'Das Literarische Quartett': Ein Beispiel für kreativen, lernerzentrierten Unterricht


Verlag KSPU

2006, pp.408-413

Departments: Languages & Cultures

Directed by: N. Gorbel

A Concept of Progress for Normative Economics


Economics and Philosophy

2006, vol. 22, pp.19-54

Departments: Economics & Decision Sciences, GREGHEC (CNRS)

The paper discusses the sense in which the changes undergone by normative economics in the 20th century can be said to be progressive. A simple criterion is proposed to decide whether a sequence of normative theories is progressive. This criterion is put to use on the historical transition from the new welfare economics to social choice theory. The paper reconstructs this classic case, and eventually concludes that the latter theory was progressive compared with the former. It also briefly comments on the recent developments in normative economics and their connection with the previous two stages

A Cross-National Investigation of Incentive Sales Compensation

M. SEGALLA, D. ROUZIES, M. Besson, B. Weitz

International Journal of Research in Marketing

December 2006, vol. 23, n°4, pp.419-433

Departments: Management & Human Resources, Marketing, GREGHEC (CNRS)

Why do managers choose one sales compensation form rather than another? Theoretical answers typically focus on the type of plans managers should design, not on the factors that managers actually consider. Managers from various national origins pursue and weigh objectives through experience in a way that theoretical models may not capture. Incorporating conceptualizations from a wide range of disciplines, we specify a model examining the influence of cultural factors on sales compensation decisions of managers (incentive vs. fixed pay and parity vs. equity allocation). The model, tested with data collected from bank managers across six European countries, illustrates the importance of considering national culture when designing sales force compensation policies applied across multiple countries. We also find evidence that most European bank managers accept incentive pay to motivate salespeople but, perhaps paradoxically, overwhelmingly reject equity allocations to achieve control and parity. We discuss the implications of our findings for research on international governance systems and the diffusion of sales force management practices Keywords: Distributive justice; Compensation; Performance pay; Sales force management; National culture

A geometric study of shareholders' voting in incomplete markets: multivariate median and mean shareholder theorems


Social Choice and Welfare

October 2006, vol. 27, n°2, pp.377-406

Departments: Finance

A marketing maturity model for IT: Building a customer-centric IT organization


IBM Systems Journal

April 2006, vol. 45, n°1, pp.181-199

Despite a variety of management tools, valuable management prescriptions, and the desire of information technology (IT) managers and business managers alike to build a better relationship, the current state of the IT-business relationship is far from ideal. Although many believe the difficulty in managing this relationship is rooted in differences in knowledge, culture, motivation, and language, we argue in this paper that the key to managing relationships is in the frame of reference and that a marketing perspective can prove valuable. We outline how concepts from marketing (e.g., price, product, customer, place, and promotion) are useful within an IT context and propose a marketing maturity model for IT executives to assess how to enhance their relationship with their business counterparts.