Abagail McWilliams

To develop an understanding of communication among agribusiness journals and to examine patterns of citations that allow the measurement and description of the structure of communication flows among those journals in a network. The data for this study were gathered from the Journal Citation Reports (JCR) published by Thomson Scientific (Philadelphia). The authors conducted a bibliometric analysis, based on an international trade analogy to explain the network of agribusiness journals and how these journals communicate with business and economics journals. Business and economics journals and, particularly the traditionally major ones, surprisingly were scarcely every used. However, the British Food Journal stood out with 50 citations to marketing and strategic management journals. There are predominantly four such limitations: only 33 journals were studied, only one 5-year time period was involved, that time period is a few years old and the journal characteristics were derived using data from the “Scopes” and “Information for Authors” text on the website of each journal. Exchanges of agribusiness knowledge and information among diverse stakeholders (consumers, suppliers and public agencies) in a complex environment require a better understanding of the network of agribusiness journals and their relation to traditional business and economics journals. Networks of journals facilitate cooperation and interactions to improve developments in the field. Examining citations from and to the field of agribusiness is interesting and important because knowledge is transferred through networks comprise those who contribute to journals, read them and learn from them, i.e. by “talking” to each other as well as by practitioners who also read and learn from those journals.

The past few decades have been characterized by a growing body of profit-seeking public service areas with the understanding that profit-seeking organizations will deliver public services more efficiently than government can. These sectors include, but are not limited to, health care, corrections, education and garbage collection. Governments have created quasi markets to attract private providers of services in these sectors, with varying results. Organizational economics has provided the primary explanation for quasi markets, but questions about the sought-for efficiencies actually realized through these markets persist. We integrate resource dependence theory and organizational economics to provide a more comprehensive explanation of the persistence of quasi markets.

The past few decades have been characterized by a growing body of profit-seeking public service areas with the understanding that profit-seeking organizations will deliver public services more efficiently than government can. These sectors include, but are not limited to, health care, corrections and education. Governments have created quasi markets to attract private providers of services in these sectors, with varying results. Organizational economics has provided the primary explanation for quasi markets, but questions about the sought-for efficiencies actually realized through these markets persist. We integrate resource dependence theory and organizational economics to provide a more comprehensive explanation of the persistence of quasi markets.

Corporate social responsibility (CSR) has become a mandate for strategic managers and is often an important element of a differentiation strategy, but there is little research on how managers can make socially responsible decisions within the context of competitive strategy. In this study we explain how data envelopment analysis (DEA) results can be used to determine the trade‐offs inherent in managing the triple bottom line of profits, people and the planet. Once the trade‐offs are well understood, managers can implement sustainable competitive strategies that incorporate socially responsible decisions. Using public data from the electric power generation industry, we demonstrate how DEA can be utilized to determine the trade‐offs between efficiency, costs and pollution reduction, allowing managers to make and champion socially responsible decisions. We discuss the general applicability of our method for making strategic decisions incorporating the triple bottom line. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment

The authors analyze the creation and capture of private and social value by firms that adopt corporate social responsibility (CSR) strategies. Strategic CSR is defined as any “responsible” activity that allows a firm to achieve a sustainable competitive advantage, regardless of motive. To provide a roadmap for managers to accomplish this objective, the authors integrate the resource-based theory (RBT) framework with concepts and tools from economics, such as hedonic pricing, contingent valuation, and the new literature on the economics of industrial organization, where CSR is referred to as “the private provision of public goods.” By linking CSR, RBT, economic models of private provision of public goods, and pricing models, the authors demonstrate how RBT can provide a structure for determining the strategic value of CSR. They then discuss the conditions under which CSR can contribute to sustainable competitive advantage.

There appear to be large differences in the compensation of American and Japanese executives. Such statements suffer from a number of shortcomings, one of which is that compensation takes different forms in the U.S. and Japan. As a result, a classic error of comparing apples and oranges occurs. We use a broad definition of compensation and some preliminary data and find that the large differences may disappear when adjusted for the value of insider information.