Personality and Perceived Business Values: Synergistic Effects for the Myers–Briggs Type Indicator and Management Ratings

This paper identified additive and synergistic effects of personality for management ratings of business values. Results were discussed in terms of theoretical implications for the MBTI and type theory as well as implications for management within business organizations. There appears to be a natural affinity (and antipathy) between some personality types or forms and certain business values. This revised version was published online in July 2006 with corrections to the Cover Date.     

Alfred Kuß: „Marketing-Theorie: Eine Einführung“

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Alfred Ku?: „Marketing-Theorie: Eine Einführung“     

E-Coaching: Prozess- und Ergebnisevaluation des„Virtuellen Zielerreichungscoachings“

The authors present the design and first results of an ongoing research project. The main emphasis of the research lies on observable and mental processes of the coach and the coachee in and between coaching sessions as well as for the coachee after the coaching. The research is based on a particular e-coaching format named “virtual goal attainment coaching”, consisting of telephone-based coaching sessions combined with by internet mediated questions that the coachee answers with support of the coach. The ambition of this particular type of coaching, since based on empirical findings of coaching success factors and combined with modern media, is to generate excellent results within a short amount of time. Preliminary findings confirm the efficiency and effectiveness of this blended coaching program.     

Revenue Management vs. Newsvendor Decisions: Does Behavioral Response Mirror Normative Equivalence?

We study and compare decision‐making behavior under the newsvendor and the two‐class revenue management models, in an experimental setting. We observe that, under both problems, decision makers deviate significantly from normative benchmarks. Furthermore, revenue management decisions are consistently higher compared to the newsvendor order quantities. In the face of increasing demand variability, revenue managers increase allocations; this behavior is consistent with normative patterns when the ratio of the selling prices of the two customer segments is less than 1/2, but is its exact opposite when this ratio is greater than 1/2. Newsvendors' behavior with respect to changing demand variability, on the other hand, is consistent with normative trends. We also observe that losses due to leftovers weigh more in newsvendor decisions compared to the revenue management model; we argue that overage cost is more salient in the newsvendor problem because it is perceived as a direct loss, and propose this as the driver of the differences in behavior observed under the two problems.     

Do Business Leaders Have Role‐Model Obligations to Be Good Political Actors?

This article raises an issue about corporate political activity that is different from those typically addressed by business ethicists. It examines the role‐model status and obligations of the business leaders who direct such activity. This approach has two potential benefits. First, since ethicists often appeal to role‐model obligations and many are concerned about corporate political activity, business ethics literature would benefit from expanding the examination of role‐model status and obligations to encompass the business leaders who direct political activity. Second, it will help ethicists determine what we should demand from business leaders who direct such activity. This is important given the U.S. Supreme Court's Citizens United decision in 2010 that guarantees corporations the free‐speech right to make political expenditures in support of political causes. I seek to demonstrate that we should hold business leaders morally accountable for how they direct political activity because of their role‐model status that arises from their greater fame, authority, or power than ordinary persons possess.