Conventions and Local Interaction Structures: Experimental Evidence

We present a series of experimental coordination games with a payoff-dominant and a risk-dominant Nash equilibrium. We examine how much local interaction structures affect players' strategy choices. Our three major observations are the following: First, local interaction with open neighborhoods along a circle leads to less coordination on the payoff-dominant equilibrium than interaction in closed neighborhoods. Second, when players are allocated around a circle, the neighborhood size has, in the long run, no effect on the players' strategy choices. Third, with the same neighborhood size, players allocated on a lattice tend less than players allocated around a circle to coordinate on the payoff-dominant equilibrium. This is true even though the players are given exactly the same instructions. Journal of Economic Literature Classification Numbers: C72, C92.     

The Labor Market for New Agricultural and Natural Resource Economics Ph.D.s

We describe the characteristics and labor market experiences of new agricultural and natural resource economics Ph.D.s. Women earned roughly 27% of the Ph.D.s earned during 1996–97 and 2001–02; 36% of the Ph.D.s awarded were earned by U.S. citizens. About half of the employed graduates found jobs in academe, with the remainder divided roughly equally among government, international or research organizations, business, industry, and consulting. The median salary of new Ph.D.s holding full-time jobs in the United States was $62,500 in 2002, up from $47,500 five years earlier.     

Open Service Innovation: The Role of Intermediary Capabilities

This study examines how intermediaries, in general, and those with digital service platforms specifically, engage with clients to help them innovate their services within their service ecosystem. Based on an embedded, longitudinal case study, the results reveal the cumulative development and deployment of technological, marketing, and co‐creation capabilities by intermediaries, and how these capabilities allow intermediaries to engage with clients, so as to enable clients’ open service innovation despite their internal challenges. In turn, this article extends theory on service innovation by clarifying the role and function of intermediaries in service ecosystems in enabling clients to leverage open service innovation. Second, this study contributes to resource‐based scholarship by clarifying how these three sets of capabilities and their micro‐foundations relate to each other. Despite the obvious importance of technological capabilities, online intermediaries are more than just “virtual” service platform providers. The intermediary’s technological and marketing capabilities assist clients in dealing with project‐related and organizational challenges to open service innovation. Acting as a higher‐order capability, co‐creation capabilities—through shaping marketing and technological capabilities over time and also through conditioning their deployment—improve the proficiency of these capabilities. The findings advance insights on the agential role of the intermediary’s co‐creation capabilities, purposefully developed and deployed to foster client engagement, and thus support service organizations in leveraging open service innovation.     

DUOPOLISTIC HIRING AND SALES COMPETITION—A THEORETICAL AND EXPERIMENTAL ANALYSIS

Two firms compete in selling as well as hiring, where sales levels depend on the hired workforce. There are two types of workers, mobile and immobile, differing in effort costs, and two workers of each type. The principals offer contracts to all workers, who then select an employer. Finally, the workers determine production levels and profits. Our experimental results show: vanishing cost differences between mobile and immobile workers induce monopolistic hiring but low profits. In contrast, large cost differences result in higher profits and allow for various hiring constellations such as one firm hiring only low‐cost workers.     

Damit zuhause alles glatt geht

Informieren, schulen beraten - Lange Zeit hat die Pflege die pflegebedürftigen Menschen zu sehr als Objekte der Fürsorge gesehen, weniger als handelnde Personen im eigenen Krankheits- und Pflegeprozess. Doch Patienten wollen und brauchen mehr. Durch Schulung und Beratung k?nnen Pflegende Ressourcen wecken und Kompetenzen st?rken.     

Schmerz lass nach

Schmerzberatung optimieren - Statt sie ernst zu nehmen und behandeln zu lassen, stecken ?ltere Patienten Schmerzen lieber weg. Das mag an ihrer Sozialisation liegen. Doch in der pflegerischen Betreuung sollten Schmerzen enttabuisiert werden. Auch die versorgenden Angeh?rigen sollten dies beherzigen.