A performance‐based,minimalist human resource management approach in business schools

This article examines the professorial human resource base in academic institutions. More specifically, we focus on professors in business schools. All academic institutions, business schools included, must have top‐quality faculty. Their drive for enhancing academic value creation, generating cutting‐edge research, leading teaching, and building strong interrelationships with students and executive participants fuels the success of the academic institution. Obviously, the other employees also are important.The administration must be outstanding, along with the research associates, finance staff, marketing team, and the like. Still, in order to contribute to the overall success of the academic institution, these other functions all depend on an outstanding professorial staff—they cannot create success alone. © 2006 Wiley Periodicals, Inc.     

Effects of pricing and promotion on consumer perceptions: it depends on how you frame it

This research examined the extent to which different promotional frames increased perceptions of deal value. Price discounts dominate the sales promotions employed by marketers. The framing literature suggests discounts have robust positive effects on consumer perceptions of deal value. However, the current research showed that negative quality inferences moderated discount framing effects and undermined deal value, particularly when no assurance of product quality was provided. Every-day-low-price offers were also vulnerable to negative quality inferences, while free gift frames maintained quality perceptions and increased deal value. Product trial acted to further magnify promotional framing effects, according to a confirmation bias. These findings were consistent with an attribute framing mechanism.     

Ethical Rationality: A Strategic Approach to Organizational Crisis

In this paper, we present an ethical and strategic approach to managing organizational crises. The proposed crisis management model (1) offers a new approach to guide an organization’s strategic and ethical response to crisis, and (2) provides a two-by-two framework for classifying organizational crises. The ethically rational approach to crisis draws upon strategic rationality, crisis, and ethics literature to understand and address organizational crises. Recent examples of corporate crises are employed to illustrate the theoretical claims advanced. Finally, the paper provides guidelines for a morally optimal outcome for the organization and its stakeholders. Peter Snyder is a Ph.D. student in Organizations and Strategic Management at the University of Wisconsin-Milwaukee. His research interests include strategy making and corporate governance. Molly Hall is an attorney who practices international and environmental law in Milwaukee, Wisconsin. She teaches adjunct courses in business ethics, environmental policy, and the European Union. Joline Robertson is a Ph.D. candidate in Organizations and Strategic Management at the University of Wisconsin-Milwaukee. Her research interests include international business. Tomasz Jasinski is a Ph.D. student in Organizations and Strategic Management at the University of Wisconsin-Milwaukee. His research interests include strategic alliances. Janice S. Miller received her Ph.D. from Arizona State Univerity in Business Administration with a concentration in Human Resource management. She has been on the faculty at the University of Wisconsin-Milwaukee UWM since 1996 and has served as the Associate Dean for Academic Programs in the School of Business Administration since 2002. Dr. Miller’s primary research interests include performance management, compensation and ethical issues in organizations.     

STEINDLIAN MODELS OF GROWTH AND STAGNATION

Following an analysis of the relation between a standard Steindlian model of stagnation and Steindl’s own analysis, we modify the standard model by introducing endogenous changes in the mark‐up and a reformulation of the investment function. These extensions, which address significant weaknesses of the standard model, find support in Steindl’s writing and leave intact some of Steindl’s key results. In a further extension, we add a labour market and analyse the stabilizing influence of a Marxian reserve‐army mechanism. The implications of the extended model for the effects of increased oligopolization are largely in line with Steindl’s predictions.     

Where are miners’ unions going? trade unions in Vorkuta,Russia

The emergence of alternative unions in the Soviet Union in the early 1990s, suggested that new forms of unionism were developing. However, in the coalfields, the Independent Miners’ Union was unable to realise its initial promise, while the successors of the official unions began a complicated process of union renewal. This has laid the foundation for some form of reunification between the two types of unions.     

What is value–adding? Contradictions in the practice of BPR in a Danish Social Service Administration

This article explores the implementation of BPR in the Social Service Administration in a Danish municipality. The technical rationality inherited in BPR marginalises broader conceptions of work–rationality represented by the social workers. This results in a 'clash' between rationalities in the Family Group, causing increased strain and lower job satisfaction.     

INDONESIA'S TEXTILES AND APPAREL: THE CHALLENGES AHEAD

International rules governing textiles and apparel trade are undergoing transformation. The Multi-Fibre Arrangement (MFA) is being phased out, and as of January 2005 textiles and apparel trade will be conducted under World Trade Organization (WTO) rules. For Indonesia, this presents challenges and opportunities. The global trading system is increasingly seeing the introduction of preferential trade agreements (PTAs) that liberalise trade among members but discriminate against nonmembers. Major markets are negotiating new PTAs that divert trade away from low-cost non-member producers such as Indonesia. China's entry into the WTO allows producers there to take advantage of liberalised quotas and the integration of textile and apparel products into the tariff-based trade system as of 2002. With rising domestic production costs, increased local government interventions and poor tax administration, Indonesian producers face a 'double squeeze'. This paper outlines the key challenges confronting the sector and makes recommendations for sustaining exports in coming years.     

Managing Operational Flexibility in Investment Decisions: The Case of Intel

Significant attention has been paid to how real options analysis can help in valuing operating flexibility when making major capital investment decisions. But there has been far less study of how to manage such flexibility, particularly in cases where a decision to defer, contract, or expand any one investment program affects a range of other programs, including those outside the firm. Such interrelated investments are increasingly common in a "connected" economy where products and technologies are designed across firms and industries.
Based on a field study at Intel, this paper describes and analyzes one set of practices for coordinating such diverse systems of investments. It shows how information about interrelated investments is communicated within and between companies so that coherent changes can be made at the level of an overall system. The authors argue that studies of investment appraisal need to move beyond the predominant focus on valuation to encompass the wider organizational processes by which operational flexibility is exercised in the modern economy.