Strategic behaviour in choice experiments.

Practitioners of environmental economics sometimes use repeated trinary choice experiment surveys to estimate the value of environmental policies and programs for use in policy evaluation. These surveys have several advantages over simpler forms of non-market valuation: (1) researchers can estimate the marginal value of attributes of the good or service in question, making the results useful for benefits transfer; and (2) because respondents make several choices and choose from choice sets containing three options, efficiency of the willingness to pay estimate is improved over one-shot, binary choice formats. Despite these benefits, such surveys may have incentive properties which cause the resulting value estimates to be biased. This paper presents a theoretical demonstration that subjects often have an incentive to choose the second-best option in a repeated trinary choice survey. The model shows that due to the nature of factorial choice set design, the second-best option in the choice set will often be the status quo option. The paper reports a set of experiments designed to test these theoretical predictions in an induced-value setting. The experimental results are consistent with the theoretical predictions, demonstrating that repeated trinary choice experiment surveys can generate biased value estimates under a wide range of conditions.

Explaining voting behaviour on free votes: Solely a matter of preference?

While studies examining free votes find MPs’ preferences influence their voting behaviour, most studies also show MPs tend to divide along party lines even after the whips have been withdrawn. Recent work offers a possible alternative explanation for this finding: this sustained party cohesion represents the impact of MPs’ party identification similar to party identification effects in the electorate. This argument is tested using a series of free votes on same-sex relations. Even after controlling for preferences using several direct measures, party continues to shape voting behaviour. Although indirect, this provides evidence in favour of the party-asidentification argument. 

Strategic management in the Telecom industry to create competitive advantage

O presente trabalho teve por objetivos a identificação de uma estratégia e o desenvolvimento de um modelo que permita às operadoras de telecomunicações a sua sustentabilidade, bem como a identificação de caminhos para a adaptação a uma realidade sempre em mudança como é a da indústria das telecomunicações. Numa primeira parte do trabalho elaborou-se uma revisão de literatura do atual estado da arte das principais estratégias relevantes e com aplicação à indústria de telecomunicações. A pesquisa realizada investigou a estrutura atual da indústria de telecomunicações e o estado da competitividade das operadoras de telecomunicações. Dos resultados desta foi possível constatar uma evolução constante da tecnologia e dos modelos de negócio neste ecossistema, assim como a presença de uma pressão concorrencial significativa exercida sobre as operadoras, quer por parte das empresas já existentes no mercado quer por parte das emergentes. As operadoras têm de transformar o seu modelo de rede e de negócios para se adaptarem às mudanças e às tendências da indústria e do mercado. Com base na revisão de literatura, elegeu-se a metodologia baseada num inquérito de pesquisa empírica para aferir o estado da indústria e derivar as estratégias possíveis. Este inquérito foi efetuado a especialistas da área de telecomunicações de diferentes subsectores e países para abordar todos os elementos estratégicos do modelo de negócio futuro. Os resultados da pesquisa revelaram que as empresas que operam no mercado da Internet (Over The Top - OTT) representam a maior ameaça sobre o futuro dos operadores de telecomunicações. Os operadores só vão conseguir responder através da modernização de sua rede, melhorando a qualidade, reduzindo o custo global, e investindo em produtos inovadores e diferenciados e em serviços. Os resultados do inquérito revelam-se de acordo com os pressupostos da Blue Ocean Strategy. A aplicabilidade da Blue Ocean Strategy foi aprofundada permitindo concluir que o valor inovador obtido simultaneamente através da redução de custos e da diferenciação permitem aumentar as vantagens dos operadores existentes em termos das infra-estruturas físicas detidas e das relações estabelecidas com os clientes. O caso particular da fibra óptica até casa (FTTH) foi considerado como aplicação da Blue Ocean Strategy a uma nova tecnologia que as operadoras podem implementar para criar novas soluções e abrir segmentos de mercado inexplorados. Os resultados do inquérito e da investigação realizada à aplicação da Blue Ocean Strategy foram combinados para propor um novo modelo de negócio para as operadoras de telecomunicações que lhes permite, não só responder aos desafios existentes, mas, também, ter uma melhor posição competitiva no futuro. Foi, ainda, realizado um estudo de caso que destacou como a Verizon Communications foi capaz de transformar a sua rede e o modelo de negócio em resposta ao aumento da pressão competitiva. Através do valor da inovação transferida aos seus clientes, a Verizon foi capaz de aumentar significativamente as suas receitas e satisfação do cliente.

Communicating culture: strategic communication management of the contemporary art museums in the XXIth century, in Portugal: case studies: Museu Nacional de Arte Contemporânea: Lisboa; Museu de Arte Contemporânea de Serralves, no Porto; Museu de Arte Contemporânea de Elvas

Throughout the year and half of research developed during the times of crisis or economic crisis in Portugal due to the austerity measures, this thesis focuses on the cultural communication and museology in the area of cultural management in Portugal. With an ever growing number of research being developed over the world, this study is unique as it studies managerial diversity and organisational structures of Contemporary Art Museums that exist in Portugal but more importantly how they communicate their organizations within and beyond the Museum walls such as online or other technological media. As the communication management of the museums is one of aspects of culture in which cultural management intends to intervene. The research study that I proposed to analyse has at the forefront the intention to understand how the Contemporary Art Museums in Portugal manage their communication and respective organizations, whether they be a Public-Private/Foundation, State or Council run organizations but also understand if a strategic plan is designed and implemented in times of crisis, to withstand disruptive economic scenarios projected on a daily basis. The following Museums were selected due to the fact of being Contemporary Art Museums but also their respective diverse territorial distribution, one in the city capital of Portugal, Lisbon: MNAC – Museu Nacional de Arte Contemporânea, a stately run organisation; the second, in the north of Portugal: MACS – Museu de Arte Contemporânea de Serralves, a public/private organisation under the Foundation organics and the third Museum in interior central region of Portugal, Alentejo: MACE – Museu de Arte Contemporânea de Elvas, managed by the Elvas City Council.

Strategic Human Resource Management of Volunteers and the Link to Hospital Patient Satisfaction

This article uses strategic human resource management theory to consider the ways in which volunteers can potentially enhance hospital patient satisfaction. Results of a structural equation modeling analysis of multi-source data on 107 U.S. hospitals show positive associations between hospital strategy, volunteer management practices, volunteer workforce attributes, and patient satisfaction. Although no causality can be assumed, the results shed light on the volunteer–patient satisfaction relationship and have important implications for hospital leaders, volunteer administrators, and future research.

Transformation or bureaucratisation?: the changing role of community representation in local strategic partnerships in England

The debate about the need to build social capital and to engage local communities in public policy has become a central issue in many advanced liberal societies and developing countries. In many countries new forms of governance have emerged out of a growing realisation that representative democracy by itself is no longer sufficient. One of the most significant public policy trends in the UK has been the involvement of community organisations and their members in the delivery of national policy, mediated through local systems of governance and management. One such policy area is urban regeneration. Central government now requires local authorities in England to set up Local Strategic Partnerships (LSPs) to bring together stakeholders who can prepare Community Strategies and deliver social and economic programmes which target areas of deprivation. This paper reviews the key institutional processes which must be addressed, such as representation, accountability and transformation.

Local strategic partnerships in England: the continuing search for collaborative advantage, leadership and strategy in urban governance

Local Strategic Partnerships are being established in England to provide an inclusive, collaborative and strategic focus to regeneration strategies at the local level. They are also required to rationalise the proliferation of local and micro-partnerships set up by a succession of funding initiatives over the last 25 years. This article explores their remit, resources and membership and discusses how this initiative relates to theoretical work on urban governance, community engagement and leadership. It concludes by debating whether urban policy in England is now entering a new and more advanced phase based on inter-organisational networks with a strategic purpose. But questions remain about whether the institutional capacity is sufficient to deliver strong local leadership, accountability and community engagement.

What Attitude Changes Are Needed to Cause SMEs to Take a Strategic Approach to Information Security?

Spending on security in an SME usually has to compete with demands for hardware, infrastructure, and strategic applications. In this paper, the authors seek to explore the reasons why smaller SMEs in particular have consistently failed to see securing information as strategic year-on-year spending, and just regard as part of an overall tight IT budget. The authors scrutinise the typical SMEs reasoning for choosing to see non-spending on security as an acceptable strategic risk. They look particularly at possible reasons why SMEs tend not to take much notice of "scare stories" in the media based on research showing they are increasingly at risk, whilst larger businesses are taking greater precautions and become more difficult to penetrate. The results and their analysis provide useful pointers towards broader business environment changes that would cause SMEs to be more risk-averse and ethical in their approach to securing their own and their clients’ information.