On the rebound: estimating direct rebound effects for Australian households

Reducing dependence on fossil fuels by decreasing energy consumption is a common environmental policy. One mechanism used to achieve this is to encourage increased energy efficiency. However, improving efficiency may have an opposing effect and cause an increase in energy consumption if the intensity of use changes. This phenomenon is known as the rebound effect. We estimate direct rebound effects for energy use in Australia based on both aggregate residential energy use data and on household energy expenditure data. Our approach implements a new methodology developed by Hunt and Ryan (2014, Catching on the rebound: Why price elasticities are generally inappropriate measures of rebound effects. Surrey Energy Economics Discussion Paper Series SEEDS 148; 2015, Energy Economics 50, 273) that explicitly relates energy service use with energy source demand and directly incorporates measures of efficiency changes. The results indicate that the rebound effect is relatively high for energy use by Australian households. Due to the unique nature of our household data set, we can examine the influence of demographic and housing characteristics. We find that low‐income households and households with vulnerable members have the largest rebound effects. The relatively large rebound effects found here suggest that consumers gain from efficiency by improved energy services, and thus, policy targeting energy efficiency is not likely to be successful at reducing energy consumption.     

Why do employees take more initiatives to improve their performance after co-developing performance measures? A field study

Performance measurements may stimulate employee initiatives to improve operational performance, especially when employees themselves participate in the development of their own departmental performance measures. Using the theory of planned behavior, we examine why this occurs in a beverage manufacturing company where we helped bottling line maintenance technicians develop measures about the results of their own work. Our analyses are based on qualitative data gathered at 156 meetings, 34 semi-structured interviews, quantitative performance data from the company's information systems, and quantitative questionnaire data. We found that the participatory development process increased employees’ attitude, perceived social pressure and perceived capability to take initiative. Moreover, the departmental performance improved when the jointly developed performance measures were put to use.     

The superefficient company

Most companies do a great job promoting efficiency within their own walls, streamlining internal processes wherever possible. But they have less success coordinating cross-company business interactions. When data pass between companies, inconsistencies, errors, and misunderstandings routinely arise, leading to wasted work--for instance, the same sales, order entry, and customer data may be entered repeatedly into different systems. Typically, scores of employees at each company manage these cumbersome interactions. The costs of such inefficiencies are very real and very large. In this article, Michael Hammer outlines the activities and goals used in streamlining cross-company processes. He breaks down the approach into four stages: scoping--identifying the business process for redesign and selecting a partner; organizing--establishing a joint committee to oversee the redesign and convening a design team to implement it; redesigning--taking apart and reassembling the process, with performance goals in mind; and implementing--rolling out the new process and communicating it across the collaborating companies. The author describes how several companies have streamlined their supply-chain and product development processes. Plastics compounder Geon integrated its forecasting and fulfillment processes with those of its main supplier after watching inventories, working capital, and shipping times creep up. General Mills coordinated the delivery of its yogurt with Land O'Lakes; butter and yogurt travel cost effectively in the same trucks to the same stores. Hammer says this new kind of collaboration promises to change the traditional vocabulary of corporate relationships. What if you and I sell different products to the same customer? We're not competitors, but what are we? In the past, we didn't care. Now, we should, the author says.     

Consumer responses to gift receipt in business‐to‐consumer contexts

This article delineates business‐to‐consumer from consumer‐toconsumer and business‐to‐business gift giving, and discusses the influence of gift, recipient, and giver characteristics on gift evaluation and reciprocation likelihood in business‐to‐consumer contexts. A study examines the impact of relationship strength, gift value, nature of request, and recipient gender on gift evaluation, reciprocation likelihood, and future store choice. A stronger relationship with the business and an implicit request for reciprocation affect consumer responses to business‐to‐consumer gifts positively. Gift value and recipient gender did not have a significant effect on outcome variables. © 2005 Wiley Periodicals, Inc.     

When Philosophy and Business Professors Talk: Assessment of Ethical Reasoning in a Cross Disciplinary Business Ethics Course

Can instructors with apparently divergent approaches to the goals and methods of teaching business ethics agree upon a core set of course objectives? Can they agree upon a common method of assessment for measuring student performance against shared standards? This paper reports the results of a project intended to address these questions. The goals of the project were threefold: (1) to identify a shared set of core competencies for all students in business ethics; (2) to adopt a common assessment of ethical reasoning (neutral to disciplinary bias) for measuring student performance in core competencies; (3) to determine whether students show improvement in core competencies over the course of a semester. Our findings suggest that it is possible to find common ground in measurable objectives and to expect instructors to interpret, apply, and teach to these objectives effectively without infringing upon their disciplinary differences.     

How executives can shape their company's information systems.

When a big New York bank expanded in London, technical specialists in the two cities disagreed about which vendor's information system was best. The debate continued for several months until finally the technical experts took the issue to a senior-management policy committee. But the senior managers didn't understand the terminology and kept postponing the decision. Meanwhile, the London office complained loudly that the slowdown was threatening the unit's growth. Like the bank, most companies need a new approach to making decisions about information technology (IT), especially since it now affects so many aspects of the business. The company's technical experts seldom understand the overall business, and the senior managers who understand the business are usually lost when it comes to computers. One way to blend both perspectives is to establish a task force that solicits input from top management and creates a set of principles to guide subsequent investments in information technology. By drawing on 10 to 15 statements that reflect management's basic beliefs about how the company should use IT, the task force translates the language of corporate strategy into computerese. For instance, an electronics company wanted various functions to act more like one company. It created a principle that said, "Information systems will provide application that support cross-functional integration of business processes." Managers making subsequent decisions about computers could immediately rule out any technologies that contradicted that statement. Principles thus speed up the decision-making process, but more important, they ensure that every investment in IT helps the corporation achieve its strategic goals.     

Consumer debt and unemployment

We present evidence that US consumer debt has varied inversely with unemployment rates since 1990, potentially reflecting responses by households and/or lenders to adverse labour market conditions, and helping explain why consumer debt recently fell despite low interest rates. For several measures of debt, unemployment exhibits greater explanatory power and economic significance than interest rates.