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Argues that the developmental edge in leadership development is working towards bridging the “knowing-doing” gap through the use of enactments to thicken the learning from existing cases to surface differences between espoused theories and actual behaviors in order to get feedback from fellow learners and faculty. Multiple enactments of difficult encounters in a case, like sports drills, build resilience, skills and repertoires for engaging with the increased levels of ambiguity and uncertainty in current business contexts. This practical method builds on an existing vast resource of cases to visceralize learning via enactments of tactics of effective and ineffective influence—in essence addressing the “knowing-doing gap.”

With permission of Emerald

Measuring upward pricing pressure (UPP) has recently been proposed by Farrell and Shapiro (2010) as an alternative screening device for horizontal mergers. We extend the concept of UPP to two-sided markets. Examples of such markets are the newspaper market, where the demand for advertising is related to the number of readers and the market for online search, where advertising demand depends on the number of users. The formulae we derive depend on four sets of diversion ratios that can either be estimated using market-level demand data or elicited in surveys. In an application, we show that it is important to take the two-sidedness of the market into account when evaluating UPP.

© 2013 The Author(s). The Economic Journal © 2013 Royal Economic Society

Mistakes are unavoidable. Yet in most organizations, they are rarely thoroughly examined. An exception is the high-risk aviation industry, where experts have established an open and democratic culture for dealing with error. Confronting Mistakes draws on this expertise to initiate a new framework for active error management relevant to wider industry. By analyzing dramatic aviation accidents, Jan Hagen presents a new approach to error management in business to reveal how diagnostic, error-permissive behaviour is the first step towards turning mistakes into learning opportunities.

This book is an executive education companion for managerial courses in which participants engage in Peer Coaching. It is designed as a package with exercises and tools that can be used as advance preparation, in-class assignments, and post-course follow up work. The exercises and examples are based on real-life scenarios that managers bring into peer coaching sessions. They can be used for reflection, discussion, and role-plays for practicing peer coaching. The book can be used flexibly to meet the needs of a particular course.

This paper asks whether firms respond to cost shocks by introducing process innovations and increasing the use of managerial incentives. Using a large panel data set of workplaces in Canada, our identification strategy relies on exogenous variation in costs arising from increased border security along the 49th parallel fol- lowing 9/11. Our longitudinal difference-in-differences estimates indicate that firms responded to the cost shock by introducing new or improved processes, but did not change their use of managerial incentives. These results suggest that the threat of bankruptcy may provide impetus for improving efficiency.

© 2013 Wiley Periodicals, Inc.

Payment card networks, such as Visa, require merchants' banks to pay substantial "interchange" fees to cardholders' banks, on a per transaction basis. This paper shows that a network's profit-maximizing fee induces an inefficient price structure, over-subsidizing card usage and over-taxing merchants. In contrast to the literature we show that this distortion is systematic and arises from the fact that consumers make two distinct decisions (membership and usage) whereas merchants make only one (membership). These findings are robust to competition for cardholders and/or for merchants, network competition, and strategic card acceptance to attract consumers.

Copyright © 2013 by the American Economic Association.