If it is good for the child’s development then I say yes almost every time: how parents relate to their children’s consumption

The article looks into how parents see their children’s consumption. The data material consist of focus group interviews with parents and children living in relatively affluent Scandinavian society. The result shows that parents are not necessarily negative towards their children’s consumption, and in some fields they are willing to spend more than the children expect or want. Parents have two approaches towards their children’s consumption. The child perspective puts the child in the centre with the child’s need for development and protection. The consumer critical discourse dominates and children are seen as vulnerable. In many situations parents will stretch beyond the children’s expectations if they see the consumption as useful. In the parent’s perspective parental skills is exhibited. The parent’s economic status as well as their parental skills and competence are exhibited, and the child’s consumption demonstrates if you are caring and responsible parents.     

The purchase of moral positions: an essay on the markets of concerned parenting

The markets directed towards the very youngest are rapidly expanding. This article looks into the mechanisms behind the expansion of this type of parental consumption, assigning children a position similar to what Veblen categorized as vicarious consumption. The assumption put forward is that the modern markets for babies and toddlers rooted not only in the need to stimulate, protect and support the child, or the desire to display cultural and economic capital through vicarious consumption, but also in the need to indicate positions in the moral economy of concerned parenting. The expanding markets of considered consumption are partly based on translation values, empathy and care made into tangible products with symbolic values in the moral economy.     

Are parents gender neutral when financing their children's consumption?

Children are consumers from early on, but they are dependent on financial support from their parents for many years. Based on a survey among 1173 Norwegian children aged 8–24 years, we examine how children's consumption is financed and how their main financial sources change during childhood, distinguishing between pocket money and odd jobs on the one hand and gainful employment and study loans on the other. Our analysis demonstrates how parental monetary support decreases as years go by and is replaced by gainful employment and study loans. We ask whether parents are gender neutral in supporting their children's consumption or not. This is done by comparing the distribution of pocket money among girls and boys, as well as the amount of money given to the respective genders for special consumer goods. Girls and boys have divergent preferences and often exhibit different spending patterns. The analysis of the six selected fields of consumption showed significant gender differences in four of them. By comparing what children choose to pay for with their own money with what they influence their parents to pay for, we find that parents' financial support tend to have a moderating effect on their children's own gender‐biased preferences.     

The Influence of Retail Management’s Use of Social Power on Corporate Ethical Values,Employee Commitment,and Performance

Recent cases in retailing reflect that ethics have a major impact on brands and performance, in turn, demonstrating that brand owners, employees, and consumers focus on ethical values. In this study, we analyze how various sources of social power affect corporate ethical values, retailer’s commitment to the retail organization, and ultimately sales and service quality. Multi-source data based on a sample of 225 retailers indicated a strong link between power, ethics, and commitment and that these affected output performance.     

Worker–Plant Matching and Ownership Change*

Is a change in ownership an opportunity for the new owners to make systematic changes to the workforce of the acquired plant? Using matched employer–employee data, we document changes to the workforce along observable and unobservable dimensions of worker quality around the time of ownership change. We observe above-average separations of workers around domestic acquisitions. This is associated with a decline in unobserved worker quality in the plant. Foreign acquisitions are not associated with above-average worker turnover; instead, new foreign owners share rents with the high-skilled workers who are already in the plant before the acquisition.     

Picking “Lemons” or Picking “Cherries”? Domestic and Foreign Acquisitions in Norwegian Manufacturing*

We compare the performance in employment, wages and productivity for domestic plants acquired by new domestic and foreign owners. Prospective foreign owners pick large, high‐wage, high‐productivity plants, while new domestic owners choose average performers of above‐average size. Employment, labour productivity, and total factor productivity decline in domestic acquisition targets before acquisitions; only wages recover afterwards. Employment, wages and labour productivity increase after foreign acquisitions. The sample selection introduced by long‐term comparisons and a focus on unique events introduces a downward bias into the results for domestic acquisitions and an upward bias for the foreign acquisitions.     

Exploring the animosity domain and the role of affect in a cross-national context

PurposeThe purpose of this paper is to contribute to the development of animosity theory in three areas; construct domain, the mediating role of affect and model testing.Design/methodology/approachExploratory and empirical research is carried out in two countries in order to explore the domain and to test the factor structure and the hypotheses through confirmatory analysis.FindingsWe find animosity is a four-dimensional construct which impacts buying behavior through affect.Originality/valueThe research extends the domain of the animosity construct to a four-dimensional structure rather than the two-dimensional structure used in most previous studies. It is the first study to empirically test an extended animosity domain and investigate the mediating role of affective emotional responses between animosity and buying intentions.     

Antecedents and effects of free riding in the franchisor–franchisee relationship

This field study investigated contextual antecedents of free riding by franchisees on franchisor brand reputation and effects of free riding on performance in a multinational corporation's franchising network. Structural elements (increased formalization, decentralized decision-making), interactions between franchisor representatives and franchisee dealers, and market-related factors (external competition) were associated with lower levels of franchisee free riding. The findings also indicated that free riding has deleterious effects on franchisee performance. The results support theoretical arguments that both economic and social exchange perspectives are valuable in examining free riding and provide important practical guidance in designing and managing franchise systems.     

Leading by Example: Values-Based Strategy to Instill Ethical Conduct

Years of research clearly shows that relying on traditional organizational power bases is not effective when companies want to promote business ethics and performance. It is not only that the use of legitimate power to establish ethics codes and coercive power to punish employees who do not comply does not work; this study—based on a multi-method research approach in the retail industry—indicates that the classic iron fist leads to unethical business values and lower service performance. But there is a light at the end of the tunnel for forward-looking managers. The ethical attitudes and behaviors of employees within international organizations is a dynamic variable that is possible to change by the use of values-based leadership. Our extensive study of a large grocery store chain owned by a multinational corporation indicates that managers who lead by example will boost team values and commitment.