Internationalization and the Spaces of Temporary Labour: The Global Assembly of a Local Workforce

An increasing number of low‐status consumer service jobs in the UK are undertaken by economic migrants, who are often recruited through the aegis of employment agencies. This article explores the use of migrant agency workers by a London hotel and a hospital, looking at the ways in which such a labour force is recruited and assembled in parts of the service sector in Greater London. It argues that even in the most locally‐based of service‐sector jobs, typically involving face to face interactions, new sets of transnational connections are producing a globalized labour force.     

Spreads, depths, and the impact of earnings information: an intraday analysis

For a sample of NYSE firms, we show that wide spreads are accompaniedby low depths, and that spreads widen and depths fall in responseto bigger volume. Spreads widen and depths fall in anticipationof earnings announcements; these effects are more pronouncedfor announcements with larger subsequent price changes. Spreadsare also wider following earnings announcements, but this effectdissipates quickly after controlling for volume. Collectively,our results suggest liquidity providers are sensitive to changesin information asymmetry risk and use both spreads and depthsto actively manage this risk.     

Health and development: The Venda care group organisation

Health is one of the crucial problems confronting the development of Third World countries. Community‐based primary health care is the best instrument for mobilising community development.Development through health, however, can only be achieved if primary health care is implemented in a comprehensive approach in which a supportive environment and living conditions are as important as the provision of health care services. The Venda care group organisation, like other village health workers, is involved in primary health care and community development in the communities of the care groups. Such supportive community‐based organisations are able to alleviate health and development problems at the grass roots provided that programmes and activities are based on community participation, self‐reliance and the development of local decision‐making and leadership skills. The degree of success of the Venda care group organisation in achieving these objectives was investigated.     

Conflict management and innovation performance: An integrated contingency perspective

In recent years, many of the basic assumptions underlying organizational conflict research have changed, drawing into question the validity of some previous research findings. Operating from the perspective that conflict is complex, multidimensional, and context specific, this research takes a fresh look at key conflict antecedents, mediators, and consequences in the context of the innovation process. The study investigates the relationships among five behavioral conflict-handling strategies, destructive and constructive conflict, and innovation performance as perceived by 290 R & D and marketing department managers. Empirical results both support and question some of the previous findings in conflict research. The results indicate that integrating, accommodating, compromising, forcing, and avoiding conflict-handling strategies can have different impacts on constructive and destructive conflict in an innovation context. Kelly Hewett (kelly_hewett@moore.sc.edu) is in the Department of Marketing at the Moore School of Business, University of South Carolina. Her research focuses on the management of relationships between buyers and sellers, as well as between headquarters and foreign subsidiaries in managing the marketing function globally. Her research has been published in theJournal of Marketing, the Journal of the Academy of Marketing Science, and theJournal of International Business Studies, among others. R. Bruce Money (moneyb@byu.edu) is the Donald Staheli Fellow and an associate professor of marketing and international business in the Marriott School of Management, Brigham Young University. His articles have been published in journals such as theJournal of Marketing, theJournal of the Academy of Marketing Science, theJournal of International Business Studies, andSloan Management Review. His research interests include the international aspects of national culture’s measurement and effects, business-to-business marketing, word-of-mouth promo-tion, services marketing, and negotiation. Subhash Sharma (sharma@moore.sc.edu) is the James F. Kane Professor of Business in the Moore School of Business, University of South Carolina. Professor Sharma’s research interests include marketing strategy, structural equation modeling, data mining, customer relationship management, e-commerce, the marketing-operations interface, and global marketing strategies. He has published numerous articles in these areas in leading academic journals such as theJournal of Marketing Research, theJournal of Marketing, Marketing Science, theJournal of Retailing, theJournal of Operations Management, theInternational Journal of Research in Marketing, andManagement Science. Professor Sharma has also authored two textbooks:Applied Multivariate Techniques (John Wiley, 1996) andScaling Procedures: Issues and Applications (with Richard G. Netemeyer and William O. Bearden, Sage, 2003). Professor Sharma was a member of the editorial boards of theJournal of Marketing Research and theJournal of Marketing and currently serves on the editorial review board of theJournal of Retailing.     

The Effects of Comparative Advertising Mediated by Market Position of Sponsoring Brand

An experimental test of the relative effectiveness of comparative and non-comparative advertising was performed. Mock print ads for fast food chains were constructed and presented to respondents in a simulated magazine mode. The market position of the sponsoring brand was manipulated in both comparative and non-comparative formats. Multiple criterion variables were operationalized corresponding to all stages of the hierarchy-of-effects paradigm. On balance, for the nine hypotheses tested, results revealed that non-comparative advertising was demonstrably more effective than comparative advertising.     

Efficiency with costly information: a reinterpretation of evidence from managed portfolios

We investigate the informational efficiency of mutual fund performancefor the period 1965-84. Results are shown to be sensitive tothe measurement of performance chosen. We find that returnson S&P stocks, returns on non-S&P stocks, and returnson bonds are significant factors in performance assessment.Once we correct for the impact of non-S&P assets on mutualfund returns, we find that mutual funds do not earn returnsthat justify their information acquisition costs. This is consistentwith results for prior periods.     

The specialist's discretion: stopped orders and price improvement

When a market order arrives, the NYSE specialist can offer aprice one tick better than the limit orders on the book andtrade for his own account. Alternatively, the specialist can'stop' the market order, which means he guarantees executionat the current quote but provides the possibility of price improvement.My model shows that specialists can use stops to sample thefuture order flow before making a commitment to trade. I presentempirical evidence that both stops and immediate price improvementimpose adverse selection costs on limit order traders.     

Managing transformational change: the role of human resource professionals

In the past decade human resource management issues featured prominently in debates over the competitiveness and human resource professionals were expected to ascend to positions of greater influence in corporate strategy making and implementation. Despite numerous calls for a paradigm shift towards a more ‘strategic’ focus for human resource management research, developments in both practice and research fell far short of expectations. Thus, the process of transforming human resource policy into a strategic asset for employees, individual firms or the American economy is not yet complete. The paper suggests that the ‘strategic’ human resource management models of the 1980s were too limited and reactive in character because they depended so heavily on the values, strategies and support of top executives and line managers. A model capable of achieving sustained and transformational change needs to incorporate more active roles of other stakeholders in the employment relationship, including government, employes and union representatives as well as line managers and top executives. The paper starts by reviewing the evidence on innovations in human resource management in the past decade and then outlines the implications of the change model for human resource management and industrial relations theory, policy and practice. Special emphasis is given to the role of human resource professionals as potential change agents or facilitators of the transformational process.     

Does purchasing power parity hold in African less developed countries? Evidence from a panel data unit root test

This study tests for long-run relative purchasing power parityamong a sample of 27 African less developed countries. For thispurpose, a new test advocated by Im and co-workers is employedwhich allows one to test for unit roots in heterogeneous paneldatasets. This is known as the t-bar test, by which purchasingpower parity is confirmed or rejected on the basis of whetheror not the average augmented Dickey-Fuller statistic based ondemeaned data is significantly different from zero. Using quarterlydata covering the period 1974-97, purchasing power parity isgenerally rejected using individual country unit root testsbut support is found using the t-bar test. This suggests thatlow power problems in testing for purchasing power parity canbe overcome using this panel data procedure. The findings alsosupport the view that purchasing power parity is most likelyto be found among high inflation less developed countries andthat the half-life of a one-off random shock to parity is approximatelysix quarters. These results are generally confirmed for the1960-73 period.     

Managerial compensation and incentives in for-profit and nonprofit hospitals

Differential economic behavior of for-profit and nonprofit institutionscan be manifest in both output and input markets. When behaviorin output markets is difficult to observe, behavior in inputmarkets can be useful proxies. We examine monetary compensationand its composition between base salary and bonus, and the associatedincentive structures, in the U.S. hospital industry. Our datapermit controlling for interinstitutional differences in thescope and complexity of jobs having the same titles, as wellas differences in organization size and other variables. Wefind (1) total monetary compensation for the two top executivejobs is substantially higher in the for-profit sector; and (2)the composition of compensation as between base salary and bonusdiffers materially across forms of organization, bonuses beingabsolutely and relatively greater in the for-profit sector.Particularly noteworthy is the finding that for-profit hospitalsutilize compensation mechanisms that, by involving larger contingentcomponents, provide stronger incentives - greater rewards -as compared with nonprofit hospitals, for performance that ismore easily monitored. While our findings are consistent withmore than one model of comparative organizations differ in theirgoals and, hence, in the kinds of managers they demand and thereward structures they offer. Nonprofit organizations may pursueobjectives that reflect greater concern about collective goodsor other outputs that are more difficult to measure and reward.Alternatively, nonprofits, confronted by a nondistribution constrainton the payout of profit to managers, may lack incentives forefficiency, and so may pursue other goals such as a quiet life.Such differential objective functions, together with the differentialconstraints on the distribution of profit to managers, havetwo kinds of implications. (1) Nonprofit and for-profit organizationsmay attract different kinds of managers, especially at the toplevels, because nonprofits prefer working for a nonprofit organizationand, hence, may offer a lower supply price to them. (2) Thetwo types of organizations can be expected to offer differentialcomposition of compensation as between base salary and performance-basedbonus, providing different incentives for managers. Our analysisis positive in character, the goal being to identify systematicdifferences in organization behavior.