bluuebunny/crossref_metadata_2025 huggingface dataset:
Grocery shopping: list and non‐list usage
Authors: Thomas Art , Garland Ron
Published: July 2006

“Scripted behaviour” underpins many repetitive and routine tasks, such as grocery shopping, where it is observed that some shoppers take a list and others do not. The notion of “scripts” is used to examine the underlying reasons for the presence and absence of grocery shopping lists on major weekly or two‐weekly shopping trips to supermarkets. Little if any current information exists in marketing literature to fully explain the reasons for the presence or absence of lists, though it is known that such behaviour affects purchase activity in supermarkets. Set in New Zealand, this exploratory and preliminary study examines the shopping list being a moderator of purchase behaviour. It confirms previous research into the differences between list and non‐list grocery shoppers and suggests that far more planning occurs amongst all grocery shoppers than might be expected. The study reveals that some grocery shoppers, regardless of the presence or absence of a written shopping list, have a flexible approach to grocery shopping that is part of their overall shopping script. It is suggested that supermarket retailing planners could act on this intelligence in such a way as to support shoppers' pre‐planning, and thereby protect or increase their share of custom.
Lenses and mirrors: the customer perspective on part‐time marketers
Authors: Harker Michael John
Published: July 2006

This paper discusses the relevance of the “part‐time marketer” concept to customer perspectives on relationship marketing. It reports key findings on this topic produced by primary research involving customers from ten UK high‐street names. Foremost amongst these findings are; customer expectations prior to interaction with part‐time marketers, customer perspectives on the role and management of part‐time marketers, and the impact of personal experience on service encounters. It assesses what customers want from the members of staff that deal with them and concludes by considering the implications of these ideas for theory builders and planners of retailing strategy.
Minimum energy based interpolation for interactive incremental well‐path design
Authors: Jha Kailash
Published: July 2006

In this work, minimum energy based interpolation has been done for an optimal well path and effects of energy and fitting coefficients have been studied. An optimal well path also maintains the given radius of curvature and satisfies drilling requirements. Interactive incremental design concept has been used in this work which, controls length and other geometric properties of well path. In the first part of the research, whole well segment has been taken for optimization. Geometric constraints are put to satisfy the drilling requirements. In the second part of the research only the curved portion of well segment has been taken for optimization. Geometric perspective of the well has been considered in this formulation.
Transient dynamic analysis of dam‐reservoir interaction by coupling DRBEM and FEM
Authors: Küçükarslan Semih , Coşkun Safa B.
Published: July 2006

In this paper, time domain dynamic analysis of dam‐reservoir interaction is presented by coupling the dual reciprocity boundary element method in the infinite fluid domain and the finite element method in the solid domain. An efficient coupling procedure is formulated by using sub‐structuring method. Sommerfeld's boundary condition for far end of the infinite domain is implemented. To verify the proposed scheme, numerical examples are carried out to compare with the available exact solutions and results of the finite‐finite element coupling.
Stable analysis of long duration motions of FE‐discretized structures in central force fields
Authors: Göttlicher Burkhard , Schweizerhof Karl
Published: July 2006

The computation of structures moving in central force fields generally requires long‐time integration including geometrically nonlinear behavior (large rotations) as such, e.g. satellite structures move for a long time. To achieve a numerically stable computation the energy momentum method which fulfills linear and angular momentum as well as energy conservation within the time step is chosen for the time integration. The focus in the contribution is on Hamiltonian systems. A formulation for the gravitational force in a central force field as external force on a rigid or flexible satellite is given. The presented formulation enables the computation of the exact spatial distribution of the gravitational forces acting on a structure using the FE‐discretization which is necessary to analyze, e.g. the orientation of a satellite in a gravitational field. The fulfillment of the conservation laws within the time step is proved. The necessity for considering the spatial distribution of the gravitational forces is discussed based on numerical examples.
Stability results for two classes of linear time‐delay and hybrid systems
Authors: De la Sen M. , Alastruey C.F.
Published: July 2006

The stability of linear time‐delay systems with point internal delays is difficult to deal with in practice because of the fact that their characteristic equation is usually of transcendent type rather than of polynomial type. This feature causes usually the system to possess an infinite number of poles. In this paper, stability tests for this class of systems are obtained either based on extensions of classical tests applicable to delay‐free systems or on approaches within the framework of two‐dimensional digital filters. Some of those two‐dimensional stability tests are also proved to be useful for stability testing of a common class of linear hybrid systems which involve coupled continuous and digital substates after a slight “ad‐hoc” adaptation of the tests for that situation.
Assessing maximum possible damage for contaminant release events
Authors: Camelli Fernando , Löhner Rainald
Published: July 2006

The combined use of damage criteria, genetic algorithms and advanced CFD solvers provides an effective strategy to identify locations of releases that produce maximum damage. The implementation is simple and does not require any change to flow solvers. A rather general criterion has been formulated to determine the damage inflicted by the intentional or unintentional release of contaminants. Results of two typical cases show that damage can vary considerably as a function of release location, implying that genetic algorithms are perhaps the only techniques suited for this type of optimization problem.
Computation of weakly‐compressible highly‐viscous liquid flows
Authors: Webster M.F. , Keshtiban I.J. , Belblidia F.
Published: July 2006

We introduce a second‐order accurate time‐marching pressure‐correction algorithm to accommodate weakly‐compressible highly‐viscous liquid flows at low Mach number. As the incompressible limit is approached (Ma ≈ 0), the consistency of the compressible scheme is highlighted in recovering equivalent incompressible solutions. In the viscous‐dominated regime of low Reynolds number (zone of interest), the algorithm treats the viscous part of the equations in a semi‐implicit form. Two discrete representations are proposed to interpolate density: a piecewise‐constant form with gradient recovery and a linear interpolation form, akin to that on pressure. Numerical performance is considered on a number of classical benchmark problems for highly viscous liquid flows to highlight consistency, accuracy and stability properties. Validation bears out the high quality of performance of both compressible flow implementations, at low to vanishing Mach number. Neither linear nor constant density interpolations schemes degrade the second‐order accuracy of the original incompressible fractional‐staged pressure‐correction scheme. The piecewise‐constant interpolation scheme is advocated as a viable method of choice, with its advantages of order retention, yet efficiency in implementation.
Employee attitude towards customers and customer care challenges in banks
Authors: George Babu P. , Hegde Purva G.
Published: July 2006

The article is one in a series that offers a fresh look at the paradigmatic shifts being experienced by the traditional, government supported banking establishments, especially those in the erstwhile socialist and mixed economies, in the newly embraced context of liberalization‐ privatization‐globalization. It attempts to fill a great void in debates that consistently neglected every voice except that of the triumphant customer by giving some room for the managerial viewpoint as well. This mission is undertaken in the context of customer complaints regarding failure in the delivery of banking services. The article makes a case for the delicate aspect of employees' attitudes, their satisfaction and motivation, which are posited as prerequisites for customer satisfaction, which is, again, sine qua non for the competitive sustenance of the organization. It argues that sustainable advantage is possible only through people and any normative proposal to rework the “apprehension” traditionally attached to complaints should begin with a radical shift away from perceiving service production and consumption as isolated systems to an altogether new conception of the product as symbolic of a network relationship defined among the stakeholders and co‐evolved in an environment whose parameters are potentially altered through recurrent inter‐party negotiations involved in the contract. Everything, including the formation of appropriate policies and training for the frontline personnel to cope up with the “irate” customers, should be properly informed from this perspective, it advocates.
Service quality and satisfaction perceptions: curvilinear and interaction effect
Authors: Hooi Ting Ding
Published: July 2006

This study focuses on service quality and satisfaction judgments of customers in banking institutions throughout Malaysia. The study attempts to determine the relationship between service quality and satisfaction, where service quality is the independent variable and satisfaction is the dependent variable. On top of this, the inclusion of ownership as a moderator has also been studied. Findings show that service quality is the antecedent of satisfaction. The findings also support a curvilinear relationship for the variables under study. The results also show that bank‐ownership moderates the relationship between service quality and satisfaction. Hierarchical moderator regression is used to test the moderating effect. Implications and future research are also discussed.
Development of the instrument IMAQE‐Food to measure effectiveness of quality management
Authors: van der Spiegel M. , Luning P.A. , Ziggers G.W. , Jongen W.M.F.
Published: July 2006

Purpose

Manufacturers use several quality assurance systems to assure quality. However, their effectiveness cannot be assessed because an instrument does not exist. This article is based on a study that was set up to identify performance measurement indicators of an instrument that measures effectiveness of food quality systems, called IMAQE‐Food.

Design/methodology/approach

The instrument has been developed by translating a conceptual model in quantifiable performance measurement indicators. Literature research, qualitative research, Delphi sessions, and quantitative research were used.

Findings

In total, 28 relevant and comprehensible indicators were obtained that measure performance of quality management, production quality and their influencing factors in the bakery sector.

Originality/value

This paper will make a contribution to the body of knowledge in the field of food quality management by developing an instrument to measure effectiveness instead of compliance with norms and requirements or merely performance. This will support food manufacturers in deciding which system is most suitable to achieve their objectives. The developed procedure can be used for providing insight in determining the desired level of quality management, and for extending the instrument for other applications.
Internal auditors and job stress
Authors: Lee Larson Linda
Published: July 2006

This study used the Ivancevich and Matteson Stress Diagnostic Survey to gather data concerning job stress for a large national sample of internal auditors in the USA. Survey respondents indicated that the organizational job stressors in their work environment were more a source of stress than the so‐called individual job factors. Specifically, respondents would like to be paid more and participate more in the decision‐making processes relating to their jobs. Company politics and lack of training and development opportunities were other major sources of stress. Implications for the profession are clear. Internal audit managers should be aware of the job stress inherent in the nature of the work of an internal auditor and take appropriate steps to reduce organizational job stressors rather than face the risk of increased staff job turnover.
Environmental auditing in the new Europe
Authors: Watson Michael
Published: July 2006

In May 2004 the European Union expanded. Although most of the new member states have serious environmental problems, all are required to accept EU environmental legislation and standards. This article outlines and compares the main environmental policy instruments available to the governments of these countries: command and control regulation; market‐based instruments; voluntary agreements and informational devices. Particular attention is given to the promotion of environmental auditing.
The reliance of external auditors on internal auditors
Authors: Haron Hasnah , Chambers Andrew , Ramsi Rozaldy , Ismail Ishak
Published: July 2006

External auditors often rely on other professionals for the audit of the financial statements of their clients. Generally, external auditors rely on clients’ internal auditors. Reliance on internal auditors results in cost savings to the client. The objective of this study is to determine which of the criteria as mentioned by AI 610 will be used by the external auditors to evaluate the work of the internal auditors. Respondents of the study consist of those from the big four and non‐big four firms located in Kedah and Penang. A one‐quarter replicate of 28 Kempthorne's design was used to determine the experimental task. The findings of the study indicate that technical competence and scope of function are the two most important criteria that external auditors consider in their reliance on internal auditors. Malaysian Institute of Accountants (MIA), being the standard setter of the auditing standards in Malaysia, will have to develop precise and operational criteria for these factors in planning the audits. The study also shows that there was consistency in audit judgement.
Brand globally, market locally
Authors: Barron Jennifer , Hollingshead Jim
Published: July 2006

Companies that want to create truly global brands must first take three steps: develop a different process for coordinating brand development, revise consumer research methodology, and clearly define the relationship between the center and the regions. Using a different approach to understanding consumers goes a long way toward facilitating agreement across markets and alignment of the brand against common consumer segments.
Business model innovation breakthrough moves
Authors: Mitchell Donald W. , Bruckner Coles Carol
Published: July 2006

While there are multiple breakthrough moves a company can adapt for business model innovation, leaders need to focus more on improving their skills in this area, for example by paying more attention to innovations in other industries. The potential to add business model innovation breakthroughs in a particular company is often largely untapped, but companies that make this activity a priority will gain large, sustained advantages over competitors.
New rules for strategic engagement
Authors: Guttman Howard M. , Hawkes Richard S.
Published: July 2006

Increasingly, the big‐bang approach to strategy is being discredited. No longer does the top team head up to the mountaintop for a strategic retreat and descend with the new tablets, which are then foisted on an unsuspecting organization. Nowadays, strategy is viewed more as a dynamic, continuous organizational process that requires a fresh set of rules for creating an ongoing strategic dialogue. The authors have identified five rules that can position an organization for strategic liftoff.
Pricing for boom or bust: smart moves for maximum flexibility
Authors: Docters Rob , Reopel Mike , Sun Jeanne‐Mey , Tanny Steve
Published: July 2006

While the US economy seems to be in an upswing, there is still plenty of downside for some companies. But a downturn need not be seen as a giant sucking sound, eliminating all of a company’s pricing power. Through astute use of strategies such as the ones discussed in this article, many companies can continue to raise prices. The authors discuss such pricing strategies as working around budgets, using tools other than list price to cut price, bundling and tiering goods and services, and locking in your best customers.
Business value and corporate governance: a new approach
Authors: Sussland Willy A.
Published: July 2006

In the aftermath of financial scandals, much good work is being done on the procedures that frame corporate governance. However, to achieve a quantum leap in the effectiveness of the board of directors, the focus should now shift from the procedures that frame corporate governance to what happens within this frame, namely to the process of corporate governance. To transform this process, the author shows how the concept of business value can help the board understand where, how and how much value is created throughout the business flow.
Retailers at the crossroads: how to develop profitable new growth strategies
Authors: Werner Uta , McDermott John , Rotz Greg
Published: July 2006

Many industries have been hit hard by the recent recession, but none more so than the retail sector. As retailers have struggled, however, a few major chains have found ways to increase both earnings and sales. Companies such as Staples, Bed Bath & Beyond and Office Depot have consistently posted top‐quartile earnings growth compared to their peers. What – if anything – are these companies doing differently from their competitors? Our research and client experience indicate that to excel in today’s highly saturated retail markets, companies need to abandon geographic expansionism and initiate new management strategies based on profit‐driven product selection and customer targeting. At the heart of this shift is the introduction of financial discipline into the marketing process. Retailers must be ruthless about pulling unprofitable products from the shelves and avoiding high‐volume but low‐profit customer segments. In this article, we outline three management strategies every retailer must master to maximize profits. First, retailers must expand aggressively into new markets. Once they saturate these markets with outlets, they can sustain their earnings growth by improving the mix of products sold. Finally, as gains from improved product mix level off, retailers need to alter their promotion, advertising and merchandising strategies to better respond to local market preferences. Unfortunately, many retailers fail to progress beyond the empire‐building phase and can end up destroying value.
Creating successful alliances
Authors: Anslinger Patricia , Jenk Justin
Published: July 2006

CEOs are increasingly turning to alliances as a way to grow their business and maximize shareholder value. They are searching for growth strategies while confronting a host of new forces that include intensified competition, rapid technology advances, upstream innovation and rising development costs. These forces tend to push corporations out of their comfort zones and contribute to disappointing success rates. Alliances are different from other structural transactions, such as a mergers or acquisitions, and need to be managed differently. To begin with, alliances are larger, messier to manage and somewhat open‐ended in terms of their duration and focus. They are an ongoing activity, often run as a distinct business operation. To obtain specific business objectives, such as getting products to market faster, these newer kinds of alliances are taking nontraditional forms. Accenture has identified five forms, including “invasive relationships” where significant amounts of technology and personnel are shared, or “multifunction” where different core functions are shared toward a common objective. We have found that companies can achieve high performance in alliances by focusing on six factors described in this article.
Managing for shareholder value: intangibles, future value and investment decisions
Authors: Ballow John J. , Burgman Roland , Molnar Michael J.
Published: July 2006

When it comes to increasing shareholder value, the management team faces difficult issues in executing growth strategies. The authors explore the three most important shareholder value management factors: managing not only for current operations but for future growth; accounting for and managing intangible assets, one of the key drivers of value in today’s economy; and deciding where to invest resources given the inability of current tools to provide a reliable link between investments and the creation of shareholder value.
Want to grow the top line? Manage costs better
Authors: Peccei Matteo
Published: July 2006

Slimmed down and operating more efficiently after the recession, many companies are looking for ways to boost sales and grow their way to higher profits. While news of this renewed focus on growth is encouraging, a diminished role for cost management on the corporate agenda is alarming. The only thing certain about planning for growth is that it will cost money. Continuing to manage costs aggressively during periods of economic expansion is the most efficient way to fund that growth. Companies that want to grow and grow profitably must be relentless in finding ways to free up costs and capital and must reinvest those funds in their most promising growth opportunities. In this article, we argue that cost management should be closely aligned with, and made an explicit part of, corporate growth strategies, for the challenge is not only to lower costs, but also to ensure competitors are “out‐invested” on growth. We then suggest four principles for achieving this alignment. Our approach involves the use of ambitious sales and earnings growth targets, tailored cost‐reduction targets, selective cost cutting and improved organizational capabilities.
Establishing a continuing business model innovation process
Authors: Mitchell Donald W. , Bruckner Coles Carol
Published: July 2006

This paper describes how to establish a management process for continuing business model innovation, a potent way to enhance overall competitive performance. The findings are based on research about the current best practices among companies that have gained large competitive advantages in revenue and profit margin growth through continually improving and replacing their business models. Such a process requires articulating and communicating the best practices of the current business model, establishing an appropriate vision for serving stakeholders better in gaining competitive advantage through business model improvements and replacements, stimulating many relevant experiments and tests for potential business model improvements and replacements, and becoming effective in implementing the surviving new business models. Our primary research method is through statistical analysis of the most common elements of business model innovation processes used by the most effective business model innovators.
Brute force or stealthy inroads? The subtleties of effective price increases
Authors: Docters Robert G. , Reopel Michael R. , Sun Jeanne‐Mey , Tanny Stephen M.
Published: July 2006

For many companies, raising prices can result in customer defections and reduced volumes. The right strategy for increasing prices can result in increased customer satisfaction and fewer defections. Several approaches for raising prices involve changing the customer value proposition at the same time as changing the price. This makes it harder for customers to identify the changes and they are less likely to react. Finally, a close examination of lifecycle patterns in customer usage allows companies to structure their prices so that customers “grow” into a price increase over time.
Instant gratification or long‐term value? A lesson in enhancing shareholder wealth
Authors: McCarthy Brian F.
Published: July 2006

CFOs are under increased scrutiny and many companies have consequently become shortsighted, focusing on quarterly results at the expense of the big strategic picture. This approach is wrought with irony, as it inadvertently promotes practices that undermine the very thing companies are striving to achieve: the creation of long‐term shareholder value. The solution lies in a hybrid approach, focusing on both short‐term and long‐term results. Winning companies not only articulate long‐term strategies but also develop detailed implementation plans that are quite literally roadmaps to success. These roadmaps are typically marked with short‐term milestones aligned with the longer‐term direction – the short‐term targets serving as clarion calls that signal deviations from the roadmap. The challenge is complex, as CFOs (and, of course, CEOs) must truly understand market expectations, know what drives the stock price, and determine what role they can play to influence value in a positive way. It all hinges on some tough questions, including: can companies really manage the value of their business and, ultimately, tie it back to their stock price? and can they align the actions of an entire organization with the objectives of its owners and providers of capital? Indeed, many companies are implementing strategies aimed at creating increased value for investors. Sustainable value creation requires strategy, capability, information, decisions and actions to be aligned and focused on the key drivers of value for an organization. This is what will generate sources of competitive advantage over time.
You are how you behave: customers can’t be fooled
Authors: Bacon Terry
Published: July 2006

Behavior has been a potent differentiator for such industry‐leading companies as Ritz‐Carlton, Marshall Field’s, Nordstrom, Southwest Airlines, SAS, Xilinx, Volvo Cars, and Harley‐Davidson. Beyond customer service, however, many companies fail to consider behavior an element of their business strategy. Behavioral differentiation (BD) is particularly important when a company’s competitors offer essentially the same products and services at similar prices. A company’s behaviors can differentiate both positively and negatively, but negative differentiators have about five times the impact of positive differentiators. Consequently, companies should manage their behavior toward customers at every point where customers interact with anyone in the company. Companies can behaviorally differentiate themselves in four ways. (1) Operational BD occurs when they make exceptional customer treatment part of the way they normally do business. Operationalizing the behaviors customers experience as significantly positive enables companies to create systematic and sustained competitive advantage. (2) Interpersonal BD cannot be systematized because it depends on each employee’s emotional intelligence and interpersonal skill. However, companies can hire for high emotional intelligence, can set expectations about how customers are greeted and treated, and can ensure that their most interpersonally adept employees are assigned to important, high‐frequency customer touchpoints. (3) Exceptional BD occurs when companies allow employees to “break the rules” and do exceptional things for customers in need of exceptional treatment. Beyond creating the conditions that permit exceptional BD, companies should make heroes of employees whose exceptional behavior has surprised and delighted customers. Finally, (4) symbolic BD occurs when companies walk the talk, when their behavior reflects their mission, mottos, and other messages. Few companies are as accomplished at this than Harley‐Davidson. You are on stage with your customers all the time, and they are constantly comparing you and your behavior to your competitors and their behaviors, and you are how you behave.
Taking the guesswork out of new product development: how successful high‐tech companies get that way
Authors: Akgün Ali E. , Lynn Gary S. , Byrne John C.
Published: July 2006

The authors report on their findings from an ongoing seven‐year research project on the intersection of entrepreneurship, marketing and technology. The focus of their research is to identify factors that lead to better, faster and less expensive new product and service development. The present study investigates new product development practices in high‐technology small‐to‐medium enterprises (SMEs), including electronics and computer, biotechnology, military software, space, and electronic machinery companies. Gathering data from 60 new product development projects, the authors found that successful project teams perform certain practices better than unsuccessful ones. These include project visioning, process proficiency, management support, documentation systems, established project deadlines, team processes, and communication. Further, the authors identified critical success factors in the new product development projects as process proficiency, effective filing system, an established project deadline, information coding, and reduced formal communication within teams.
Preparing for a new global business environment: divided and disorderly or integrated and harmonious?
Authors: Allen Dwight , Raynor Michael E.
Published: July 2006

Many executives base their strategies on the assumption that globalization is here to stay – they bank on a future of open markets, cross‐border capital flows, and international cooperation. However, companies should consider the possibility that what lies ahead are conditions reminiscent of the early decades of the 20th century, with business activities constrained by protectionist walls and international conflict – not globalization, but deglobalization. If the future does bring more international discord and disorder, the commercial impacts could be momentous. But nobody can say for sure which vision of the future will materialize. How can a company move forward given this uncertainty? Strategic flexibility is the answer – an approach to planning that involves defining scenarios on how the marketplace might develop and then adopting strategies that fit all scenarios while making limited investments in assets needed only if specific scenarios emerge. The latter are treated as a portfolio of real options – the investments are increased, held, or abandoned depending on how events unfold. Strategic flexibility is thus valuable to executives facing strategic risks due to globalization’s unclear future.
From idea to innovation: making creativity real
Authors: von Oetinger Bolko
Published: July 2006

This article by Bolko von Oetinger, a senior vice president and director of the Strategy Institute for the Boston Consulting Group, is the first in a series of three articles that distill the ideas in the book, A Passion for Ideas: How Innovators Create the New and Shape Our World, edited by Heinrich von Pierer and von Oetinger (Purdue University Press, 2002). The book includes interviews with and articles by successful innovators from many areas: business, politics, the arts, the sciences, psychology, education, advertising, architecture, universities, and schools. Dr von Oetinger has blended comments from the experts with his own experience to offer five patterns of behavior needed for corporate innovation. This article provides many quotations from the book while presenting the first two behavioral patterns: (1) finding something new is not the problem; getting rid of the old presents the real threat; and (2) since innovation creates anxiety, you have to open up your organization
Corporate reputation: Pricing and competing in Chinese markets – strategies for multinationals
Authors: Chen Roger (Rongxin)
Published: July 2006

This article examines weaknesses of multinational corporations in China. Many multinationals target high price and high‐end segments when entering the country. This creates several problems. First, this market position makes them less sensitive to the growth opportunities in mid to low‐end segments. Second, the high price strategy provides local firms with opportunities to grow their businesses and to consolidate and increase market size in mid‐ to low‐end segments. Furthermore, the low cost strategy also helps local Chinese firms increase exports. After gaining competitive strengths, many local competitors upgrade their products and technologies to attack upper‐middle to high‐end segments, the core markets of many multinationals. This competitive dynamic suggests that multinationals should be aggressive and preemptive in monitoring local competitors in mid‐ to low‐end segments. When local firms are weak, using competitive prices is more urgent than bringing cutting edge products to the Chinese market. However, when local firms become strong competitors, though competitive prices remain important, multinationals should leverage their advanced products and technologies to compete in China. We discuss several factors contributing to the high costs of doing business in China and other factors contributing to success or failure of multinationals, such as establishing distribution channels, not ignoring the less affluent non‐central city markets, and educating the Chinese customers to create differentiated products and services.
Paul A. Samuelson: philosopher and theorist
Authors: Szenberg Michael , Gottesman Aron A. , Ramrattan Lall
Published: July 2006

Purpose

To assess not how Samuelson's individual models contributed to human knowledge but the very true foundation on which they rest, namely, sound theory, facts, and philosophy.

Design/methodology/approach

This article has placed Samuelson as a philosopher seeking the truth, and as a theoretical contributor to the many sub‐disciplines of economics.

Findings

Shows that his truths bear the evidence of reality, and that his theoretical contributions are not different in kind from the logical theorists. Demonstrates how easily one could formulate a Samuelsonian impossibility theorem that places his thought on the level of the mathematical research started by Hilbert and concluded by Kurt Godel.

Originality/value

The literature that has assessed his contributions in this regard is fragmented, and myopically sparse, leaving gaps to be filled in by a paper such as this.
Union duopoly with heterogeneous labour
Authors: Martins Ana Paula
Published: July 2006

Purpose

Aims to analyse the labour market outcome when there are two unions in the industry, representing heterogeneous workers – imperfect substitutes in production.

Design/methodology/approach

Competition between union policies are viewed in terms of both employment and wage strategies. Results for substitutes and complements are inspected. Attention is given to the strategic behaviour of the unions, towards one another and/or the employer side. Cooperation is modelled using the Nash‐maximand approach.

Findings

Gathers some notes and enlargements to the standard collective bargaining problem in which unions maximise utility. Extends the framework to model union competition behaviour for jobs and/or employment that reproduces the standard market product analysis of imperfect competition. Focuses on heterogeneous labour.

Research limitations/implications

The analysis concentrates on the case of union duopoly, but can easily be enlarged to the n‐union setting – which is left for further investigation.

Originality/value

A simple analytical example with Stone‐Geary union utility functions and a linear labour demand system is forwarded.
The legitimacy of public libraries: cross‐pressures and change processes
Authors: Kann‐Christensen Nanna , Ole Pors Niels
Published: July 2006

This paper aims to explore the concept of political legitimacy in relation to change processes in the public library sector. The concept of legitimacy consists of stakeholders’ perceptions (such as those of politicians, users and staff) of the public library, including the value they ascribe to such perceptions. The theoretical approach to exploring this concept is institutional theory, which is concerned with the norms, perceptions and values in the library profession. The theoretical discussion in this paper arises from three different studies illuminating some of the pertinent change processes in relation to the political legitimacy of the public library. The case studies are the project culture in the library world, the consequences of technological changes reflected in the debate regarding filtering information and images of a sexual and racist nature, and the profound changes in users’ information‐seeking behaviour due to the indiviual citizen's free access to all materials in whichever library found. Taken together, these three cases illuminate change processes and highlight the appropriateness of the institutionalised norms in the profession in relation to the concept of legitimacy. The cases also illustrate how the individual library director or library system has to deal with various cross‐pressures when navigating in a multicultural society.
Developing the multicultural school library: Vahl Primary School, Oslo
Authors: Vaagan Robert , Enger Gry
Published: July 2006

Norway is becoming increasingly multicultural, and nowhere is this more apparent than in the capital Oslo. While immigrants only make up 7 per cent of the population at the national level, the figure is 20 per cent in Oslo, where in addition, 35 per cent of all pupils in primary and secondary schools belong to a linguistic minority. In Norway, and especially in the capital Oslo, multiculturalism is rapidly becoming the rule rather than the exception. At the same time reading tests show that immigrant and minority children have special problems. Successful integration of “new Norwegians” starts in the kindergartens and schools, including the school library. In this situation traditional librarianship training is inadequate. Improved pedagogical and communicational skills are required of the librarian in multicultural school libraries, and drama is a promising technique to improve language proficiency among pupils. The article presents some insights from Vahl Primary School in Oslo which has the highest concentration of multicultural pupils in the country – 95 per cent.
Continuing education of librarians in Croatia: problems and prospects
Authors: Horvat Aleksandra
Published: July 2006

Prior to the recent establishment of the Training Centre for Continuing Education of Librarians, training of librarians in Croatia had been organized sporadically by several organizations in the field. For the majority of librarians, however, professional education could have easily ended with diploma, because there has been no legal obligation to attend any form of further education. The first attempt to establish a consistent pattern of continuing education for librarians in the whole country was made when four major organizations in the library field, the National and University Library, Zagreb City Libraries, Croatian Library Association and Department of Information Sciences, Faculty of Philosophy, signed an agreement on the establishment of the Training Centre. The programme of the Centre was successfully launched in February 2002. However, further activities of the Centre might become seriously hampered by the lack of legal provision for continuing education that makes it difficult for librarians to obtain leave, lack of funding allocated in library budgets for the education, and the impossibility of relating professional development to professional promotion.
Whither library education?
Authors: Gorman Michael
Published: July 2006

This paper advances the idea that there is a crisis in library education, varying in severity from country to country and calls for a new (or resuscitated) model of library education that will meet the demands of libraries and librarianship in the years to come. Among the problems seen are that library schools have become hosts to information science and information studies faculty and curricula. These disciplines are, at best, peripheral to professional library work and, at worst, inimical to it. There is a growing gender divide in Library and Information Science (LIS) schools between “information science”‐oriented male teachers and library course‐oriented female teachers. Many of the topics regarded as central to a library education by would‐be employers are no longer central to, or even required by, today's LIS curricula. Modern communications technology has led many library educators to concentrate on that technology and dismiss anything about libraries that is not amenable to a technological solution. The gap between what is taught in many LIS schools and what is being practiced in libraries is wide and widening. This paper calls for a national core curriculum that would apply to all schools in a country.
The effects of sex role orientation on family purchase decision making in Malaysia
Authors: Samsinar  , Zawawi Dahlia , Yee WongFoong , Busu Ruhana , Laili Hamzah Zalfa
Published: July 2006

The objective of this research is to investigate the effects of sex role orientation on role structure in family decision making in Malaysia. Four different purchase decisions were examined. A total of 240 couples were interviewed separately in four major cities in Malaysia. Structured questionnaires were used to interview husband and wife separately. It was found that there is no difference in sex role orientation among the four cultural groups of families. Also it was found that wives with higher levels of education have more modern sex role orientation. The effect of sex role orientation on wives' relative influence was found for the purchase of furniture, electrical appliances and groceries.
Compulsive comorbidity and its psychological antecedents: a cross‐cultural comparison between the US and South Korea
Authors: Kwak Hyokjin , Zinkhan George M. , Lester Roushanzamir Elizabeth P.
Published: July 2006

Compulsion to buy is an important but neglected aspect of consumer behavior. This research uses cross‐cultural data from the USA and South Korea to study compulsive consumption behavior by focusing on individual factors. Three compulsive consumption behaviors (i.e. compulsive buying, compulsive substance abuse, and compulsive gambling/lottery play) are analyzed via structural equation modeling. The findings reveal that comorbidity (i.e. coexistence of more than two related compulsive consumption behaviors) is found in both countries. With one exception, the predicted personality traits (i.e. obsessive thoughts, risk‐taking tendencies) are significantly related to compulsive consumption behaviors in both countries.
Rationale and strategies of Latin American companies entering, maintaining or leaving US markets
Authors: Vasquez‐Parraga Arturo Z. , Felix Reto , Leila Borders Aberdeen
Published: July 2006

Foreign direct investment by Latin American companies in the USA is growing and significant. Yet, the characteristics of and trends in these investments, and the strategies used by these companies to either enter or exit the USA as well as to maintain their presence are little understood. This paper explores and illustrates the entry, maintenance, and exit strategies exemplary companies from Latin America use when they become involved in US markets. A sample of Mexican companies that concentrate in manufacturing industrial goods and prefer partnerships as the entry mode to US markets is used. In addition, this paper describes the patterns of direct investment, asset ownership, gross product, and intra‐firm B‐to‐B trade of Latin American companies in the USA.
Coordinating B2B cross‐border supply chains: the case of the organic coffee industry
Authors: Pimentel Claro Danny , Borin de Oliveira Claro Priscila
Published: July 2006

The recent interest in and increasing demand for healthy, social and environmentally sustainable products, particularly in developed countries, have fostered the presence of organic coffee supermarket shelves of such countries. Proposes two models of B2B relationships for the Brazilian supply of organic coffee to international markets, more specifically, The Netherlands. For this proposition, compares two possible organizations of the supply chain wherein B2B relationships are based not only on contracts but more importantly on the informal safeguards of mutual trust, long‐term orientation and joint actions. For the two proposed chains, a cross‐border integrator is included to support the coordination of the business relationship. Emphasis is placed on coordination to increase overall efficiency of the supply chain through reduction of internal and transaction costs.
Understanding industrial distributors' expectations of benefits from relationships with suppliers
Authors: Ghosh Amit K. , Benoy Joseph W. , Gardner John T. , Thach Sharon V.
Published: July 2006

Due to the increased domination of industrial sales channels by distributors, suppliers must develop strong relationships with industrial distributors in order to succeed in new markets. Initiating partnering relationships with distributors in new markets, however, entails significant risks and commitments with the prospect of substantial long‐term rewards. To help suppliers assess and select distributor partners, this study focuses on the starting‐point of the relationship by exploring industrial distributors' expectations of benefits. A nationwide survey of US industrial distributors showed that distributors expect financial and competitive differentiation benefits with greater differentiation benefits inferred to lead to fewer financial benefits. Several observable distributor characteristics can be used by suppliers to conduct preliminary assessments of distributor expectations and thereby prepare for a healthy future relationship.
A primer for navigating the shoals of applying wireless technology to marketing problems
Authors: Aungst Stan G. , Wilson David T.
Published: July 2006

Purpose

This paper seeks to help marketers become familiar with the strengths and weaknesses of the current state of wireless technology that is being applied to marketing problems.

Design/methodology/approach

The paper first examines successful applications of wireless technology to connect marketing applications to wireless technology. A total of 11 important issues and questions are presented to help marketers know the key points in building a successful wireless application. A glossary to clarify the acronyms is presented.

Findings

The main focus is business persons as they will create the technology environment that will become the research environment. The excitement caused by new developments such as wireless has the potential to have significant impacts on marketing practice or lead to major failures. Mobile commerce (m‐commerce) driven by wireless technology is generating interest from marketers. A partnership between marketers and technology developers is needed to create a successful application. Developers are enthusiastic and speak in acronyms and may overwhelm marketers with the excitement of an application.

Originality/value

The paper presents new developments such as wireless technology that have the possibility of significant impacts in marketing and organizational performance that are counterbalanced by the potential of significant failures. This changing business environment will be the environment that scholars doing research in sales and service marketing must understand in order to design relevant research studies.