1984 research outputs found
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Profiting from Regulation: Evidence from the European Carbon Market
No full textWe investigate how cap-and-trade regulation affects profits. In late April 2006, the EU CO2 allowance price dropped 50 percent, equating to a € 28 billion reduction in the value of aggregate annual allowances. We examine daily returns for 552 stocks from the EUROSTOXX index. Despite reductions in environmental costs, we find that stock prices fell for firms in both carbon- and electricity-intensive industries, particularly for firms selling primarily within the EU. Our results imply that investors focus on product price impacts, rather than just compliance costs and the nominal value of pollution permits
Shopping, Gambling or Shambling? Penny Auctions
No full textOn penny auction websites, consumers participate in a game where the winner receives the opportunity to purchase a product for pennies on the dollar and discounts of over 90% are often advertised and recorded. Losers, on the other hand, may easily spend hundreds of dollars and walk away with nothing. For penny auction websites, profit margins over 300% on a single auction are not uncommon. Critics call penny auctions gambling. Proponents call penny auctions entertainment shopping. Either way, this emerging form of ecommerce represents a fascinating area for academic research
Got Support? The Impact of Supportive Work Practices on the Perceptions, Motivation, and Behavior of Customer-Contact Employees
No full textWhile scholars know a great deal about the operational challenges faced by customer-contact employees in the hospitality industry, there is much to be learned about the factors associated with the work context that influences employee motivation, performance, and retention. In this study, the authors examined the nature and impact of perceptions about an organization’s customer service climate on ratings of self-efficacy, customer service job performance, and intentions to leave among employees in customer-contact positions. Results demonstrated that employees’ perceptions about the climate for service quality were significantly related to motivation, supervisor ratings of service job performance, and self-rated intentions to leave. The results offer insights regarding the role of service climate perceptions and the means for effectively managing customer-contact staff and generating higher levels of retention
Letter from the Editors
No full text[Excerpt] Dear Readers, We are excited to present the 11th Volume of the Cornell Real Estate Review (CRER), a student edited and managed publication with oversight from faculty in the Cornell Baker Program in Real Estate. As editors, we recognize the importance of joining scholarly discourse and professional expertise to gain a thorough understanding of real estate issues and opportunities. The CRER strives to promote the practical and efficient application of real estate theory, and we hope that our audience finds this special edition both engaging and useful
The Motivational Effects of Paying Fairness: A Longitudinal Study in Chinese Star-Level Hotels
No full textOne of the continuing challenges in the hotel industry is developing effective compensation policies that motivate frontline employees. Unfortunately, the areas of compensation and pay fairness are underresearched, and what research does exist often provides methodological and theoretical precision without necessarily lending itself to practical insight. The study presented here uses a longitudinal design to examine the effects of pay fairness on employees’ work effort and performance. Data for this study were collected from 270 employees and their supervisors in seven hotels in China. In practical terms, the results indicate that a fairly straightforward model connects perceptions of pay fairness with work effort and job performance. In theoretical terms, this study further validates the second-order factor structure of pay fairness dimensions (distributive, procedural, interpersonal, and informational). Stated more technically, despite the construct validity associated with a multidimensional structure of fairness, a more parsimonious model using an overall fairness representation predicts work effort and job performance better than the more detailed model that involves four distinct but interrelated fairness measurements. The chief implication is that although actual pay levels are important to perceptions of compensation fairness, hotel employees also take into account the compensation procedures, the nature of their interactions with management, and the extent to which managers and the company are forthcoming about compensation practices. Thus, money alone is not the only motivating factor for hotel employees but management treatment is also a large element of employees’ view of fairness
The Role of Coordinated Marketing-Operations Strategy in Services: Implications for Managerial Decisions and Execution
No full textPurposeIn this article, we discuss the importance of a coordinated marketing and operations strategy in goods and service producing business organizations. Customer engagement and co-production are imperative service delivery considerations, and therefore an aligned marketing and operations strategy is essential for the formulation, development, and effectiveness of managerial decisions especially for service sector firms.
Design/Methodology/ApproachWe present arguments in support of this paper’s primary objectives by reviewing past research that have introduced theoretical frameworks, empirical support and applications in support of the close coordination between marketing and operations strategy. We then describe how the interrelationship between marketing and operations strategy impacts several managerial decisions.
FindingsWe discuss several different types of managerial decisions within goods and service producing firms that require active interaction between marketing and operations. These decisions include aligning strategic priorities, new product development, service design, and experience design.
Research Limitations/Implications (if applicable)This paper is primarily theoretical and therefore does not include any new empirical data.
Practical Implications (if applicable)The inter-relationship between the marketing and operations functions is well known to practicing managers. However, they may not have a specific understanding of the academic research described in this paper that shows how firm performance can be further improved by better managing these interactions for specific managerial decisions.
Originality/ValueThis paper is theoretical and provides a comprehensive review of literature and a compelling argument for including marketing and operations strategy in the corporate executive suite. Therefore, this paper should be of interest to researchers and practitioners interested in the functional areas of marketing, operations, and strategy for service organizations
Technology- And Human-Intensiveness in Room Rate-Setting: A Study of Four Styles among Asia-Pacific Hotels
No full textRoom rate-setting is a complex and challenging task that carries many financial and non-financial consequences for hotels. The extent to which a hotel emphasizes technology and/or human processes defines its rate-setting style. A survey of 170 hotels in the Asia-Pacific region reveals that hotels generally practice four major rate-setting styles. The style varies not only across hotels but also among hotels within the same chain. Importantly, hotels practicing the high technology-intensive/high human-intensive style are likely to produce better financial performance than other hotels. Hotels can promote both technology- and human-intensiveness by developing certain organizational traits and cultures. This research contributes toward a deeper understanding of hotel rate-setting by shedding light on the consequences and motivating factors of different rate-setting styles
The Future of Restaurant Revenue Management
No full textAlthough hotels and restaurants have expressed strong interest in implementing restaurant revenue management (RRM), data, change management and system integration issues have often stymied their efforts. The intent of this article is to present a framework for understanding the various aspects of RRM in a full-service restaurant and to identify fertile areas for future research. We present RRM as a building consisting of five pillars. The foundation consists of the company\u27s internal infrastructure of data, decision support tools, systems and internal culture, while the five pillars consist of the traditional four Ps of marketing (product, promotion, price and placement) along with a fifth P, people
How Does Peer Honesty Affect Focal Manager Honesty in a Budget Reporting Setting?
Get PDFWe examine the effect of peer honesty on focal manager honesty in a budget reporting setting. We disclose peer honesty to the focal manager at three levels: no, partial, and full disclosure of the reporting behavior of the other managers in the focal managers’ cohort. In partial disclosure, only the reports of the least honest peers are disclosed to the focal manager. In full disclosure, all managers’ reports in the cohort are disclosed to the focal manager. We predict and find that disclosure of other managers’ reports leads to less honesty compared to the absence of disclosure. We show that disclosure changes the focal manager’s perceptions of what constitutes acceptable reporting behavior, such that reporting more dishonestly becomes more acceptable. Our results have implications for understanding fraud dynamics and have practical implications for the design of control systems, as they suggest that managers will use peer dishonesty to justify their own dishonesty, even when they know that only some of their peers report dishonestly