WAGE DISCRIMINATION ACROSS ETHNIC GROUPS: EVIDENCE FROM ISRAEL

We investigate wage differentials between ethnic groups in Israel, proposing a new methodology and an illustration based on the latest Israeli census. By using separate wage equations for the various occupations, our methodology allows us to decompose the wage differential into three components: one reflecting human capital differences; one reflecting wage discrimination; and a third indicating occupational segregation. We find that 70 percent of the wage gap is due to segregation, 26 percent to wage discrimination and only 4 percent to human capital differences. Evidence is also found for the existence of duality in the Israeli labor market.     

The emergence of an Alpine environmental expertise

This article reports on the findings of research carried out on conflicts concerning major transport infrastructure projects in the Southern Alps. These conflicts were analyzed as delineating the gradual emergence of an environmental expertise network. Rather than fighting the administration and/or the transport operator in the field of transport, some opponents try to relocate the expertise into the field of the environment so as to catch the experts in the different administrations off guard. This resulting Alpine environmental expertise is based on the constitution of trans‐Alpine associative networks and the emergence of a constantly more supportive and structuring notion: sustainable development. In this article, we analyze the manner in which this notion is diffused and how it gradually builds up its definition in the course of action. The Alpine Agreement plays a major role in this operationalization: it constitutes a multilateral semantic point of reference for a variable Alpine policy and has influenced both major trans‐Alpine associative networks and official French land transport policy.     

Dramatically reducing cycle times through flash development

The reduction of cycle time has emerged as a fundamental element of new product development strategy. Many companies look solely at speed enhancement and increase the human, capital and technical resources allocated to development projects. However, additional resources do not guarantee significant reductions in cycle time. As well as speed enhancement activities, there exist two other sets of activities that are key to shortening the development cycle: those that act to prevent delays (friction) in the development process and those that define the scope of the final outcome (direction). This paper describes flash development as an alternative approach to reducing product development cycle times. Flash development works by creating a process that focuses on speed, friction and direction. The process is illustrated through an analysis of the Galileo Project at Nortel Networks.     

Managerial Involvement and Perceptions of Strategy Process

Prior academic research attests to both positive and negative effects of involvement on the process of developing strategy. On the one hand, it has been argued that involvement strengthens shared vision, increases rationality and improves adaptiveness in strategy-making. On the other hand, involvement is said to lead to intense political behaviour, increased cultural inertia and more constraints in the strategy process. The purpose of this study is to investigate the relative importance of these effects. In a survey of over 6,000 managers, we find that their reported levels of involvement are positively associated with perceptions of strategy development processes that are more rational, more focused by a shared vision, and more adaptive. In addition, involvement is negatively associated with statements describing the process as top-down, influenced by politics and slowed by internal culture. Moreover, those who are more involved tend to see business and non-business constraints as less important in determining strategy. We argue that these associations between involvement and desirable features of strategy process are important because perceptions are the basis of managerial behaviour. Thus, managers who are more involved in strategy not only see the process in a more favourable light but also act in ways that make the process more effective. The main implication of these findings is that for most organisations increasing involvement improves the strategy process.