Woman to women: Social marketing an idea to the new world

In 1971, Kotler and Zaltman developed a formal planning process for social marketing. But this article highlights the marketing of the idea of Britain's moral cause to American women in 1939–41, a clever example of social marketing thinly disguised to avoid the abhorrence attached to propaganda. The authors show how Ruth Drummond's letters in Ladies' Home Journal contain an effective mix of communication elements dedicated to winning women to a way of thinking that they had rejected initially. © 1998 John Wiley & Sons, Inc.     

The implication of discount rate changes for market timing

This study implements and tests a market timing trading rule using the public information contained in discount rate changes as signals to enter or exit the stock market. The trading rule entails entering the market on an initial discount rate cut and remaining fully invested through any subsequent cuts. Alternatively, an initial discount rate increase signals an exit from the market and remaining out of the market through any subsequent increases. It is presumed that short-term Treasury instruments are held in out-market periods. We test and report the results of this market timing strategy in comparison to a benchmark buy-and-hold strategy through the use of various investment performance measures. Analysis of ex-post returns indicates that the market timing trading rule produces higher risk-adjusted returns than a buy-and-hold-the-market strategy. Even without a risk adjustment, the returns of the strategy exceed those of the passive buy-and-hold strategy in the three subperiods analyzed. The strategy's predictive accuracy for timing the market clearly exceeds the minimum predictive accuracy suggested by earlier market timing literature. Finally, the results of the statistical analysis indicate that the strategy is successful in outguessing the market as defined in the classical Treynor and Mazuy illustration.     

Downsizing and the hyper-effective manager: The shifting importance of managerial roles during organizational transformation

This article describes how managerial roles change in importance during periods of significant organizational transition. An interdisciplinary approach reveals that (1) the competing values framework is a useful framework for examining this question; (2) the transformational roles increase as expected during downsizing; (3) three of four transactional roles also increase during downsizing. This last counterintuitive finding is illuminated by the interdisciplinary model developed. Overall, managers show significant evidence of hyper-effectivity—a state of high performance that is likely to be unsustainable in the long term. Implications for human resource practitioners and researchers are discussed. © 1996 by John Wiley & Sons, Inc.     

Workplace Flexibilities,Job Satisfaction and Union Membership in the US Workforce

Using individual‐level data from the 2008 National Study of the Changing Workforce, we quantify how workers' job satisfaction levels correlate with five schedule‐based workplace flexibilities. The data permit us to control for numerous variables that might otherwise explain variation in the probability of job satisfaction, including, but not limited to, income, benefits, stress, depression, job control and individual preferences over flexibilities. Conditional on this control set, we find that workplace flexibilities correlate with an 8.1 per cent increase in job satisfaction. The relationship between job satisfaction and workplace flexibilities prevails through several sensitivity analyses, bias assessments and a propensity score matching analysis. We also explore how job satisfaction, union membership and workplace flexibilities intermix; we find that workplace flexibilities may function as a partial substitute for union membership.     

Reshaping Global Order in the 21st Century: G‐Plus Leadership in a Multiplex World

This article identifies divergent views on the nature of the changing order and argues that collaborative rather than hegemonic leadership is necessary to sustain global peace, prosperity and justice. This collaborative leadership would increase the number of actors with effective voice. It calls the evolving order “multiplex” because of the overlapping yet divergent interests of the actors involved and “G‐Plus” signaling the importance of the increasing number and diversity of actors. It does so in the context of two of the many challenges facing this multiplex G‐Plus world: sustaining economic prosperity and coordinating global trade.     

An analysis of Australian exchange traded options and warrants

This study focuses on the price discovery process in Australian option and warrant markets. Characterizing these two markets in terms of their cost structures and institutional features, we formally test competing price discovery hypotheses. The general findings indicate that the warrants market is the dominant market suggesting that their lower trading cost outweigh their less attractive institutional features. Additionally, we find that idiosyncratic differences among firms may result in a clientele effect thus providing justification for the coexistence of these seemingly redundant markets.     

Creating new growth platforms

Sooner or later, most companies can't attain the growth rates expected by their boards and CEOs and demanded by investors. To some extent, such businesses are victims of their own successes. Many were able to sustain high growth rates for a long time because they were in high-growth industries. But once those industries slowed down, the businesses could no longer deliver the performance that investors had come to take for granted. Often, companies have resorted to acquisition, though this strategy has a discouraging track record. Over time, 65% of acquisitions destroy more value than they create. So where does real growth come from? For the past 12 years, the authors have been researching and advising companies on this issue. With the support of researchers at Harvard Business School and Insead, they instituted a project titled "The CEO Agenda and Growth". They identified and approached 24 companies that had achieved significant organic growth and interviewed their CEOs, chief strategists, heads of R&D, CFOs, and top-line managers. They asked, "Where does your growth come from?" and found a consistent pattern in the answers. All the businesses grew by creating new growth platforms (NGPs) on which they could build families of products and services and extend their capabilities into multiple new domains. Identifying NGP opportunities calls for executives to challenge conventional wisdom. In all the companies studied, top management believed that NGP innovation differed significantly from traditional product or service innovation. They had independent, senior-level units with a standing responsibility to create NGPs, and their CEOs spent as much as 50% of their time working with these units. The payoff has been spectacular and lasting. For example, from 1985 to 2004, the medical devices company Medtronic grew revenues at 18% per year, earnings at 20%, and market capitalization at 30%.     

Ecotourism and Certification: Confronting the Principles and Pragmatics of Socially Responsible Tourism

Many ecotourism proponents advocate certification as a means to distinguish legitimate ecotourism from counterfeit ‘greenwashed’ products. This paper discusses efforts by certification advocates operating in global arenas to generate standards for measuring compliance with one dimension of widely accepted definitions of ecotourism, the stipulation that it should provide benefits to local communities. The paper then presents an ethnographic case study from Belize that reveals disagreements among ecotourism stakeholders in Belize and between them and international experts about the meaning of several key terms: who should count as ‘local’, what should count as ‘participation’ by locals, and what constitutes a ‘benefit’ to local communities. The author argues that divergent perspectives on these issues must be recognised and accommodated in the process of harmonising or standardising certification criteria for ecotourism; failure to do that could imperil both the principled and pragmatic rationales behind the requirement that ecotourism provide benefits to local communities.