Quality choice: Does it matter which workers own and manage the cooperative firm?

The information age and the spread of information technology has implications for organizational structure. Accordingly, the age-old issues of product and service quality are put into a new perspective. It is this new perspective that compels analysis and contrast of the joint quality and output choices of a labor-managed (LM) firm with those of its entrepreneurial (PM) twin. It is shown that the LM firm's behavior regarding quality and quantity depends on which workers own and manage the firm and on the way that marginal profit with respect to output is influenced by quality. Similarly, the effects of increases in either fixed costs or demand depend on who owns and manages the LM firm and on the relationship between marginal profit and quality. Thus, whether a cooperative will outperform or underperform its PM counterpart depends on the particulars of the situation. An earlier draft of this paper was presented at seminars at Academia Sinica in Taipei and the Chinese University of Hong Kong. The authors are grateful to the participants in those seminars and most especially to Professors C. C. Mai, Eden Yu, and Dr. Li Tianyou, as well as to an anonymous referee for their comments and helpful suggestions. The authors are responsible for the final version.     

Banking in a new world order

September 11, 2001 is the defining date of a new world order. Like all individuals and commercial activities in the U.S., American banks and other domestic financial institutions were affected by the events of the terrorist attacks and by the subsequent responses of the American government and business community. Some of the effects of the attacks were immediate and fleeting. Others, however, were likely to have altered the environment of the financial services industry, particularly banking, in the U.S. for the foreseeable future. This paper is an initial consideration of these more lasting effects.     

DECISION-MAKING IN CONDITIONS OF EXTREME UNCERTAINTY

In the last few years management has been forced to take decisions in conditions of extreme uncertainty. One consequence of this has been an increase in the use of formal methods of analysis in major decision problems. This paper describes some observations on how companies were handling decision-making under uncertainty, made during a S.S.R.C. sponsored research project on the influence of computer methods in planning and decision-making, viz.

• 1 Managers were consciously handling uncertainty by evaluating their major decisions in the light of several possible alternative forecasts.
• 2 Statistical decision theory was not used because, though in theory it was ideally suited for this situation, in practice management had the following objections to the use of this technique: (a) It assumed an accuracy of subjective probability estimates which was unrealistic in real life. (b) It required the use of artificial criteria of choice which were totally unacceptable to senior management. (c) It over-simplified the decision-making process.
• 3 In the thirty-two companies visited, management was using a systems analysis approach to decision-making involving the use of decision trees to structure the decision. Thereafter, instead of carrying out a probalistic analysis, a full evaluation to determine the quantitative and qualitative results would be carried out for each feasible path though the tree. This would be followed by an iterative elimination process.
• 4 Management were also endeavouring to cope with uncertainty by being more adaptive and flexible in their decision-making and are developing contingency or ‘fall-back’ strategies. Plans were not looked on as rigid blue-prints, but more as loosely linked frameworks of decision trees with the actual path through the decision tree dependent on future events.

     

Integrated strategy for tourism education/training

Tourism is in need of a comprehensive framework within which to design and deliver education and training programs in a more effective manner. This paper reports the efforts of two provincial governments in Canada to formulate an integrated strategy on which to base the planning and development of a tourism education and training system. The goal of such integration is to ensure a greater degree of interdependence among different levels of the total education system so as to provide well-defined alternative career paths for present and future students. Initial results of the strategy on the development of the education infrastructure are reviewed.     

ENVIRONMENTAL ISSUES AND THE SNA

The concept of environmental accounting is developing as the system of national accounts (SNA) is being revised. A basic difference at present is that environmentalists regard natural resources as assets analogous to man-made capital, whereas they are treated as free gifts of nature in the national accounts. In this paper the author examines the consequences for the SNA of adopting the environmentalists approach to capital.