Environmental protection and management: A water pollution case study within the Greater Blue Mountains World Heritage Area,Australia

The Grose River is contained almost entirely within a World Heritage Area. While sewage pollution in the area has been addressed, pollution at damaging levels continues from a disused coal mine, closed in 1997. Despite some surface rehabilitation, no action has occurred to remediate zinc polluted waters emanating from the mine. We examine the historical regulation and management of the Australian Commonwealth and New South Wales governments and highlight gaps in both regulatory systems. We conclude that there is an urgent need to improve regulation of water pollution, mining and management of the environment in highly valued world heritage areas.     

Expected revenue of all-pay auctions and first-price sealed-bid auctions with budget constraints

We show that all-pay auctions dominate first-price sealed-bid auctions when bidders face budget constraints. This ranking is explained by the fact that budget constraints bind less frequently in the all-pay auctions, which leads to more aggressive bidding in that format.     

Tariff (De‐) Escalation with Successive Oligopoly

This paper explores the issue of a simultaneous reduction in tariffs at different stages of a vertically related market where each stage is oligopolistic. When vertically related markets are characterized as a successive oligopoly, reducing tariffs by an equivalent amount on upstream and downstream imports will have a differential effect on market access and hence profits at each stage as a result of a combination of horizontal and vertical effects. These differential effects have implications for the tariff structure post‐trade reform.     

The use of cycles? explaining employee involvement in the 1990s

Drawing on evidence from twenty-five case studies from different sectors and parts of the country, the authors challenge Ramsay's influential ‘cycles of control’ theory of participation as a managerial response to industrial relations pressures from below. Through a series of ‘ideal type’ scenarios, they indicate the range of management motives behind the new ‘wave’ of employee involvement schemes.     

Valuing ecosystem goods and services: a new approach using a surrogate market and the combination of a multiple criteria analysis and a Delphi panel to assign weights to the attributes

A new approach to valuing ecosystem goods and services (EGS) is described which incorporates components of the economic theory of value, the theory of valuation (USappraisal), a multi-model multiple criteria analysis (MCA) of ecosystem attributes, and a Delphi panel of experts to assign weights to the attributes. The total value of ecosystem goods and services in the various tenure categories in the Wet Tropics World Heritage Area (WTWHA) in Australia was found to be in the range AUD$188 to $211 million year⁻¹, or AUD$210 to 236 ha⁻¹ year⁻¹ across tenures, as at 30 June 2002. Application of the weightings assigned by the Delphi panelists and assessment of the ecological integrity of the various tenure categories resulted in values being derived for individual ecosystem services in the World Heritage Area. Biodiversity and refugia were the two attributes ranked most highly at AUD$18.6 to $20.9 million year⁻¹ and AUD$16.6 to $18.2 million year⁻¹, respectively.     

Alternative balanced scorecards built from paradigm models in strategic HRM and employment/industrial relations and used to measure the state of employment relations and HR system performance across U.S. workplaces

This paper constructs alternative balanced scorecards based on high‐performance work system (HPWS) and employment relations system (ERS) models. The models are depicted and compared in diagrams and used as framework skeletons for building separate HPWS and ERS scorecards, intended to provide a detailed data picture of the operational health and performance of an organization's employment/HR system and its operations, processes, and inputs/outputs. The scorecards are filled in with nationally representative data from 2,000+ U.S. workplaces using more than 50 employment/HR indicators, as reported by separate panels of managers and employees. The indicators for each workplace are aggregated into an overall HR/employment system score, ranked from low‐to‐high, and graphed as frequency distributions. These distributions provide a unique snapshot picture of the mean and dispersion of the state of employment relations and HR system performance for companies across the United State. They also reveal that “models matter” since the HPWS and ERS scorecards provide distinctly different evaluation assessments.     

Protection for maturing industries: Evidence from Canadian trade patterns and trade policy, 1870–1913

As industries mature, experience is accumulated, productivity increases, trade performance improves on domestic and international markets and learning potential dissipates. Using theory‐consistent empirical specifications, I find a strong, robust negative relationship linking tariff rates to trade performance for manufactured products that matured during the first decade after Canada prioritized protectionist policy objectives in 1879. This relationship also holds at a more aggregate industry level, where I can use other measures of maturity, control for import penetration, use historically contemporaneous trade elasticity estimates, link trade performance to trade restrictiveness and effective rates of protection and where I can instrument for import penetration and trade performance using a two‐stage IV–GMM estimation approach. The results suggest that after 1890 the Canadian government carefully cut tariffs on products produced by maturing Canadian producers and this retreat from protectionism significantly lowered the static deadweight losses resulting from Canadian trade policy during the post‐1890 period.     

The False Promise of Organizational Culture Change: A Case Study of Middle Managers in Grocery Retailing*

ABSTRACT The strategic importance of managing organizational culture has been a central theme in organizational literature over the past two decades. But relatively little attention has been given to the impact of culture change initiatives on managers. This paper reports on the impact of a programme of culture change on managers at one of Britain's leading grocery retail chains. Based on a series of detailed interviews with managers together with examination of company documents and an understanding of trends in grocery retailing, we explain the purpose and content of change, and document and analyse the reactions of those managers who are expected to change their own cultural orientations as well as persuade their subordinates to change. We conclude that in this case at least changes in managerial behaviour, as with previously documented changes in the behaviour of shopfloor workers, are related more to surveillance, direct control and the threat of sanction than any transformation of managerial values. Indeed, the situation and experiences of managers – one of reduced autonomy, close monitoring and control, and perceived career insecurity – are explained less in relation to ‘organizational culture’, more in relation to organizational (re‐)structuring intended to create a more centralized form of organizational control.     

HR and analytics: why HR is set to fail the big data challenge

The HR world is abuzz with talk of big data and the transformative potential of HR analytics. This article takes issue with optimistic accounts, which hail HR analytics as a ‘must have’ capability that will ensure HR's future as a strategic management function while transforming organisational performance for the better. It argues that unless the HR profession wises up to both the potential and drawbacks of this emerging field and engages operationally and strategically to develop better methods and approaches, it is unlikely that existing practices of HR analytics will deliver transformational change. Indeed, it is possible that current trends will seal the exclusion of HR from strategic, board‐level influence while doing little to benefit organisations and actively damaging the interests of employees.