“But we can't go back”

In 2004, a provincial cancer agency in Canada developed and implemented a provincewide Leadership Development Initiative (LDI) to enhance organizational leadership and relationships. Research using a quasi‐experimental survey design determined whether LDI implementation influenced the emotional health and leadership practices of LDI participants. An ethnographic approach (18 focus groups and 13 individual interviews) explored participants' perceptions of the LDI. This article presents qualitative findings that contribute to understanding the statistically significant findings of increasing levels of cynicism, emotional exhaustion, and burnout for most LDI participants. The LDI was regarded as a critical strategy for helping leaders grow and cope with change and help in changing organizational leadership culture to be more collaborative and inclusive. However, an organizational history of short‐lived, flavor‐of‐the‐month development initiatives and growing skepticism and disengagement by leaders represented in the themes of Catch‐22 and “there is no going back” contributes to understanding why these quantitative measures increased. Few studies have explored the hypothesis that real organizational development happens through a series of planned stages. In this study, leaders experienced escalating frustration because change was not seen to occur fast enough in “others” and reported that this was necessary before they would alter their own behavior. Leadership development programs in general need to reflect the reality that it takes considerable time, patience, and effort to effect fundamental change in leadership culture.     

Global city regions and the location of logistics activity

The aim of this paper is to extend and develop research surrounding the links between transport and urban regions. An understanding of transport activity has long involved the use of spatial frameworks, seen in the idea of a gateway city (with its surrounding hinterland) and in the identification of hubs or nodes. The particular framework used here is the global city region, a build-out from the much researched global city, and acknowledged as the most prominent feature of spatial development in the global economy. As these areas can accommodate important sea and airport infrastructure, the global city region can be expected to play a significant role in global logistics. Whether that significance extends just from the physical realm, as reflected in the infrastructure, or whether it is embedded in the scale and complexity of the advanced business services sector within the global city, is the issue that lies at the heart of the research. The research has set out to answer the question: “How important are these regions in logistics activity?”. The question has relevance in the context of transport geography as it provides an urban structure perspective on what is commonly seen as separate port or airport activity. Its relevance is enhanced as its answer relies upon a simultaneous analysis of both sea and air freight activity. Results show these regions counted for a substantial and growing share of sea and air freight between 1996 and 2006. In accounting for that outcome the research explores the particular effect of infrastructure (showing that global city regions with multiple seaport and airports play a special role) and also isolates the links with global city functions. The paper concludes with some insight on the special challenge these places create for strategic urban planning policy.     

The Effects of Market Concentration and Horizontal Mergers on Hospital Costs and Prices

Antitrust advocates believe that horizontal consolidation in hospital markets can reduce competition and increase prices while merger advocates believe it can benefit consumers by reducing service duplication. This study analyzed the market conditions, operating characteristics, and costs and prices of approximately 3500 short-term general hospitals (including 112 within-market-area mergers) from 1986 to 1994 to investigate the effects of market concentration, hospital mergers, and managed care penetration. The results show: a shift away from non-price competition toward price competition in health care markets; that this shift was fueled by increased market penetration by price-sensitive buyers; that horizontal hospital mergers produced average cost savings of approximately 5%, which were generally passed on to consumers as lower prices; that cost savings were generally greater for mergers of similar-size hospitals, with a higher degree of duplicative services, and with lower pre-merger occupancy rates; and some evidence that post-merger price reductions were smaller in less-competitive markets.     

“Managing” Corporate Community Involvement

In academic research, many attempts have been undertaken to legitimize corporate community involvement by showing a business case for it. However, much less attention has been devoted to building understanding about the actual dynamics and challenges of managing CCI in the business context. As an alternative to existing predominantly static and top-down approaches, this paper introduces a social movement framework for analyzing CCI management. Based on the analysis of qualitative case study data, we argue that the active role of employees pressuring for CCI policies and practices, as well as the organization audience responses to their efforts, are at the core of the challenges involved in managing CCI. These challenges also pose limits to how far CCI can be extended to a “business as usual” activity.     

On the maximizing behavior of a monopoly planner

Conclusions The model developed here leads to some useful conclusions. If we consider an economy without trade where the supply of inputs varies in response to the level of current real consumption paid to inputs, then the relevant social input constraint for the planners is not a single production possibilities locus, but the planners feasibility constraint developed here. This constraint traces the locus of points on a family of production possibility surfaces that would be generated by each alternative quantity of inputs. The rate of product transformation along the planners' feasibility function will differ from the rate of product transformation along the production possibilities locus by an amount that reflects the marginal input supply. In such an economy, whenever the arguments of the planners' welfare function are not identical with the arguments of the input supply function, the necessary conditions for the planners' optimum will be non-optimal with reference to usual market socialist welfare criteria. At equilibrium, the marginal rate of product substitution in the planners' welfare function will not equal the marginal rate of product transformation on the production possibilities function. In addition, when the tastes of planners and of consumers diverge, the necessary conditions for the planners' optimum imply the exercise of some monopoly power by the planners. For given input supply conditions and given production functions, the magnitude of the monopoly effect increases to a limiting value as the diverge of tastes between planners and consumers increases.     

Brand Imitation: Do the Chinese Have Different Views?

Trademark infringement is a big problem for international brands in Asia, especially among the three Chinese societies — the PRC, Taiwan, and Hong Kong. An exploratory study of the perceptions and attitudes of these consumers regarding their acceptability and willingness to purchase brands which imitate the look of multinational brands was carried out. The results showed the Hong Kong Chinese to be more aware and loyal to multinational brands. The PRC nationals and Taiwanese generally had low awareness of which brands were originals and which were imitators. All respondents thought the manufacture of imitator brands to be unethical, but not the purchase of such brands. The major predictor of choosing an imitator brand was the respondent's ability to identify the original brand. The results from this study suggest marketers should educate their new consumers that they are the original brand or market leader in their product category.     

In praise of boundaries. A conversation with Miss Manners. Interview by Diane L. Coutu

The past three decades have been a time of increasing informality in the American workplace. It's easy to characterize this growing comfort with the casual as a positive step for workplace culture, an outgrowth of the American democratic belief in workers' equality. Informal environments are said to be more trusting and open, and workers who are free to express their personalities are more comfortable and thus more creative--right? According to etiquette guru Judith Martin--known far and wide as Miss Manners--informality in the workplace may do more harm than good. Without some formality in social intercourse, Miss Manners argues, human interactions end up being governed by laws, which are too heavy-handed to serve as a guide through the nuances of personal--or professional--behavior. Since our earliest beginnings, we have developed formal rules to accompany shared human experiences, such as eating and mourning. Yet, says Miss Manners, something in us rebels against form and etiquette, and every so often, an anti-manners movement takes hold, and people come to believe that following etiquette is unnatural. One recent such movement has led to the belief that a distinction between our work life and our professional life is unnecessary. If we hope to reassure our customers that we are indeed professional, however, we need to be aware of the boundaries of professional behavior. On the whole, Miss Manners argues, informality in the workplace leads to a host of problems, from making employees feel pressured to "socialize" with coworkers during weekends and evenings to sexual harassment. Despite the shortcomings of informality in the American workplace, though, Miss Manners believes that we have the best code of manners the world has ever seen-in theory. In practice, American etiquette is undoubtedly still a work in progress.     

Expatriate success may depend on a “learning orientation”: Considerations for selection and training

To support globalization, managers increasingly are sent to live and work in other countries. An unsuccessful expatriate assignment is costly for the organization and damaging to the individual's career, yet few companies have adequate processes for selecting and training expatriate managers. The concept of “learning orientation” is proposed as a valuable dimension for assessment and training. Employees with weaker learning orientation tend to withdraw from situations that could result in low judgment of performance; those with stronger learning orientation adapt and continue. The described approach can benefit employees and their families and can increase the organization's chance for international success. © 1999 John Wiley & Sons, Inc.