel process of dimension four. It turns out that for this index model an equivalent risk neutral martingale measure does not exist because the corresponding Radon-Nikodym derivative process is a strict local martingale. However, a consistent pricing and hedging framework is established by using the benchmark approach. The proposed model, which includes a random initial condition for market activity, generates implied volatility surfaces for European call and put options that are typically observed in real markets. The paper also examines the price differences of binary options for the proposed model and their Black-Scholes counterparts. Mathematics Subject Classification: primary 90A12; secondary 60G30; 62P20 JEL Classification: G10, G13     

Knowledge refinement for aircraft design and other processes with long cycle time

This paper is concerned with possible technical processes for collecting and refining knowledge and expertise within the Research and Development and Production and Support functions in the aircraft industry. It is also concerned with processes for facilitating the use of stored knowledge and expertise in providing for example continuity of good practice. Features of humans as processors of information, which will influence the collection and use of relevant knowledge and experience, are considered. The feasibility of 'solving' information processing problems with currently available techniques and hardware and software products is assessed. Indications are given of the kinds of developments that seem to be needed in the context of aircraft design and other activities considered in this paper. Human privacy considerations are identified as a possible problem and are discussed briefly.     

Cause marketing and customer profitability

This research marks the first attempt to investigate the cause marketing–customer profitability relationship, and to assess whether features can moderate the influence of cause marketing (CM) on customer profitability for a focal brand and its main rival. We obtain a panel dataset on 7257 customers to evaluate the Yoplait–Susan G. Komen partnership. On a propensity score matched sample, we estimate a multilevel model and find that Yoplait’s CM initiative positively influences Yoplait’s customer profitability (2.70%), along with a deleterious effect on Dannon’s customer profitability (?13.31%). These findings are theoretically meaningful and pragmatically useful as they: (1) provide behavioral evidence of CM’s profit impact, (2) establish CM as an “offensive” strategy that cultivates the rival’s customers, (3) suggest features can amplify the effect of CM on the focal brand’s customer profitability, and (4) support that managers can add CM to their strategic marketing arsenal as an instrument to strengthen brand equity.     

Group Characteristics Influence Distribution Patterns of Off-Road Vehicle Recreation within a Complex Trail System in Southwest Idaho

Recreation on public lands is growing and is increasingly recognized as an ecosystem service providing improved health, connection to nature, and social time while also disturbing and degrading ecosystems. Human impacts must be managed, but often managers have little information about the factors that affect recreation patterns. We combined data from global positioning system receivers to record off-road vehicle (ORV) travel with a pretrip survey to determine how group characteristics, site experience, site knowledge, and motivation are associated with ORV trip patterns on public lands in southwest Idaho. Spatial and temporal extent and distribution could summarize most variation in ORV trips. Both trip distribution and extent were associated with group characteristics and site knowledge. Spatial and temporal extent was additionally associated with motivations and distribution was associated with riding experience. These findings can help land managers to identify use patterns, direct informational programs, and effect indirect management strategies.