Are multiple labels on food products beneficial or simply ignored?

This study examines consumer preferences and willingness to pay (WTP) for organic wheat products exhibiting single labels, as well as multiple labels, including organic. The additional labels considered are related to the organic label (non-genetically modified organism [non-GMO]) or perceived as health-promoting (gluten-free, low-carb, sugar-free). Study data were collected using a consumer survey conducted online in 2017 across 16 U.S. western states and analyzed using random parameter logit models. Findings show that organic-labeled wheat products with additional claims were valued equally or less than the organic only version. Overall, consumer higher objective and subjective knowledge of organic standards, as well as preferences for gluten-free products, increased their WTP for organic wheat products. Consumers unfamiliar with organic standards valued the non-GMO label over the organic label. Additionally, consumer WTP for health-related claims on hedonistic products was low or even negative. Hence, multiple labels on organic products generally provide no additional consumer benefit and are likely ignored. Study findings suggest that using the claim that most distinguishes the product, or is most salient, may improve product pricing. Also, non-GMO certification rather than organic certification should be considered for some markets. Finally, consumers with preferences for gluten-free products represent a potential market for organic wheat products.     

Environmental variation,strategic change and firm performance: A study of railroad deregulation

Concepts from the literature on the relationship between environmental variation and strategic change are used to analyze the effects of deregulation on strategic management in the railroad industry. Specific hypotheses are presented about the impact of regulation and change in regulation on strategy, strategic change and performance. A survey of experts identified the strategies of 27 railroads prior to and after deregulation. Five different railroad strategies and five different kinds of strategic changes are identified and described. Results suggest that most firms changed their strategies in response to environmental variation, and that those that did change their strategics out-performed those that did not. Among the strategic changes, those involving innovation and contingency strategies were found to be the most profitable. Other empirical results are presented and discussed.     

The impact of market actions on firm reputation

Drawing on signaling theory, we hypothesize that a firm's reputation is shaped by its own market actions and the actions of its industry rivals. We view market actions as signals that convey information about the underlying competencies of firms and influence stakeholder evaluations of them. We find that the total number of a firm's market actions, the complexity of its action repertoire, the time lag in rivals' responses to its actions, and the similarity of its repertoire with those of its rivals positively affect its reputation. These results suggest that a firm's reputation is influenced both by its own actions and by its rivals' actions. Copyright © 2006 John Wiley & Sons, Ltd.     

CHILD POVERTY IN CANADA

The evolution of measured poverty may reflect socio-economic developments, particular measurement choices or the effect (or lack of effect) of policy initiatives. We report a "case study" of child poverty in Canada between 1986 and 2000, a period when the elimination of child poverty was a stated policy goal, but reported child poverty rates did not change significantly. We find that the apparent persistence of child poverty in Canada is remarkably robust to measurement choices, and cannot easily be explained by socioeconomic developments.     

For Leaders to be Transformational,They Must Think Imaginatively

In the current article, it is argued that individual differences in imaginative thinking may predict transformational leadership. Transformational leaders create a vision for the future, which they must imagine. Moreover, being able to imagine differences in thinking and behavior may aid in the development of more transformation leaders via guided reflection on their leadership practices. Ultimately, assessment of individual differences in imaginative thinking may be useful in recruitment of leaders.