Ethical congruency of constituent groups

This research investigates the perceptions of five constituent groups of an accredited business school — their perceptions of others' ethics, of their own ethics and ideal values, and of how business ethics can be improved. Self-described behavior from the constituent groups is quite similar, yet is decidedly different from that which respondents felt others would do. Undergraduate business students tended to have the lowest estimation of others' ethics in addition to the least ethical self-described behavior compared with other constituent groups. All constituents were solidly in favor of improving ethics by developing principles of business ethics, requiring ethics courses in business schools and introducing industry codes of ethics. People are much more ethical than they are perceived to be. Knowing that others are more ethical may in turn cause other people to act more ethically. Similarly, believing that others are less ethical may encourage less ethical behavior.Harriet Stephenson, Professor of Management in the Albers School of Business and Economics, Robert D. O'Brien Chair, is Director of The Entrepreneurship Center at Seattle University. She teaches Entrepreneurship, Small Business Management, and Business Policy and Organization, and does research in the areas of business ethics, entrepreneurship, and marketing for small business.Sharon Galbraith, is an Assistant Professor in the Albers School of Business and Economics at Seattle University, Seattle Washington. She teaches Marketing and Marketing Research and does research in the areas of consumer information processing, pedagogy, business ethics, and small business.Robert B. Grimm, an Associate Professor of Management in the Albers School of Business and Economics, and also currently Rector of the Seattle University Jesuit Community, teaches and consults in the area of business ethics. He has published inConsultation and a number of proceedings.     

Vision salience and strategic involvement: Implications for psychological attachment to organization and job

Managers' perceptions of their involvement in strategic planning were hypothesized to be positively related with their feelings of organizational commitment, job satisfaction, and job involvement. Further, it was also hypothesized that the relationship between strategic involvement and these work-related attitudes would be enhanced to the extent that the managers' felt that a salient strategic vision was guiding the company. We tested these two hypotheses using a sample of upper level managers in a large corporation undergoing a major strategic transformation. With the exception of finding no evidence that vision salience moderated the positive relationship between strategic involvement and job involvement, both hypotheses were supported. With regard to managers' psychological attachment to the organization, the results suggest that there are advantages afforded by involving them in the strategy making process, and that these advantages are magnified to the extent that the involvement occurs within the context of a salient strategic vision.     

Capitalization of local fiscal differentials: Inferences from a disequilibrium market model

This study analyzes tax capitalization within the framework of a disequilibrium market model. In particular, this study examines whether local fiscal differentials influence the rate of change in neighborhood house prices over time. Local fiscal differentials existing in 1970 are found to have no influence on the rate of change in neighborhood house prices over the period 1970–1972; therefore, the study concludes that, other things being equal, these local fiscal differentials have been completely capitalized in price levels.     

自降信用评级后翻身术

维持信用评级稳定是一种实力，恢复往日评级是一种技巧，而面对评级下调却依然能受益就是一种战略的艺术了。崎岖评级路，如何走出战略步调？     

The status of biotehnology-based innovation

This paper contributes to the debate surrounding the question of whether biotechnology, particularly its applications in agricultural and food-related industries, should be regarded as revolutionary or evolutionary (with some reservations about the vaildity of teh question). The potential to create a revolutionary techno-economic paradigm shift does exist but it is currently systems. It is also important to consider the motivations underlying statements about the revolutionary/ evolutionary nature of biotechnology, as some such statements are intended to influence events rather than to reflect them. The impact of small firms on the direction and place of revolutionary change in these industries is likely to be marginal, unlike the situation in the early phases of teh electronics/IT revolution. At present the lack of integration of policy initiatives by national governments and the EC is a major factor discouraging the rapid implementation of change.     

A study of the MRP implementation process

This paper reports on a large-scale survey of companies involved in MRP implementation. Survey responses are used to develop a profile of problems typically encountered during the implementation process. Discriminant analysis is used to determine which of those problems, and additional factors, appear to affect the success or failure of MRP implementation. Finally, comparisons are made between the problems encountered during implementation and problems which were found to significantly discriminate between successful and unsuccessful MRP implementors.     

The young and the clueless

It's natural to promote your best and brightest, especially when you think they may leave for greener pastures if you don't continually offer them new challenges and rewards. But promoting smart, ambitious young managers too quickly often robs them of the chance to develop the emotional competencies that come with time and experience--competencies like the ability to negotiate with peers, regulate emotions in times of crisis, and win support for change. Indeed, at some point in a manager's career--usually at the vice president level--raw talent and ambition become less important than the ability to influence and persuade, and that's the point at which the emotionally immature manager will lose his effectiveness. This article argues that delaying a promotion can sometimes be the best thing a senior executive can do for a junior manager. The inexperienced manager who is given time to develop his emotional competencies may be better prepared for the interpersonal demands of top-level leadership. The authors recommend that senior executives employ these strategies to help boost their protégés' people skills: sharpen the 360-degree feedback process, give managers cross-functional assignments to improve their negotiation skills, make the development of emotional competencies mandatory, make emotional competencies a performance measure, and encourage managers to develop informal learning partnerships with peers and mentors. Delaying a promotion can be difficult given the steadfast ambitions of many junior executives and the hectic pace of organizational life. It may mean going against the norm of promoting people almost exclusively on smarts and business results. It may also mean contending with the disappointment of an esteemed subordinate. But taking the time to build people's emotional competencies isn't an extravagance; it's critical to developing effective leaders.