Der Personalverantwortliche als strategischer Partner

Since Ulrich (Human resource champions: the next agenda for adding value and delivering results, Boston, Harvard Business School Press, 1997) shaped the strategic role of HR managers, his concept of an HR business partner has been controversially discussed by researchers and practitioners. Explanations about when and how HR managers act as strategic business partners have found limited attention in the literature. Based on the theory of reasoned action developed by Ajzen und Fishbein (Understanding attitudes and predicting social behavior, Englewood Cliffs, Prentice-Hall, 1980; J Pers Soc Psychol 27(1):41?C57, 1973), we hypothesize a positive relation between personal attitudes as well as subjective norm and the behaviour of HR managers to act as a strategic business partner. Results of the German Cranet survey in 2009 show that expected positive consequences influence the personal attitude, whereas the acceptance of the human resources as well as the existence of an HR strategy within the organisation is positively related with subjective norm. Hence, both attitude and subjective norm positively influence the behaviour of HR managers to act as a strategic business partner.     

Communicating Actionable Risk for Terrorism and Other Hazards⋆

We propose a shift in emphasis when communicating to people when the objective is to motivate household disaster preparedness actions. This shift is to emphasize the communication of preparedness actions (what to do about risk) rather than risk itself. We have called this perspective “communicating actionable risk,” and it is grounded in diffusion of innovations and communication theories. A representative sample of households in the nation was analyzed using a path analytic framework. Preparedness information variables (including content, density, and observation), preparedness mediating variables (knowledge, perceived effectiveness, and milling), and preparedness actions taken were modeled. Clear results emerged that provide a strong basis for communicating actionable risk, and for the conclusion both that information observed (seeing preparedness actions that other have taken) and information received (receiving recommendations about what preparedness actions to take) play key, although different, roles in motivating preparedness actions among the people in our nation.     

Risk Perception and Information Processing: The Development and Validation of a Questionnaire to Assess Self‐Reported Information Processing

The role of information processing in understanding people's responses to risk information has recently received substantial attention. One limitation of this research concerns the unavailability of a validated questionnaire of information processing. This article presents two studies in which we describe the development and validation of the Information‐Processing Questionnaire to meet that need. Study 1 describes the development and initial validation of the questionnaire. Participants were randomized to either a systematic processing or a heuristic processing condition after which they completed a manipulation check and the initial 15‐item questionnaire and again two weeks later. The questionnaire was subjected to factor reliability and validity analyses on both measurement times for purposes of cross‐validation of the results. A two‐factor solution was observed representing a systematic processing and a heuristic processing subscale. The resulting scale showed good reliability and validity, with the systematic condition scoring significantly higher on the systematic subscale and the heuristic processing condition significantly higher on the heuristic subscale. Study 2 sought to further validate the questionnaire in a field study. Results of the second study corresponded with those of Study 1 and provided further evidence of the validity of the Information‐Processing Questionnaire. The availability of this information‐processing scale will be a valuable asset for future research and may provide researchers with new research opportunities.     

Deriving Behavior Model Parameters from Survey Data: Self‐Protective Behavior Adoption During the 2009–2010 Influenza A(H1N1) Pandemic

In this paper, we demonstrate how public opinion surveys can be designed to collect information pertinent to computational behavior modeling, and we present the results of a public opinion and behavior survey conducted during the 2009–2010 H1N1 influenza pandemic. The results are used to parameterize the Health Belief Model of individual health‐protective decision making. Survey subjects were asked questions about their perceptions of the then‐circulating influenza and attitudes towards two personal protective behaviors: vaccination and avoidance of crowds. We empirically address two important issues in applying the Health Belief Model of behavior to computational infectious disease simulation: (1) the factors dynamically influencing the states of the Health Belief Model variables and (2) the appropriateness of the Health Belief Model in describing self‐protective behavior in the context of pandemic influenza.     

A team level investigation of the relationship between Leader–Member Exchange (LMX) differentiation,and commitment and performance

Although the differential treatment of team members by their leader is at the heart of Leader–Member Exchange (LMX) theory, empirical studies exploring the role of within-team LMX differentiation in relation to team outcomes are still relatively scarce. This study among 269 Dutch secondary school teachers from 33 different teams tested the hypotheses that the relationship between LMX differentiation and team commitment, and team performance is moderated by LMX-quality median. Moreover, we hypothesized that team members' perceived dissimilarity regarding work values and orientations would be positively related to within-team LMX differentiation. Teachers completed questionnaires on LMX-quality, dissimilarity, and team commitment, whereas team performance was rated by school principals. Results indeed showed that LMX differentiation is positively related to both outcome variables in teams with a low LMX-quality median only. As expected, more perceived dissimilarity between team members was related to more within-team variability in LMX-scores. These results contribute to knowledge on hypothetical antecedents and consequences of LMX differentiation at the team level.     

Revenue Management with End‐of‐Period Discounts in the Presence of Customer Learning

Consider a firm that sells identical products over a series of selling periods (e.g., weekly all‐inclusive vacations at the same resort). To stimulate demand and enhance revenue, in some periods, the firm may choose to offer a part of its available inventory at a discount. As customers learn to expect such discounts, a fraction may wait rather than purchase at a regular price. A problem the firm faces is how to incorporate this waiting and learning into its revenue management decisions. To address this problem we summarize two types of learning behaviors and propose a general model that allows for both stochastic consumer demand and stochastic waiting. For the case with two customer classes, we develop a novel solution approach to the resulting dynamic program. We then examine two simplified models, where either the demand or the waiting behavior are deterministic, and present the solution in a closed form. We extend the model to incorporate three customer classes and discuss the effects of overselling the capacity and bumping customers. Through numerical simulations we study the value of offering end‐of‐period deals optimally and analyze how this value changes under different consumer behavior and demand scenarios.     

The Role of Revenue‐Focused Managerial Performance Measures in Supply Chain Coordination

Many firms employ revenue‐focused managerial performance measures (RF‐MPMs) that cause managers to worry more about revenues than about costs. Although this can seemingly misalign the interests of a manager, we show that the use of such measures can help supply chain partners to overcome hold‐up issues with respect to capacity and promotion investments. We develop a game theoretic model in which two supply chain partners engage in repeated interactions in which the supplier invests in capacity and the buyer invests in demand promotion. Following the realization of demand in each period, the two firms negotiate over the output quantity and wholesale price. The novelty of our model is that we allow the owners of each firm to delegate decision‐making power and negotiating responsibility to a free‐agent manager. We characterize the conditions under which the owners of both firms employ RF‐MPMs in equilibrium and benefit from doing so. For a special case of our model, we show that for the owners of the buyer, an RF‐MPM is equivalent to a price only relational contract, and that it complements a price and quantity relational contract as a mechanism for mitigating hold‐up issues.     

The Network Origins of Aggregate Fluctuations

This paper argues that, in the presence of intersectoral input–output linkages, microeconomic idiosyncratic shocks may lead to aggregate fluctuations. We show that, as the economy becomes more disaggregated, the rate at which aggregate volatility decays is determined by the structure of the network capturing such linkages. Our main results provide a characterization of this relationship in terms of the importance of different sectors as suppliers to their immediate customers, as well as their role as indirect suppliers to chains of downstream sectors. Such higher‐order interconnections capture the possibility of “cascade effects” whereby productivity shocks to a sector propagate not only to its immediate downstream customers, but also to the rest of the economy. Our results highlight that sizable aggregate volatility is obtained from sectoral idiosyncratic shocks only if there exists significant asymmetry in the roles that sectors play as suppliers to others, and that the “sparseness” of the input–output matrix is unrelated to the nature of aggregate fluctuations.