Prevalence, type, disclosure, and severity of adverse life events in college students

OBJECTIVE: Some information on the prevalence of adverse life experiences is available for the general population and college students, but the extent, nature, and severity of these events is unclear. PARTICIPANTS: The authors recruited undergraduate college students (N = 6,053) from diverse academic settings (public and private schools) and geographic locations. METHODS: They examined the prevalence, nature, severity, and disclosure of adverse events, in addition to reports of posttraumatic stress disorder (PTSD) symptomatology within the sample. RESULTS: Across multiple studies, prevalence rates of adverse events ranged from 55.8% to 84.5%, replicating previous findings in larger samples. In a subset of undergraduate students (n = 97) who the authors interviewed in greater depth, 9% reported symptoms of clinical PTSD and an additional 11% reported subclinical symptoms. CONCLUSIONS: Research using college samples for the study of stressful life events is a useful and reasonable strategy. The authors discuss implications for research, as well as screening and referral services at universities.     

Testing Fair Wage Theory

Fairness considerations often are invoked to explain wage differences that appear unrelated to worker characteristics or job conditions, but non-experimental tests of fair wage models are rare because market data rarely permit researchers to measure individual workers’ productivity and its value. We use data from the baseball labor market to address this problem, and find no support for fair wage theory. We do find, however, that fairness premia can be illusory: Wages appear to incorporate fairness premia in regressions that control for variation in individuals’ physical output, but such premia evaporate when the value of that output is held constant.

Is Cooperation with Competitors a Good Idea? An Example in Practice

Coopetition has become a heated issue in the last decade. In this study, a scrutinized review of previous research on coopetition is presented to clarify the research stream on coopetition, from which the implications are derived and a framework to analyse the phenomenon is proposed. Given the complex nature of coopetition, an in‐depth case study was undertaken to investigate the competition–cooperation relationship and coopetition performance over a 15‐year period in a Taiwanese supermarket network, which was formed by a focal company and its competitors. Performance was analysed before and after launching the coopetition strategy, in which 31 indicators were examined. The findings imply that competition (Yang) and cooperation (Yin) are reciprocally rooted in and mutually promoted by each other. The findings also confirmed that cooperation with competitors did lead to better performance, at least over a period, in two ways. The first was that the adoption of coopetition permitted the attainment of performance levels beyond what would otherwise have been possible; the second was that the adoption of coopetition changed the timeframe, permitting earlier achievement of higher performance levels. This study contributes to and extends knowledge of the dynamics and consequences of cooperation with competitors and demonstrates that coopetition has a significant temporary advantage.     

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.     

Should an OEM Retain Component Procurement when the CM Produces Competing Products?

We consider a large original equipment manufacturer (OEM) who relies on a contract manufacturer (CM) to produce her product. In addition to the OEM's product, the CM also produces for a smaller OEM. Both the larger OEM and the CM can purchase the component from the supplier, but their purchase prices may differ and remain unknown to each other. The main question we address is whether the larger OEM should retain component procurement by purchasing components from the supplier and reselling to the CM (buy–sell), or outsource component procurement by letting the CM purchase directly from the supplier (turnkey). We show that, under buy–sell, the larger OEM's optimal strategy is to resell components at the highest possible component purchase price of the CM (i.e., the street price). By comparing buy–sell and turnkey, we find that a CM with low component price is better off under turnkey, even though under buy–sell he receives more profits through the products sold to the smaller OEM. Furthermore, the larger OEM's preference between buy–sell and turnkey depends on her component price, the volatility of the CM's component price and substitutability between the two products.     

WILLPOWER AND THE OPTIMAL CONTROL OF VISCERAL URGES

Common intuition and experimental psychology suggest that the ability to self‐regulate (willpower) is a depletable resource. We investigate the behavior of an agent with limited willpower who optimally consumes over time an endowment of a tempting and storable consumption good or cake. We assume that restraining consumption below the most tempting feasible rate requires willpower. Any willpower not used to regulate consumption may be valuable in controlling other urges. Willpower thus links otherwise unrelated behaviors requiring self‐control. An agent with limited willpower will display apparent domain‐specific time preference. Such an agent will almost never perfectly smooth his consumption, even when it is feasible to do so. Whether the agent relaxes control of his consumption over time as experimental psychologists predict or tightens it as most behavioral theories predict depends in our model on the net effect of two analytically distinct but opposing forces.     

An Application of Master Schedule Smoothing and Planned Lead Time Control

Make‐to‐order (MTO) manufacturers must ensure concurrent availability of all parts required for production, as any unavailability may cause a delay in completion time. A major challenge for MTO manufacturers operating under high demand variability is to produce customized parts in time to meet internal production schedules. We present a case study of a producer of MTO offshore oil rigs that highlights the key aspects of the problem. The producer was faced with an increase in both demand and demand variability. Consequently, it had to rely heavily on subcontracting to handle production requirements that were in excess of its capacity. We focused on the manufacture of customized steel panels, which represent the main sub‐assemblies for building an oil rig. We considered two key tactical parameters: the planning window of the master production schedule and the planned lead time of each workstation. Under the constraint of a fixed internal delivery lead time, we determined the optimal planning parameters. This improvement effort reduced the subcontracting cost by implementing several actions: the creation of a master schedule for each sub‐assembly family of the steel panels, the smoothing of the master schedule over its planning window, and the controlling of production at each workstation by its planned lead time. We report our experience in applying the analytical model, the managerial insights gained, and how the application benefits the oil‐rig producer.     

Individual differences and leadership: Contributions to a third tipping point

This commentary describes two tipping points in the history of research on leader individual differences, and suggests the approach of a third. This third tipping point reflects the use of more multivariate (e.g., multiple leader attributes; multistage models; pattern and profile approaches) perspectives to individual differences and leadership. The four papers in the special issue are described as examples of these perspectives.     

Perspective Canada as a social report

This paper reviews the first attempt at social reporting in Canada, Perspective Canada, contrasting it with social reports from other nations, in particular the United States' publication, Social Indicators, 1973. Some future directions and structure for Perspective Canada are suggested, and the paper concludes with a discussion of the importance of the bold use of model building in the analysis of social indicators data, and the innovative use of graphical methods for social reporting.     

Modelling domestic work time

What variables should be used as regressors in models of the length of time which people spend doing unpaid domestic work? To most economists, the answer would be straightforward: use the variables which are implied by a theoretical model of household time allocation (e.g. Becker's). This paper shows that this strategy has not been followed, explores why this is so, and makes some recommendations about variable specification and the treatment of paid market work time in particular. The arguments are illustrated using regressions based on UK time budget data for the mid-1980s.