Firm ownership and internal labour practices in a transition economy

One feature common to many post‐socialist transition economies is a relatively compressed wage structure in the state‐owned sector. We conjecture that this compressed wage structure creates weak incentives for work effort and worker skill acquisition and thus presents adverse consequences for the entire transition economy if a substantial portion of the labour force works in the state sector. We explore firm wage incentives and worker training, as well as other labour practices and outcomes, in a transition setting with matched firm and worker data collected in one of the largest provinces of Vietnam – Ho Chi Minh City. The Vietnamese state sector exhibits a compressed wage distribution in relation to privately owned firms with foreign ownership. State wage practices stress tenure over worker productivity and their wage policies result in flatter wage–experience profiles and lower returns to education. The state work force is in greater need of formal training, a need that is in part met through direct government financing. In spite of the opportunities for government financed training and at least partly due to inefficient worker incentives, state firms, by certain measures, exhibit lower levels of labour productivity. The private sector comparison group to state firms for all of these findings is foreign owned firms. The internal labour practices of foreign firms are more consistent with a view of profit‐maximizing firms operating with no political constraints. This is not the case for Vietnamese de novo private firms that exhibit much more idiosyncratic behaviour and whose labour practices are often indistinguishable from state firms. The exact reasons for this remain a topic of on‐going research yet we conjecture that various private sector constraints, including limited access to formal capital, play an important role.     

The effects of network groups on minority employee turnover intentions

Companies in the United States are concerned with retaining minority employees to maintain or increase the diversity of their workforce. Here we assess the value of one approach companies have used to retain minority employees: “network” groups. Based on data obtained from a large company with extensive network groups, this study compares the turnover intentions of minority employees who have joined one of the company's network groups to those who have not joined one of the company's network groups. The data show that employee network groups can be useful in helping companies retain managerial‐level minority employees. Extensive recommendations are provided to help organizations maximize the effectiveness of network groups. © 2002 Wiley Periodicals, Inc.     

From Experience: Avoiding Marketing's Best-Of-The-Best Specification Trap

Too often companies fall into a trap when developing a list of performance specifications for a new product. Milton Rosenau calls this the best-of-the-best specification trap. The problem arises whenever a company bases a specification on the combination of the best single features observed in available competitive products. When this happens, the new product's design is driven by competition and is not derived from a unique market insight. This may not provide the basis for a sustainable advantage. Sometimes, rumors of competitive improvements may even lead to sudden changes in the specification, creating delays in the development process. A far better goal is to develop a specification that responds to an unrecognized and unfilled user need, one that adds high value to users. His points are illustrated with several examples.     

Teaching New Product Development To Employed Adults

The purpose of this article is to report the lessons derived from broad practical experience in teaching new product development (NPD) to employed adults. My observations are importantly augmented by diverse comments from nine other service providers who also conduct and participate in similar NPD education. Our combined lessons summarize what works and what to be forewarned about. (“Those who cannot remember the past are condemned to repeat it.”– George Santayana.) We believe that what we have learned from our very different and extensive involvement can help several audiences: (1) others who offer or plan to offer and deliver NPD education – educators, service providers, or practitioners; (2) organizations that may wish to sponsor NPD training in any form; and (3) those who expect to participate as students in NPD seminars or courses. The article has four main sections, all of which are intended to provide pointers and helpful suggestions based on our collective experience. First is a discussion of issues concerning program set‐up and acceptance. Both sponsors and participants have important responsibilities for this, which are explained. Second is a discussion of practical issues specific to NPD education. The varieties of subject matter and support materials, format options, techniques to sustain interest, instructor characteristics, and client confidentiality are covered. Third is a discussion of practical logistic issues that apply to all adult education but with an emphasis on NPD. Advance warning of what can be and has been encountered may help you circumvent many avoidable problems. Fourth is a brief discussion about the future for NPD education. In this we speculate that the emergence of broadband Internet may provide a new modality, the effectiveness of which is still uncertain. An important insight for you to note is that we do not always do the same thing or approach teaching situations in the same way. What has worked for one of us may not have been effective for another or in another situation. In summary, the experiences we record should help you improve the delivery of NPD education or more efficiently benefit from participation in such training. © 2002 Elsevier Science Inc. All rights reserved.     

Employers' Unfair Advantage in the United States of America: Symposium on the Human Rights Watch Report on the State of Worker's Freedom of Association in the United States, continued

Articles featured in the symposium:
Author's reply to Wheeler–Getman–Brody papers by Lance Compa, School of Industrial and Labor Relations
The Wagner Act Model: A Toxic System beyond Repair by Roy J. Adams De Groote, School of Business, McMaster University, Hamilton, Ontario
Choosing an Interpretation of the Right to Freedom of Association by Sheldon Leader, Department of Law and the Centre for Human Rights, University of Essex     

Book Reviews

The first review is of a business novel that contains important lessons about teams and teamwork. The enjoyable story is based on the product development activities of a fictitious Fungible Company, and is an absorbing book to read. The second review covers a book on Total Quality Management (TQM). As our reviewer points out, this book deals with both the philosophy and tools, covering all aspects of TQM.
Finally, we inaugurate a new feature, Brief Notes. From time to time, we will provide short comments about books that may have a specialized or some limited value to practitioners.     

A three-way corporate partnership for specialty hospitals

Ultimately, the burden of escalating health care costs will be shared by all. A coalition of hospitals, suppliers, and group purchasing organizations possesses the power to communicate with each other as well as to ensure viability in the 21st century. Creative contracting will hopefully become the wave of the future in the health care industry.     

Searching for the sunk cost fallacy

We seek to isolate in the laboratory factors that encourage and discourage the sunk cost fallacy. Subjects play a computer game in which they decide whether to keep digging for treasure on an island or to sink a cost (which will turn out to be either high or low) to move to another island. The research hypothesis is that subjects will stay longer on islands that were more costly to find. Eleven treatment variables are considered, e.g. alternative visual displays, whether the treasure value of an island is shown on arrival or discovered by trial and error, and alternative parameters for sunk costs. The data reveal a surprisingly small sunk cost effect that is generally insensitive to the proposed psychological drivers. Electronic Supplementary Material Supplementary material is available in the online version of this article at . Jel Classification C91, D11