Information styles of marketing and R&D personnel during technological product innovation projects

Abstract The research question in the present article can be phrased in the following way: what are the elements which influence the perception of the utility of information received from another function? A field study research has been conducted in 40 Belgian companies. In each company, we have studied two on-going innovation projects (one planning project, one development project). Crossfunctional communication behaviours at the R&D/marketing interface have been measured by means of mailed structured questionnaires. Three-hundred and eighty-six questionnaires have been returned. The data analyses show that there are four underlying information dimensions, i.e. the perceived relevance, the perceived comprehensibility, the perceived novelty and the perceived credibility of information. We also discuss some contingency variables (function of the message receiver, stage in the innovation process) that might moderate the impact of these dimensions. It will be shown that the interaction between source and receiver has a significant impact on the perceived credibility, the perceived comprehensibility and the perceived novelty of the received information.     

R&D–Marketing Integration Mechanisms, Communication Flows, and Innovation Success

Rudy Moenaert, William Souder, Arnoud De Meyer, and Dirk Deschoolmeester report the results of their study of forty technologically innovative Belgian companies to examine the interaction between marketing and R&D. They studied one commercially successful and one commercially unsuccessful technological product innovation project in each participating company and collected data from one marketing and one R&D respondent per project. Communication flows between marketing and R&D are increased under conditions involving formalization of projects, decentralization, positive interfunctional climate, and role flexibility.     

Net foreign assets of Dutch commercial banks: A comment

Conclusion The article provides a contribution to the discussion on the net foreign assets of the commerical banks, by drawing renewed attention to the possible passivity of the banking sector, which has gained topicality with the striking developments of 1989. Indeed, the banking sector may be considerably more reactive in regards to net foreign assets formation than has been assumed by various authors and in macroeconometric models on the basis of portfolio optimizing behaviour. However, due to the above-mentioned methodological and empirical shortcomings, Bakkers's study certainly does not provide the final answer to this question.     

On the Use of Nonfinancial Performance Measures in Management Compensation

It is often claimed that (i) managers work too hard on operational issues and do not spend enough effort on strategic activities, and (ii) something can be done about this by introducing nonfinancial performance measures, as for instance with a balanced scorecard. We give an explanation for both claims in a formal model. The distortion toward operational effort arises because with financial performance measures strategic effort can only be rewarded in the future. But renegotiation-proof long-term compensation plans entail too weak variable components in the future. This problem can be reduced by introducing performance measures that help to disentangle strategic and operational effects.     

Social Scientific Explanations?

Generally valid scientific explanations of observable social phenomena are still hardly available. By applying philosophical insights generated by Quine and derived from semiotics to social research methodology three kinds of context dependencies accompanying theory formation within social science are identified. The third context dependency is mostly not attended in theory formation about social phenomena thereby producing a ``connotation fallacy', which leaves almost all social theories undetermined and fallible. These context dependencies should be taken into account in the research design and be tested for using statistical criteria comprising a new methodology presented in this article.     

A theory of global strategic alliances: The case of the global auto industry

The theory articulated in this paper suggests that the desire to reduce demand and competitive uncertainty are two separate, important motives for alliance formation. Taking this as a starting point, we predict the configuration of horizontal alliances that we might expect to observe within an industry when firms experience these uncertainties to different degrees. An empirical test of this theory using data from the global auto industry yields results consistent with the view (1) that alliances are a device for reducing both the uncertainties that arise from unpredictable demand conditions and those that arise from competitive interdependence, and (2) that variation of demand uncertainty and competitive uncertainty across firms explains differentials in both the intensity and structure of their horizontal alliance activity.     

Daylight saving effect

Kamstra et al. [Kamstra, M.J., Kramer, L.A., Levi, M.D., 2000. Losing sleep at the market: the daylight saving anomaly. The American Economic Review 90, 1005–1011] argue that the mean weekend return following the changes in daylight saving time is less than the mean weekend return throughout the rest of the year. Opposing studies, such as Pinegar [Pinegar, J.M., 2002. Losing sleep at the market: comment. The American Economic Review 92, 1251–1256), reason that the observed results depend upon methodology. We extend the ongoing discussions by providing further evidence for equity markets and bond markets in Germany and across Europe. We further demonstrate that the daylight saving effect does not serve as a potential rationale for the weekend effect.     

Exploring the contextual and individual factors on ethical decision making of salespeople

This paper studies how salespeople make ethical decisions. For this purpose a structural model has been developed which configures how the organization's environment, the organizations's climate, and personality traits affect ethical decision making. Internal communication and the choice of a control system especially affect ethical decision making. Internal communication also affects the attraction of salespeople with unethical personality traits (Machiavellism), while the control system affects the ethical climate. Ethical climate and salespeople's personality traits also affect the ethical decision making. In fact the study shows that ethical decision making can be influenced by management.Willem Verbeke is assistant professor in marketing, School of Economics, Erasmus University, Rotterdam, The Netherlands. His research concentration is sales management.Cok Ouwerkerk is founder and director of the CSA, a consulting firm for statistical applications, in Mijnheerenland, The Netherlands. He has been involved in many research projects at different Dutch universities and firms.Ed Peelen is associate professor at the School of Economics, The University of Amsterdam, Amsterdam, The Netherlands. His research concentration is marketing management and logistics.