Battles in the costing war: UK debates, 1950-75

In the UK, 1950-75 was a lively period in the long-running debates between proponents of absorption and marginal costing. In the nexus of competing interests, management accountants advocated and defended rival costing systems with much vigour and passion. Expressed in the language of the times, these debates were 'battles' in the costing 'war'. We focus on these battles, analysing the various forces that operated upon the combatants, and locate them in the wider costing war. We conclude that no final resolution of the conflict was achieved in the twentieth century, nor is one likely in the foreseeable future.     

Negotiation support using the Graph Model for Conflict Resolution

The Graph Model for Conflict Resolution is a flexible methodology for systematically studying strategic conflicts in the real world, and is therefore a natural tool for negotiation support. The basic definitions underlying the graph model are reviewed, and the techniques for analysis and interpretation are discussed. The modeling and analysis of a case study, an international trade negotiation concerning the export of Canadian softwood lumber to the United States, are used to demonstrate the practical application of the Graph Model for Conflict Resolution as a negotiation support tool. The modeling and analysis is carried out using the GMCR software system. The ability of the Graph Model for Conflict Resolution to provide insights and advice to negotiators is emphasized.     

银企关系与会计信息稳健性——中国资本市场的经验证据

本文以Watts（2003）的契约理论为基础，分析股东与债权人之间利益冲突对会计信息稳健性的影响。虽然会计信息稳健性有助于保护债权人的利益，但是如果股东可以作为公司的债权人，则投资者对会计信息稳健性的需求下降。本文采用Basu（1997）模型分析了2004年中国上市公司会计信息稳健性，发现国家控制的上市公司的会计信息稳健性程度较低，而民营控制的上市公司会计信息稳健性程度较高，但是股东特征对会计信息稳健性的影响，随着银行在公司中利益的增加而趋于一致。     

Export marketing,interfunctional interactions,and performance consequences

Firms with export operations have internal environments that are often geared toward serving the home market. As a result, export marketing and other business functions compete for resources, which thus increases the likelihood of conflict between them. Using survey responses from more than 700 exporting firms, the authors test a model of the antecedents and consequences of two important interaction variables: exporting’s interfunctional connectedness and conflict. The model explains 52 percent and 49 percent of variance in exporting connectedness and conflict, respectively. The authors identify the key drivers of successful interactions as follows: management commitment, organizational training and reward systems, relative functional identification, centralization, and export employee job satisfaction and commitment. The authors also demonstrate that connectedness is most critical for export success when export markets are in a state of turbulence, whereas conflict is most detrimental when the firm’s export environment is stable. John W. Cadogan (j.w.cadogan@lboro.ac.uk), Ph.D., is a professor of marketing in the Business School at Loughborough University, United Kingdom. His primary areas of research interest are international marketing, marketing strategy, and sales management. He has published on these issues in theJournal of International Business Studies, theInternational Journal of Research in Marketing, theJournal of Business Research, Industrial Marketing Management, theEuropean Journal of Marketing, theInternational Marketing Review, theJournal of Marketing Management, theJournal of Strategic Marketing, and other academic journals. He received his degree from the University of Wales (United Kingdom). Sanna Sundqvist (sanna.sundqvist@lut.fi), Ph.D., is a professor in international marketing in the Department of Business Administration at the Lappeenranta University of Technology (Finland). Her research interests deal with the international diffusion of innovations, market orientation (especially in an international context), and consumers’ adoption behavior. She has published in theJournal of Business Research, theInternational Journal of Research in Marketing, theEuropean Journal of Marketing, theCanadian Journal of Administrative Sciences, and theAustralasian Marketing Journal. She received her degree from the Lappeenranta University of Technology, Finland. Risto T. Saiminen (risto.salminen@lut.fi), Ph.D., is a professor of industrial engineering and management, especially marketing, in the Department of Industrial Engineering and Management at Lappeenranta University of Technology, Finland. His primary areas of research interest are customer relationships and networks in business marketing, pedagogy in industrial engineering and management, and international marketing. He has published on these issues in theJournal of Business and Industrial Marketing, theJournal of Marketing Management, theEuropean Journal of Engineering Education, theInternational Journal of Research in Marketing, theEuropean Journal of Marketing, and theAustralasian Marketing Journal. He received his degree from Lappeenranta University of Technology, Finland. Kaisu Puumalainen (kaisu.puumalainen@lut.fi), Ph.D., is a professor in technology research in the Department of Business Administration at Lappeenranta University of Technology, Finland. Her primary areas of research interest are innovation, international marketing, and small businesses. She has published on these issues in theInternational Journal of Research in Marketing, theJournal of Business Research, theEuropean Journal of Marketing, R&D Management, theCanadian Journal of Administrative Sciences, theJournal of International Entrepreneurship, theAustralasian Marketing Journal, and theInternational Journal of Production Economics. She received her degree from the Lappeenranta University of Technology, Finland.     

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.     

民营企业劳资冲突的形式及其原因分析

该文基于对36家民营企业的调查数据，对引起民营企业劳资冲突的原因和职工在劳资冲突中的行为方式进行分析，并从微观层面提出缓和民营企业劳资冲突的建议。     

知识团队冲突的动因探析

知识经济时代，知识团队已经成为组织中重要的学习单元和绩效单元。知识团队因其成员多样性而具有自己的特征，知识团队冲突主要有个体特征和群体层面两个方面的动因。研究知识团队冲突的动因，可以为有效管理知识团队奠定基础。     

卖方分析师佣金解绑改革与中国实践--基于MiFIDⅡ的思考

卖方分析师利益冲突问题损害了投资者利益以及市场稳定性。为提高分析师独立性,欧洲2018年出台的《欧盟金融工具市场指令Ⅱ》首次拆分了分析师的分仓佣金与研究费用。研究发现,该举措实施后,伴随着卖方研究质量提升、低质量分析师退出市场,分析师利益冲突问题得到缓解,促进了卖方服务内部化转型、买方研究加速形成以及投资者交易透明度的提升,但同时也带来了研报价格恶性竞争、市场信息环境受损、人才非优流动等负面影响。我国分析师佣金制度存在披露透明度不足、研究服务界定不明、佣金分配缺乏有效监管等问题,现阶段完全解绑佣金可能引发潜在风险,应采取相对柔性的改革思路。监管机构宜推动改革基金管理费用,塑造市场激励机制;券商应提升综合研究能力,推进业务模式转型,探索差异化发展之路。     

Bargaining Outcomes with Double-Offer Arbitration

Increasingly, arbitration is becoming used to resolve bargaining disputes in a variety of settings. Reducing dispute rates is often listed as a main goal in designing arbitration mechanisms. Conventional arbitration and final-offer arbitration are two commonly used procedures, but theoretical examinations of these arbitration procedures show that disputants’ final bargaining positions do not converge and disagreement is likely. This article contains results from a set of experiments designed to compare bargaining outcomes under the two commonly used arbitration procedures with outcomes under an innovative procedure called “double-offer” arbitration (Zeng et al., 1996). This procedure requires that disputants make two final offers at impasse: a primary and a secondary offer. The arbitrator evaluates the pairs of offers using a linear criterion function, and theory suggests the secondary offers converge to the median of the arbitrator’s preferred settlement distribution. Because the procedure’s rules are that convergence of offers generates a settlement at those offers, this theoretical convergence result implies that arbitration is not needed in the end. Experimental results indicate that dispute rates in double-offer arbitration are, on average, about the same as dispute rates in conventional arbitration. However, other results show reason to favor double-offer arbitration. Specifically, in repeated bargaining, there is concern over whether use of an arbitration procedure becomes addictive and makes bargainers more likely to use the procedure in the future-a “narcotic effect.” The data show that double-offer arbitration is non-addictive, whereas both conventional and final-offer arbitration are.     

Hypocrisy pay

Emotional labor—putting on an act asrequired explicitly orimplicitly in work situations-is very often psychologically, emotionally, and mentally damaging to most employees. As for soldiers in wartime who receive combat pay, it is suggested that such employees be specially compensated for their emotional labor with hypocrisy pay. Another solution is to select only those who are immune to such stress for jobs involving emotional labor—an ideal that probably cannot be achieved in all cases. Another assessment is that such special compensation is unwarranted.