Introversion-extraversion and loud commercials

The introversion-extraversion dimension of Hans Eysenck's personality theory, combined with the theory proposed by Daniel E. Berlyne that hedonic value changes with changes in arousal level, are used to examine the effect that high intensity advertising appeals have on the audience. It was hypothesized that advertising appeals presented at a higher stimulus intensity than the program in which they are imbedded (e.g., commercials presented at a higher volume) would have a differential effect on individuals due, in part, to whether they were introverts or extraverts. In a preliminary test of this hypothesis, participants were exposed to either a radio commercial played at the same volume as the program or to one that was played at a higher volume. Their attitudes toward the commercial and the product were assessed. The results indicate that there is a difference between introverts and extraverts in the resulting attitude toward the product based on the type of appeal to which they were exposed.     

国际创新投资经验及启示

自20世纪80年代以来，以高新技术为基础的科技型企业的发展一直是各国政府和理论界关注的重点。与传统企业相比，科技型企业是一种知识、技术和人才密集型并以追求创新为核心的企业实体。欧美发达国家高科技企业的快速发展，发挥了支撑经济的重要作用。     

Team Over-Empowerment in Market Research: A Virtue-Based Ethics Approach

Journal of Business Ethics - Few scholars have investigated the considerations of over-empowered teams (i.e., teams creating negative organizational outcomes from too much empowerment) from a...     

Leading in the chaos of the 21st century

In the transition from a Newtonian paradigm of control and equilibrium to one of chaos and disequilibrium, organizations have substantially changed their structures (e.g., moving to diverse project‐based teams, advancing knowledge management, and building innovative cultures), but they have only minimally changed their leadership styles and practices. This paper describes a model of leadership proposed by Ron Heifetz that optimizes the characteristics of the 21st century in which the leader's role is to disturb equilibrium, differentiate between technical and adaptive challenges, and engage the followers in solving the organization's problems. This model is contrasted with other leadership models to validate its usefulness in the face of chaos, ambiguity, and rapid change. The commitment of the leader to holding steady in the face of predictably strong resistance and the dangers to the leader in using this model are discussed.     

土地流转和基于土地的用益物权担保融资创新:湖北实证研究

本文从研究我国土地流转法律和实践出发,以湖北为例,对农村金融市场基于土地的用益物权包括耕地、水面和林地的承包经营权抵质押问题进行了实证研究,分析了制约抵质押创新的因素所在,并提出了相关政策建议。     

Public support for reducing US reliance on fossil fuels: Investigating household willingness-to-pay for energy research and development

In order to reduce future dependence on foreign oil and emissions of CO₂, how much would US households be willing to pay annually to support increased energy research and development (R&D) activities designed to replace fossil fuels? Does it matter whether the R&D includes nuclear energy options? We explore these questions using data from a unique set of national telephone and Internet surveys. Using a national advisory referendum format, the contingent valuation method is applied to estimate annual household willingness-to-pay (WTP) for US household support of a national Energy Research and Development Fund (ERDF) for investments in energy sources not reliant on fossil fuels. While accounting for the level of (un)certainty in voting responses, the WTP modeling includes a comparison of both classic maximum likelihood estimation (MLE) and Bayesian analysis. Evidence indicates that MLE and Bayesian analysis achieve similar statistical inference, while the Bayesian analysis provides a narrower confidence interval around estimated WTP.     

What's wrong with executive compensation? A roundtable moderated by Charles Elson

The value that many superpaid CEO superstars supposedly created has largely disappeared, and the likelihood that it will be recovered anytime soon seems remote. On top of that, a good number of top executives treated their companies like ATMs, awarding themselves millions of dollars in corporate perks. It's hard to dispute the idea that executives were corrupted by the sums of money dangled in front of them. What's wrong with executive compensation, and what can we do about it? HBR and the University of Delaware's Center for Corporate Governance convened a round-table of compensation experts last October on the university's campus in Newark, Delaware. The 12 panelists, from CEOs to investors, from the professionals who advise them to a chief justice who rules on their disputes, provided an extraordinary diversity of viewpoints. The panelist began by debating ways to align the interests of the senior executives with the long-term interests of the company-weighing the relative benefits of stock options versus stock grants, for instance. But the discussion expanded to cover broader questions of corporate governance and company values. "The main reason compensation increases every year is that most boards want their CEO to be in the top half of the CEO peer group," said Ed Woolard,Jr., a former CEO of DuPont. And compensation lawyer Joe Bachelder pointed out the danger of structuring pay in such a way that it dampens risk taking among executives. It was a lively and wide-ranging discussion of one business's most pressing issues.