The transformation of companies into post‐bureaucratic forms oforganization, such as networks, raises new implementation challenges forethics in business. To address how to…
Abstract
The transformation of companies into post‐bureaucratic forms of organization, such as networks, raises new implementation challenges for ethics in business. To address how to integrate ethics into network‐based companies, describes the implementation of an ethics programme in a banking institution. Shows how communication problems and the resolution of interpersonal conflicts present important ethical challenges to networks. Presents two overlooked resources in ethical theory – narrative and casuistry – as helpful tools for meeting these challenges and for integrating ethics into networks.
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The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and…
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The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.
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Dan R. Dalton and Catherine M. Dalton
Meta-analysis has been relied on relatively infrequently in strategic management studies, certainly as compared to other fields such as the medical sciences, psychology, and…
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Meta-analysis has been relied on relatively infrequently in strategic management studies, certainly as compared to other fields such as the medical sciences, psychology, and education. This may be unfortunate, as there are several aspects of the manner in which strategic management studies are typically conducted that make them especially appropriate for this approach. To this end, we provide a brief foundation for meta-analysis, an example of meta-analysis, and a discussion of those elements that strongly recommend the efficacy of meta-analysis for the synthesis of strategic management studies.
Zhichao Wang and Valentin Zelenyuk
Estimation of (in)efficiency became a popular practice that witnessed applications in virtually any sector of the economy over the last few decades. Many different models were…
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Estimation of (in)efficiency became a popular practice that witnessed applications in virtually any sector of the economy over the last few decades. Many different models were deployed for such endeavors, with Stochastic Frontier Analysis (SFA) models dominating the econometric literature. Among the most popular variants of SFA are Aigner, Lovell, and Schmidt (1977), which launched the literature, and Kumbhakar, Ghosh, and McGuckin (1991), which pioneered the branch taking account of the (in)efficiency term via the so-called environmental variables or determinants of inefficiency. Focusing on these two prominent approaches in SFA, the goal of this chapter is to try to understand the production inefficiency of public hospitals in Queensland. While doing so, a recognized yet often overlooked phenomenon emerges where possible dramatic differences (and consequently very different policy implications) can be derived from different models, even within one paradigm of SFA models. This emphasizes the importance of exploring many alternative models, and scrutinizing their assumptions, before drawing policy implications, especially when such implications may substantially affect people’s lives, as is the case in the hospital sector.