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The appearance of a rapidly expanding range of ready-to-drink packaged beverages in the marketplace has been met with widespread consumer acceptance. The aim of this study is to profile the nutritional composition and dental erosive potential of a sample of beverages sold for consumption in Brisbane supermarkets.

In all, 44 beverages were assessed to determine their pH and titratable acidity. Information relating to nutritional composition was also collected.

Milk-based beverages had the highest energy concentration, while soft drinks, energy drinks, flavoured milk, and fruit and vegetable juice categories contained products with very high sugar concentrations (>10g/100ml). All beverages, except milk-based products and still water, had a pH of less than 4.8. Titratable acidity was highest for energy drinks and fruit and vegetable juices.

Energy drinks and fruit and vegetable juices had the highest sugar content and titratable acidity of all the beverage categories and so would be expected to have the greatest potential to cause oral health problems. Milk drinks had the highest energy concentration, but the lowest erosive potential. Regular consumption of many ready-to-drink pre-packaged beverages is therefore inconsistent with recommendations in current dietary and oral health guidelines.

Rather than considering nutritional composition alone, this study examined both nutritional and physicochemical properties of ready-to-drink packaged beverages to reach a more holistic assessment of their health impact.

The main purpose of this paper is to analyze the effect of fairness psychology on the motivation and behavior that drives managerial entrenchment. The paper also provides a theoretical basis to set up an effective incentive and restraining mechanism for corporations.

This paper conducts an experiment to investigate the effect of fairness preference on managerial entrenchment in enterprises.

The results of the experiment show that managers are very concerned about fair payoffs, i.e. the comparison of the principals’ earnings with managers’ market average levels of pay. The worse managers’ fairness preference becomes, the greater are the degrees of managerial entrenchment exhibited. In addition, a large payoff gap between managers and principals produces a higher sensitivity in high-ability managers, while a large payoff gap between managers and managers elsewhere in a market leads to a higher sensitivity in low-ability managers.

This paper provides new insights into incentives and constraints affecting the behaviors of managers at the corporate board level. Maintaining equity between managers’ payoffs, principals’ earnings and managers’ market average pay levels can restrain both the entrenchment behavior of managers caused by unfair psychology and also the increasing costs of staff switching jobs, thus producing greater profits for companies.