Aligning employees through “line of sight”

Aligning employees with the firm's larger strategic goals is critical if organizations hope to manage their human capital effectively and ultimately attain strategic success. An important component of attaining and sustaining this alignment is for employees to have a “line of sight” (LOS) with their organization's strategic objectives. In this article, we illustrate how the translation of calculated firm goals into tangible results requires that employees not only understand the organization's strategy, but also accurately appreciate what actions are aligned with realizing that strategy. Using recent empirical evidence, theoretical insights, and tangible examples of exemplary firm practices, we provide thought-leaders with a comprehensive view of LOS by showing how it can be created, how it can be enhanced or stifled, and how it can be effectively managed. Further, we integrate LOS with current thinking on employee alignment to help managers more effectively benefit from understanding human capital potential.     

On Setting Prices and Testing Cross-Subsidy with Accounting Data

Regulators are often faced with the challenge of both setting efficient prices and avoiding cross subsidy. Successful implementation of these goals requires estimates of both marginal costs and incremental costs. We present a methodology for estimating both marginal and incremental costs for postal products. The proposed algorithms combine micro-unit accounting data and econometric estimation of the cost structure. We apply the methodology to the U.S. Postal Service and produce estimates of marginal and incremental costs for eighteen postal products and incremental costs for another four groups of products.     

Cattle sales in KwaZulu: A systems based approach to an improved marketing strategy∗

A recognition of the central role of cattle in African pastoral society, and the means by which benefits derived from cattle ownership can be accommodated under changing social and economic circumstances, should be built into appropriate livestock development strategies.

The contention put forward in this paper is that it is only through the adoption of a process—orientated, systems‐based approach to the evaluation of subsistence pastoralism, in which causes rather than effects become the key issues, that it is possible to direct administrators and planners in the formulation of appropriate marketing policies.

Past experience in KwaZulu has shown that, traditionally, cattle owners have been unresponsive and conservative in the face of marketing initiatives. This paper argues that it is not economic development that is resisted so much as the ability of rural communities to adapt to economic change. Strategies based on the perspectives and requirements of subsistence herders are advocated if current low levels of commercial offtake are to be raised in the long run.     

Raiffeisenism abroad: why did German cooperative banking fail in Ireland but prosper in the Netherlands?

Why did imitations of Raiffeisen's rural cooperative savings and loans associations work well in some European countries, but fail in others? This article considers the example of Raiffeisenism in Ireland and in the Netherlands. Raiffeisen banks arrived in both places at the same time, but had drastically different fates. In Ireland they were almost wiped out by the early 1920s, while in the Netherlands they proved to be a long‐lasting institutional transplant. Raiffeisen banks were successful in the Netherlands because they operated in niche markets with few competitors, while rural financial markets in Ireland were unsegmented and populated by long‐established incumbents, leaving little room for new players, whatever their institutional advantages. Dutch Raiffeisen banks were largely self‐financing, closely integrated into the wider rural economy, and able to take advantage of economic and religious divisions in rural society. Their Irish counterparts were not.