Behavioral mechanism design: evidence from the modified first-price auctions

This paper tests the behavioral equivalence of a class of strategically-equivalent mechanisms that also do not differ in terms of their procedures. In a private value setting, we introduce a family of mechanisms, so-called Mechanism (α), that generalizes the standard first-price sealed-bid auction. In Mechanism (α), buyers are asked to submit a value which will then be multiplied by α to calculate the bids in the auction. When α =?1, Mechanism (α) is the standard first-price sealed-bid auction. We show that for any α, calculated bids should be identical across mechanisms. We conduct a laboratory experiment to test the behavioral equivalence of this class of mechanisms under different values of α. Even though the procedure and environment do not change across auctions, we do not observe the same bidding behavior across these strategically-equivalent mechanisms. Our research can inform mechanism design literature with respect to the design of optimal mechanisms.     

Segmenting nonprofit stakeholders to enable successful relationship marketing: a review

• When establishing relationships with stakeholders, nonprofit organizations must define appropriate target groups to allocate resources purposively. This paper explicates that link by reviewing the literature on nonprofit stakeholder segmentation and by discussing whether stakeholder segmentation is perceived as a prerequisite of successful relationship marketing by nonprofit researchers.
• We develop two conceptual dimensions of nonprofit stakeholder segmentation: the stakeholders segmented and the segmentation criteria used. A systematic database and journal search yielded 53 papers, categorized according to these two dimensions. The studies are described briefly, and the relevance of the relationship marketing concept is examined and discussed. Several research gaps emerge from this review, leading to propositions for further research.

Copyright © 2014 John Wiley & Sons, Ltd.     

Learning never goes on holiday: an exploration of social tourism as a context for experiential learning

This paper applies Experiential Learning Theory to examine learning experiences of UK children during a holiday to assess the potential of holidays as influencing factors in educational achievement and attainment. The paper presents findings from a study undertaken with low-income families who had received financial support to take a holiday through the concept of social tourism. The study concludes that across a range of holiday styles, tourism can provide a context for experiential learning, and that the holiday can help to contextualise classroom learning through relearning. Finally, this form of social tourism, which included cooperation between schools, families, social and education services and social tourism organisations helped to improve relationships between the schools and families, which could be beneficial for children's learning in school. This paper calls for further research on the links between tourism and education.     

Models of crisis management: an evaluation of their value for strategic planning in the international travel industry

Tourism is particularly prone to external shocks, which by their nature are unpredictable and need to be addressed through effective crisis management processes. The paper reviews the literature relating to crisis management in tourism and identifies and briefly critiques several models that have been developed to help managers in their strategic planning for such contingencies. The terrorist attacks of ‘9/11’ are used as an exemplar of the type of external shock that can lead to crisis if travel industry managers fail to take immediate and decisive action. This paper discusses the reactions of leading UK based tour operators to the terrorist attacks and a case study is presented to examine the reaction of a particular company to ‘9/11’ and to review the ‘turnaround’ strategies used. The crisis management process model is compared and contrasted with the steps actually undertaken at the company. It is evident that there are wider lessons for the travel industry including the need to: integrate crisis management with strategic planning processes, prepare detailed contingency plans, define decisional roles and responsibilities, and to retain a degree of flexibility. Copyright © 2005 John Wiley & Sons, Ltd.     

Navigating China's labyrinth: Singapore government‐linked companies and lessons learned from their experiences

The government‐linked companies (GLCs) were among the earliest Singapore firms to venture into China and tap into its rapid economic growth. Riding on their expertise in services and manufacturing, the financially strong GLCs have been able to penetrate the mainland market and gain a firm foothold in China. However, their success has not come easy. Many of the GLCs experienced many difficulties and had to learn to deal with the complexities of doing business in the mainland. This article uses an analytical framework to explore the difficulties that the GLCs face, with the Singapore‐Suzhou Industrial Park (SIP) as a case study. The article also examines if there has been a change in the business strategies after the SIP experience, offering some useful lessons for companies investing in China. © 2009 Wiley Periodicals, Inc.     

Contracting with capacity constrained suppliers

This paper characterizes the optimal and efficient mechanisms to allocate simultaneously two substitute tasks to two suppliers. Two main results emerge from this analysis. First, even under some regularity conditions efficiency and optimality do not systematically coincide. Efficiency can always be achieved using some second price auctions which are optimal when both suppliers compete for the same task. When there is competition for different tasks the optimal production is distorted from efficiency over a nondegenerate interval of types so as to extract the full surplus over that interval. Second, full extraction of the surplus may still guarantee incentive compatibility. Received: November 2, 1998; revised version: March 2, 2000     

Readying a region: temporally exploring the development of an Australian regional quadruple helix

Understanding how innovation drives regional development has important economic and social outcomes. Models such as Smart Specialisation and the quadruple helix are increasingly adopted given their sensitivity to place-based contexts. But although innovation processes are dynamic and facilitated by individuals’ interactions, our understanding of how these connections are developed and sustained during helix collaboration development remains under-investigated. This research adopts an action research approach, focused on a regional Australian case study, to test a multi-disciplinary conceptual framework exploring key human-centred, micro-processes driving quadruple helix development: trust building; power relationships; regional readiness; and time and sphere centrality. The findings demonstrate the interactive nature of these processes, with trust-building facilitating the deployment of power bases by critical innovation agents which then foments regional readiness for change, subsequently driving the helix spheres towards overlap. These processes were also driven by changing sphere centrality and unique regional temporal structures. Practically, these outcomes offer insights into the human capital dynamics of regional helix collaborations, particularly for identifying the key individuals required to drive their development.     

Making sense of new technology during organisational change

This article examines how employees interpret the use of various social media and web 2.0 technologies by managers of an organisation during a merger process. The article explores the way in which managers use technology to give sense to the merger process, the corresponding sensemaking of employees and also how employees make sense of the use of technology itself. The findings show that new media enables the sharing of emotional sense about organisational processes between managers and employees and places employees with different levels of involvement with the process and at different points in the organisational hierarchy on equal footing. In spite of this, employees view the use of technology negatively and feel mastered by the technology itself. In discussing these unintended consequences of the use of this technology, the article further discusses the paradoxes that emerge from using new technology to give sense during organisational change.     

THE EFFECT OF TECHNOLOGICAL IMPROVEMENT ON CAPACITY EXPANSION FOR UNCERTAIN EXPONENTIAL DEMAND WITH LEAD TIMES

We formulate a model of capacity expansion that is relevant to a service provider for whom the cost of capacity shortages would be considerable but difficult to quantify exactly. Due to demand uncertainty and a lead time for adding capacity, not all shortages are avoidable. In addition, technological innovations will reduce the cost of adding capacity but may not be completely predictable. Analytical expressions for the infinite horizon expansion cost and shortages are optimized numerically. Sensitivity analyses allow us to determine the impact of technological change on the optimal timing and sizes of capacity expansions to account for economies of scale, the time value of money and penalties for insufficient capacity.