Network Stability: Opportunity or Obstacles?

Scholars of public management have begun to focus on networking as a key component of managerial activity ((Agranoff and McGuire, 2001); (Milward and Provan, 2001); (O'Toole and Meier, 1999)). Although the study of networks has garnered considerable academic attention, few studies have worked to bridge previous knowledge about hierarchical organizations with the research on the network. This study introduces the concept of stability into the network, arguing that stability should be a core value in networks, as the function of the network largely depends on repeat interactions. Texas school districts serve as the units of analysis, with the superintendent as the manager of interest. Findings suggest that stability may not always provide the benefits expected in traditional, hierarchical organizations.     

Vertical Integration under Competition: Forward,Backward, or No Integration?

We consider two competing supply chains, each consisting of supplier, a manufacturer, and a retailer. The suppliers exert effort to improve product quality, and the retailers sell products competitively. Each manufacturer chooses one of the three strategies: forward integration, backward integration, or no vertical integration. We seek for a subgame perfect Nash equilibrium and study the resulting market structure. Moreover, we characterize the effect of vertical integration on profitability, product price, and quality in a competitive setting. Existing literature has shown that, when manufacturers consider only forward integration, they may choose not to vertically integrate in equilibrium. In contrast, we find that, when both forward and backward integration options are considered, disintegration cannot be an equilibrium outcome. In this case, both manufacturers either forward or backward integrate, and the degree of product perishability, cost of quality, and how much consumers value quality are critical for the chosen direction of integration. Furthermore, competition increases attractiveness of backward integration relative to forward integration. We show that, while integrating backward unilaterally is always beneficial, unilateral forward integration can harm a manufacturer's profitability. Finally, vertical integration can result in a better quality product sold at a lower price.     

Parameters of a Dose‐Response Model Are on the Boundary: What Happens with BMDL?

It is well known that, under appropriate regularity conditions, the asymptotic distribution for the likelihood ratio statistic is χ². This result is used in EPA's benchmark dose software to obtain a lower confidence bound (BMDL) for the benchmark dose (BMD) by the profile likelihood method. Recently, based on work by Self and Liang, it has been demonstrated that the asymptotic distribution of the likelihood ratio remains the same if some of the regularity conditions are violated, that is, when true values of some nuisance parameters are on the boundary. That is often the situation for BMD analysis of cancer bioassay data. In this article, we study by simulation the coverage of one- and two-sided confidence intervals for BMD when some of the model parameters have true values on the boundary of a parameter space. Fortunately, because two-sided confidence intervals (size 1–2α) have coverage close to the nominal level when there are 50 animals in each group, the coverage of nominal 1−α one-sided intervals is bounded between roughly 1–2α and 1. In many of the simulation scenarios with a nominal one-sided confidence level of 95%, that is, α= 0.05, coverage of the BMDL was close to 1, but for some scenarios coverage was close to 90%, both for a group size of 50 animals and asymptotically (group size 100,000). Another important observation is that when the true parameter is below the boundary, as with the shape parameter of a log-logistic model, the coverage of BMDL in a constrained model (a case of model misspecification not uncommon in BMDS analyses) may be very small and even approach 0 asymptotically. We also discuss that whenever profile likelihood is used for one-sided tests, the Self and Liang methodology is needed to derive the correct asymptotic distribution.     

Diversity Networks: Networking for Equality?

In recent years, the use of diversity networks as diversity management instruments in organizations has increased tremendously. Diversity networks support the needs of employees with different social identities, such as women, ethnic minorities, LGBTs, disabled and young people. The aim of this study is to come to a better understanding of how diversity networks contribute to equality by examining how diversity network leaders discursively construct the value of their networks against the backdrop of discourses on diversity and equality. We conducted a multiple case study of five different diversity networks in a financial service organization in the Netherlands. Our results show that network leaders tend to construct the value of their networks primarily in terms of individual career development and community building, to prevent their members’ isolation. However, they are much less articulate about removing the barriers to inclusion in the organization as a core value of their networks. We conclude that the value of diversity networks is limited when these networks only address the individual and group levels of equality and leave systemic inequalities at the organizational level unchallenged.     

Are diamonds a safe haven?

The diamond market has recently experienced important structural changes moving from a monopolistic market to a more liberalised and competitive one. As a result, diamonds are being discussed as a new investment asset class, with possible valuable portfolio contributions. The aim of this paper is to analyse their potential role within an investment framework, using previously unpublished data. We use the GemShares and NASDAQ OMX patented license and Polished Prices proprietary Price Reporting Agency (PRA) database to build our own standardized financial polished diamond basket indices (DBIs), using actual reported data of traded prices, adjusted for liquidity by traded volume. The impact of adjusting for traded volume of investment grade (only) diamonds is sufficient to develop a unique subset different to that captured and reported by the PRA. We first construct an index for High-Quality (HQ) and a second one for Medium-Quality (MQ) diamonds so we can study both of their dynamics and investment features. We further analyse the relationship the two indices have with major macroeconomic and financial variables, as well as other precious commodities to investigate their role as safe haven or hedge. We find that the DBI_HQ Index returns are, on average, positively correlated with major macroeconomic variables—in particular with the Euro and Chinese Interest rates. The DBI_MQ Index returns are largely uncorrelated with the same macroeconomic variables—with the exception of Euro Interest rates and the Israeli Exchange rate. When we compare our Diamond Indices returns with major financial variables and other precious commodities, we find a broad lack of correlation between their returns, and significant difference between the DBI_HQ and DBI_MQ Indices. We may conclude that diamonds are broadly a poor hedge for any of the portfolios we considered, with a few important exceptions—especially gold. Using Bauer and Lucey’s (Financ Rev 45(2):217–229. doi: 10.2139/ssrn.952289, 2010) approach we further tested the “safe haven value” and “hedging usefulness” of the two Indices. In contrast with previous studies we believe the unique data we accessed allowed us to demonstrate that diamonds represent a strong hedge for gold investors, and in addition exhibit features of a safe haven for stock markets during periods of financial stress.     

Is health care a right or a privilege?

In this overview of the American health system, the author make arguments for declaring health care a right in the U.S. Constitution. Learn why he believes this is necessary.     

What is strategic leadership? Developing a framework for future research

We attempt to bring clarity to the concept of strategic leadership and guide its development by reviewing and synthesizing the existing management literature on how top managers and board directors influence organizations. We propose a new definition of strategic leadership and offer a framework organized around the essential questions of what strategic leadership is, what strategic leaders do, why they do it, and how they do it. To answer these questions, we organize our review around the eight functions strategic leaders serve, the key attributes of strategic leaders, the theories scholars have used to relate these functions and attributes to outcomes, contextual factors, and the organizational outcomes that strategic leaders affect. We identify how strategic leadership research is concentrated in five streams that rarely interact with each other, and offer suggestions for connecting these streams. Our review provides a big picture of what is known about individuals at the top levels of organizations and highlights the key areas where future investigation is essential.     

Are Self‐Service Customers Satisfied or Stuck?

This paper investigates the impact of self‐service technology (SST) usage on customer satisfaction and retention. Specifically, we disentangle the distinct effects of satisfaction and switching costs as drivers of retention among self‐service customers. Our empirical analysis examines 26,924 multi‐channel customers of a nationwide retail bank. We track each customer's channel usage, overall satisfaction, and retention over a 1‐year period. We find that, relative to face‐to‐face service, customers who use self‐service channels for a greater proportion of their transactions are either no more satisfied, or less satisfied with the service they receive, depending on the channel. However, we also find that these same customers are predictably less likely to defect to a competitor if they are heavily reliant on self‐service channels characterized by high switching costs. Through a mediation model, we demonstrate that, when self‐service usage promotes retention, it does so in a way that is consistent with switching costs. As a robustness check, we examine the behavior of channel enthusiasts, who concentrate transactions among specific channels. Relative to more diversified customers, we find that self‐service enthusiasts in low switching cost channels defect with greater frequency, while self‐service enthusiasts in high switching cost channels are retained with greater frequency.     

Strategic vision or strategic con?: Rhetoric or reality?

Major companies devote considerable effort to communicating corporate visions and missions. Yet three recent surveys suggest that much of this effort has been counter-productive. A gap has emerged between rhetoric and reality. Arenas of confrontation have arisen between directors and managers, head offices and business units, holding companies and their subsidiaries, and between specialists and generalists. A widespread desire for corporate transformation is not matched by understanding of how to bring it about. The lack of top management commitment and of communication skills are major barriers to change. More competent directors and more effective boards are needed. The article suggests key roles for the chairman and the chief executive. It examines how best to share a compelling vision, and identifies a requirement for new attitudes and approaches to communication.     

Are multinational enterprises from the emerging economies global or regional?

While there is ample statistical evidence that the top 500 multinational enterprises (MNEs) are predominantly home-region-bound or bi-regional, the operations of MNEs from the emerging economies have not been comprehensively analyzed. This constitutes a vital gap since firms from emerging economies have been making prominent acquisitions in recent years, and these economies are expected to post impressive growth despite the global economic slowdown. MNE managers cannot ignore such opportunities and threats. This study analyzes the operations of MNEs from four leading emerging economies – Brazil, Russia, India and China (BRIC). Since aggregated FDI data often lack transparency due to off-shore tax havens, we supplement that analysis by examining 1430 mergers and acquisitions undertaken by MNEs from BRIC economies during 2000–2007. We also develop insights into their dispersion pattern across five industry sectors in six geographical regions.     

The Digital Challenge for Multinational Mobile Network Operators. More marginalization or rejuvenation?

Multinational mobile network operators (MNOs) rapidly emerged in the early 1990s and for a decade and a half were the dominant actors in their industry. We analyze the development and competitiveness of a typical MNO, Telenor. With the introduction of 4G in 2010, we show that Telenor, like other MNOs largely failed to respond to the opportunity that connectivity provided to develop digital services. Instead, these were developed by technology platform companies such as Amazon, Google and Microsoft. Telenor became a marginalized supplier of standardized internet connectivity. We argue that the ‘decade of lost opportunity’ (2010–2020) for Telenor was a product of a lack of ‘recombinant firm-specific advantages’ (FSARs). With the launch of 5G, an emerging global digital infrastructure, this sidelining is set to intensify unless Telenor responds to this new opportunity by developing B2B digital services. We analyze the FSARs that are necessary for a successful transition of capturing the value that 5G provides and the degree to which they are present, or potentially present, in Telenor.     

Research emphases on cultural differences and/or similarities: Are we asking the right questions?

Many authors have suggested the need to look for cultural differences and similarities, but few researchers seem to have done so. In fact, most authors look for and find differences. The problems of this tendency are considered. Suggestions are then made to at least, partially, overcome these problems and more accurately report our research findings in order to more helpfully aid international businesspeople in areas such as avoiding blunders in different cultures.     

Distance Learning: Education or Economics?

Sir John Daniel, Vice Chancellor of the Open University in England, pronounced that American universities are in a crisis of access, flexibility and cost. His solution is that American Universities and Colleges should employ educational technologies that allow students to earn college degrees without visiting the college campus (distance learning). The argument is that distance learning is a cost-effective way of providing more students with access to higher education. Sir John's argument illustrates a crisis in neither access, flexibility, nor cost. On further inspection, distance learning degree programs appear to be a strategy for reducing the cost of higher education by replacing professors with computers and part-time teachers. This strategy offers limited educational benefits for the student and may present a financial danger to smaller colleges and universities, if they succumb to the pressure to develop distance, learning degree programs. This revised version was published online in July 2006 with corrections to the Cover Date.     

Physician-led: good idea or not?

Whether physicians or not, leaders must possess certain skills and qualities to achieve success. Take a look at what's required to be an effective leader.