Home and belonging: a comparative study of 1.5 and second-generation Egyptian ‘expatriates’ in Qatar and ‘immigrants’ in the U.S.

This article compares how two different migration models – legal permanence and legal temporary settlement – shape 1.5 and second-generation Egyptians’ feelings of belonging towards the host countries of the U.S. and Qatar. Relying on formal semi-structured interviews, I argue that the inability of Egyptians in Qatar to obtain Qatari citizenship contributes greatly to their lack of sense of belonging to Qatar. However, a central paradox appears when Egyptians in Qatar simultaneously discuss other factors, such as family and/or friends’ networks, comfort, safety, and country familiarity, which make them feel Qatar is home. Conversely, while Egyptian-Americans appear to be more confident with their host country relationship because of their experience in a country of immigrants, factors such as post-9/11 discrimination and U.S. foreign policy towards the Middle East complicate their relationship with the U.S. Both groups reflect simultaneous feelings of home, belonging, discrimination, and/or exclusion in their respective ‘host’ countries but in different ways. These case studies demonstrate that different migration models do not necessarily lead to predicted understandings of home and belonging. This article thus argues for the need to reassess the assumptions we have of the relationship between citizenship and belonging.     

‘Lady,Leave My Culture Out of It!’ An Interview With Nada Miocevic

Nada Miocevic is a social worker and family therapist who trained at Zagreb University in Croatia and at Melbourne University in Victoria, Australia. She completed her training in family therapy in 1975 at the Bouverie Centre, Melbourne. Since migrating to Australia in 1967, her work with migrant and refugee families has taken her throughout Australia and overseas. Currently she is in private practice. Her work involves conducting training courses in supervision and supervision of supervision, as well as her continuing work with families who experience long‐term illnesses.     

Quantifying costs of forecast errors: A case study of the warehouse environment

Our study evaluates the impact of forecast errors on organizational cost by simulating a labor-intensive warehouse environment using realistic cost data from a case study. Unlike past studies that measure forecast error in terms of forecast standard deviation, our study also considers the impact of forecast bias, and the complex interaction between these variables. Two cases of organizational cost curves are considered, with differing and asymmetric structures. Results find forecast bias to have a considerably greater impact on organizational cost than forecast standard deviation. Particularly damaging is a high bias in the presence of high forecast standard deviation. Although biasing the forecast in the least costly direction is shown to yield lower costs, sensitivity analysis shows that increasing bias beyond the optimum point rapidly increases costs. ‘Overshooting’ the optimal amount of bias appears to be more damaging than not biasing the forecast at all. Given that managers often deliberately bias their forecasts, this finding underscores the importance of having a good understanding of organizational cost structures before arbitrarily introducing bias. This finding also suggests that managers should exercise caution when introducing bias, particularly for forecasts that inherently have large errors. These findings have important implications for organizational decision making beyond the simulated warehouse, as high forecast errors are endemic to many labor-intensive organizations.     

CEO Incentives and Customer‐Supplier Relations

This study explores how suppliers adjust their relation‐specific investments (RSI) in response to the different risk‐taking incentives provided by the customer firm to its CEO, during normal and transition periods. We investigate this relation using 17,553 customer–supplier transactions over the 1993–2013 period. We find strong evidence consistent with the risk‐taking argument. Specifically, we find that an increase in the risk‐taking incentives of customer CEOs leads to a decline in suppliers’ RSI in normal periods, but an increase in RSI during transition periods. We employ the FAS‐123R mandate to show that an exogenous reduction in customer CEO's incentive pay increases suppliers’ RSI. We reaffirm the effect with the passage of the Sarbanes–Oxley Act as a secondary quasi‐natural experiment. Finally, we examine several scenarios that either amplify or attenuate the observed relation, based on factors such as financial constraints, distress, growth opportunities, industry competition, and other firm characteristics. Our study contributes to the literature that examines the interplay between corporate policy and product market relationships.