The Need for a Marketing Reform: The Wines of the Loire Region

ABSTRACT

This article focuses on how the French wine industry and, in particular, the wine-producing Loire region in France is affected by global and domestic factors. An overview of some of the vast regulations prevailing in the French wine industry that prohibit the wine producers to compete efficiently, especially with the wines from the “new world,” is provided. A Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis is used as the tool to study the competitiveness of the French wine industry in general and the Loire region in particular. The French wine industry is too fragmented and subjected to too many controls and, as a result thereof, is not flexible enough to respond to market opportunities. French wines have the unique blend of “historical intangibles” of romance and mystery that have been part and parcel of wine for many centuries. This advantage is no longer a major competitive advantage, and the time has come to make decisions on which of the vast range of regulations are worthwhile to maintain to contribute positively to the best interests of the French wine industry.     

Herbert A. Simon on What Ails Business Schools: More than ‘A Problem in Organizational Design’

We critically examine Herbert Simon's 1967 essay, ‘The business school: a problem in organizational design’. We consider this essay within the context of Simon's key ideas about organizations, particularly those closely associated with the ‘Carnegie perspective’ on organizations and how they influenced the reinvention of American business schools in the post‐Second World War era, and were deeply influenced by the post‐War context and also were appropriated by the Ford and Carnegie Foundations to reform business school teaching and research. We argue that management educators misappropriated Simon's concept of an intellectually robust and relevant research and educational agenda for business schools that has in part contributed to the intellectual stasis that now characterizes business education research and its capacity to inform management practice.     

A Decade of Intergenerational Reports: Contributing to Long‐Term Fiscal Sustainability

The Intergenerational Reports have helped lengthen the horizon of public policy analysis in Australia, enabling governments to focus on the longer term implications of policy changes, particularly their fiscal implications. Nonetheless, it is important to note that the reports have examined fiscal sustainability from the Commonwealth's perspective, notwithstanding that fiscal sustainability is also an issue for the states and territories. Additionally, the reports have not incorporated contingent fiscal liabilities, notwithstanding their relevance to fiscal sustainability.     

Trade size and components of the bid-ask spread

The relation between theorized components of the bid-ask spreadand trade size for a sample of NYSE firms is examined. We findthat the adverse selection component increases uniformly withtrade size. Conversely, order processing costs decrease withincreased in trade size for all but the largest trades. We findthat order persistence decreases with trade size. The adverseselection component is highest at the beginning of the day andlowest at the end of the day for all but the largest trades.Trades of NYSE firms executed on regional exchanges or NASDAQcontain a large order processing cost component but no significantadverse information effect.     

Limits to learning from the west: How western management advice may prove limited in Eastern Europe

The West's aid to the emerging Eastern European economies includes consultancy and education. This will have considerable impact on their economic and managerial activity, even though the theories of organization and management on which it is based are much criticized here. As these theories are applied in the extreme economic, social and political circumstances of the Soviet collapse, we are likely to be both surprised and pushed into a period of critical organizational theorizing. Much of the criticism comes from institutionalists who reject a generic approach to economics and management. They argue instead that organizations are embedded within a specific environment of social, legal, economic, and technological institutions which fashion their activities. They are saying “things are different over there and we should recognize that our advice presumes our own institutional arrangements.” The first part of this study reviews the reasoning behind this critique. It has two threads: (a) the institutional context and the way that shapes economic transactions and their costs; and (b) the way institutions develop as collective responses to social uncertainties. We look at organization theory's dependence on the social institutions, such as contract law, professional training, and the market for insurance. We take these and many other Western institutions for granted, and seldom stop to analyze them. In Eastern Europe, managers lack such institutional infrastructures and face uncertainties beyond our experience. This article's second part focuses on the processes by which organizations respond to uncertainties. There are many types of uncertainty and we pick out that of adopting a new technology. Problems arise because of “gaps” between the organization's in-place work practices, knowledge, and attitudes, and those which they must eventually adopt if they are to use the new technology effectively. Recent research into workplace know-how suggests that such gaps are bridged by workers developing a new “tacit” understanding of the technology through learning-by-doing. This knowledge generation (KG) works best when it is also communal, when creative teams form. By definition, this kind of team cannot be managed bureaucratically, in ways that depend on an understanding of the task in hand. We see that bureaucracy is a theory of knowledge application (KA) which breaks down in the absence of the necessary knowledge, rules, measurements, communications, and sanctions. Creative teams can operate under the conditions of bureaucratic failure because they are held together by institutional forces rather than by rational administration. The context of social institutions outside the organization becomes important because it defines the institutional bases for such teams. In the final section we look beyond creative teams as internal uncertainty resolvers. The new institutional economists argue that firms should internalize the uncertain transactions that are difficult to contract, and so precipitate market failure. We suggest that entrepreneurs also look outside the firm at those social institutions which enable them to externalize uncertainties. In general, the institutionalist critique reveals that entrepreneurs have several domains of action. The formal KA part of the firm, the focus of classical organization and management theory, is but one of these domains. Other equally important KG domains lie both within the firm and in the interorganizational networks and social institutions beyond its boundaries. The uncertainties of the Soviet collapse move us on from the simplicities of Western organization theory toward a richer set of ideas more relevant to our Eastern European colleagues—and to ourselves.