Dues Paying: A Theoretical Explication and Conceptual Model

This article uses a practical and theoretical explication of “dues paying” as a vehicle for synthesizing and integrating attribution, justice, and impression management theories. A model is proposed that depicts the dues paying process as a specific type of impression management process that is stimulated by information that cues attributions of justice and equity. The paper ends with a discussion of the potential for integrating research and theory in the areas of impression management, attributions, and justice and suggestions are offered for managing dues paying impressions.     

When Conscientiousness Isn’t Enough: Emotional Exhaustion and Performance Among Call Center Customer Service Representatives

The authors examined the relationship of the interaction between emotional exhaustion and conscientiousness with objectively-measured call volume performance and subjectively-measured service quality ratings among 92 call center customer service representatives (CSR’s) of a financial services institution. Results supported the interactive effects on call volume but not service quality. Specifically, the relationship between emotional exhaustion and call volume was stronger among high- than low-conscientiousness CSR’s. Among CSR’s reporting low levels of emotional exhaustion, those high in conscientiousness achieved higher call volumes than those low in conscientiousness. In contrast, among CSR’s reporting high levels of emotional exhaustion, those high in conscientiousness achieved lower call volumes than those low in conscientiousness. Implications for both the personality and stress literatures are discussed. Practical implications for human resources managers also are offered.     

Heterogeneity in the rise and decline of city-level homicide rates, 1976-2005: A latent trajectory analysis

This study applies latent trajectory methods to the analysis of temporal changes in homicide rates among large US cities across recent decades. Specifically, annual homicide rates for 157 large US cities are analyzed for the 30 years from 1976 to 2005. We address the fundamental questions: Did all of cities experience similar levels and patterns of rise and decline in homicide rates over these three decades? Or is there hidden or unobserved heterogeneity with respect to these temporal patterns, thus leading to the identification of more homogeneous groupings of the cities? And if latent homogeneous groupings surface, is membership due to specific structural characteristics found within those cities? Evidence is found for the existence of four latent homicide rate trajectories. After identifying and classifying the cities into these four groups, multivariate statistical techniques are used to determine which social and economic characteristics are significant predictors of these distinct homicide trends. Criminal justice measures are also included as controls. It is found that larger cities located in the South with higher levels of resource deprivation/concentrated poverty, higher income inequality, higher percentages of the adult male population that are divorced, higher unemployment rates, higher percentages of youth, higher percentages of the population who are Hispanic and higher numbers of police per capita are more likely to be in a higher than a lower homicide trajectory group. Higher percentages of the population enrolled in colleges and universities and locations in states with higher incarceration rates are characteristics of cities associated with membership in a lower homicide trajectory group.     

You Learn From What You Measure: Financial and Non-financial Performance Measures in Multinational Companies

According to recent studies in international management, relationships between headquarters and subsidiaries in the global economy are characterised simultaneously by elements of organisational interdependence and local autonomy. These characteristics challenge the traditional design and use of performance measurement systems (PMSs). Contemporary approaches to PMSs emphasise the role of performance indicators for strategy implementation and advocate the adoption of non-financial indicators in addition to traditional financial metrics. We investigated the factors associated with the inclusion of non-financial indicators in PMSs used in relationships between headquarters and subsidiaries. Our empirical study is based on 141 questionnaires collected from Italian subsidiaries of foreign companies and 13 interviews with respondents. Non-financial performance indicators contained in PMSs refer equally to customer, internal processes and people measurement perspectives. Furthermore, we find that the inclusion of non-financial indicators is positively associated with relative performance evaluation, interactive use of PMSs, subsidiary size, headquarters nationality and subsidiary participation in the design of PMSs. Information gathered through interviews provides explanations of our results, and suggests that the inclusion of non-financial perspectives in PMSs contributes to the strategic alignment of international organisations by supporting learning and dialogue within relationships between headquarters and subsidiaries.     

Staying Close to the Core: Lessons from Studying the Costs of Unrelated Alliances in Spanish Banking

This article analyses whether alliances create shareholders value, and if this value differs depending on the similarity of the partners' businesses, or on the similarity of the partners' businesses with that of the alliance. Using data from 467 equity and non-equity based strategic alliances from 1996-1999 involving at least one listed Spanish bank, we find that, overall, alliances create shareholder value, but that the returns to shareholders are significantly higher when alliance activity is closer to the core business of the banks, than when alliances involve unrelated activities. Although there is no evidence that unrelated strategic alliances destroy value on average, the results obtained show that banks need to assess the benefits and costs of diversification strategies carefully, as their likelihood of success is initially smaller.