Purchase Requirements Research Articles

Institutions, Upgrading and Development: Evidence from North East Brazilian Export Horticulture

The central concern of Global Commodity (or Value) Chain analysis is to identify upgrading possibilities for poor country (or region) producers as a mechanism for accelerating local-level development. Whilst the framework has made impressive progress in explaining how chain governance impacts upon suppliers' upgrading opportunities it has been relatively weak in integrating local-level institutions into its analysis and policy advice. This paper addresses this weakness by focusing on the interaction between suppliers' organisations and state development agencies in facilitating systematic upgrading for large numbers of producers. It is based on research on export grape production in North East Brazil, and finds that whilst exporters may be particularly well informed about changing market and buyer requirements, state agencies play a key role in both establishing initial conditions of production and assisting producers to overcome evolving technical gaps generated by fast-changing markets.

A Hybrid Decision Support Model for Selecting Highly Qualified Suppliers

It is important to select highly qualified suppliers within a limited time for e-Procurement in B2B e-marketplaces. Our study presents a hybrid e-Procurement decision support model that is composed of two modeling processes; first is the screening of candidate suppliers by multi-criteria decision making, and second is optimization modeling based on rule-based reasoning for supplier selection and allocation. This enables purchasers to specify purchase requirements effectively and find optimal suppliers that satisfy the requirements. We show with experiments that the purchase requirements for filtering suppliers reduce the risk that gives purchasers infeasible solutions, and also reduce the computational time for solving the optimization model. This study contributes significantly to the selection of highly qualified suppliers in B2B e-marketplaces.

Evaluation of a Newly Developed Tritium Calorimeter at Los Alamos National Laboratory

The Los Alamos National Laboratory tritium processing facility purchased an ANTECH Series P300 Isothermal Tritium calorimeter from the ANTECH Corporation in 2005. The instrument is used to nondestructively measure the quantity of tritium in an item based on the heat output generated by tritium beta decay. Instrument performance data collected over the past two years is presented showing that this instrument can detect as low as 0.001 W (0.003 g of tritium) within rather large measurement canisters of approximately 170 mm (6.8 in.) diameter by 610 mm (24 in.) long. With a manufacturerstated measurement power range of 0.005 W to 15 W, this calorimeter has performed beyond the specified purchase requirements. Using a combination of sensors for its thermal element, the P300 calorimeter has demonstrated exceptional sensitivity and precision.

A comparison of two types of price discounts in shifting consumers' attitudes and purchase intentions

This study focuses on consumer responses to two different types of price discounts: 1) a price discount with and 2) a price discount without a minimum purchase requirement. The effects of the discounts are examined to the extent that they may change consumers' attitudes and purchase intentions regarding a particular brand, by moving it from consumers' hold set to consideration set. A three-phase study on fast-food services in China was conducted. The results of the study provide new empirical insights regarding how to use a brand categorization model to predict the effects of different types of price discounts on consumer purchase behavior. More specifically, this study demonstrates that when a price discount with and without a minimum purchase requirement is applied to a brand in a hold set, the brand moves from the consumers' hold set to the consideration set. However, the effects of the two types of price discounts on consumers' attitudes and purchase intentions are not significantly different. The results are discussed in relation to brand management and marketing strategies in consumer goods industries.

Longevity Trading

The recent ability to trade longevity risk through the use of life settlements, whether for speculation, investment, or as a hedge, has far reaching implications for the entire financial sector. Currently, there are two active markets that trade in life settlements: the secondary market and the tertiary market. The secondary life insurance market is where a life insurance policy first enters the marketplace. The tertiary market is where individual policies and portfolios of policies come back into the market and are among between financial institutions. By providing the industry with secure, business-to-business trading platforms specifically designed for life settlement transactions, online platforms address many of the inefficiencies and shortcomings currently facing this industry. Online exchanges lower the fixed costs associated with brokering, underwriting, and purchasing a life insurance policy and consequently provide the opportunity for smaller policies to be brokered in the secondary market. Electronic trading platforms provide the ideal solution to monitor, update, and report upon the requlatory requirements of both buyers and sellers. Transparency and disclosure is probably the most compelling justification for the use of electronic platforms. For securitization to develop and flourish, an electronic exchange will need to be in place to facilitate trades and transactions. <b>TOPICS:</b>Legal and regulatory issues for structured finance, MBS and residential mortgage loans, credit risk management

Internet retailing quality: one size does not fit all

PurposeThe objectives of this paper are to examine the stability of the dimensions of quality across various categories of internet retailing and to identify the quality criteria that are associated with each category.Design/methodology/approachInterviews are conducted to examine the quality requirements of internet shoppers relative to four categories of internet retailing. A quality criteria model (or RECIPE) is developed for each category and a comparison of the instruments is performed.FindingsAll four categories of internet retailing involve quality dimensions of “web site”, “transaction”, “delivery”, “customer service”, and “security”. However, the criteria within these dimensions are not stable across the categories. Most of the differences relate to the transaction and fulfilment processes.Research limitations/implicationsIn measuring and managing internet retailing quality, “one size does not fit all”. Quantitative research is required to develop and refine quality measurement scales for the three categories of internet retailing for which such instruments do not exist.Practical implicationsManagers should use category‐specific quality management tools to ensure that the purchase and fulfilment requirements of customers are addressed adequately and appropriately.Originality/valueBecause most studies assume that all types of internet retailing are much the same, they have proposed general‐purpose scales for measuring quality. In contrast, the present study identifies and describes four category‐specific variations of internet retailing quality.

Status Check: Are We Managing Performance or Managing Performance Data?

MORE THAN A DECADE AGO, I conducted an extensive review of the literature on external reporting of hospital performance data. Key takeaways from that review included the following: (i) there is a lack of consensus about to measure and report, (2) existing information resources and databases are inadequate and inaccurate with regard to constructing desired measures, (3) there are concerns about the validity and reliability of available indicators, and (4) high costs are associated with measuring performance and preparing reports (Slovensky 1996; Slovensky, Fotder and Houser 1998). My naive belief was that these issues would be resolved in a very few years. I expected healthcare executives to address the operational issues of technology and expense, health services researchers to conquer the statistical challenges, and one or more regulatory or advocacy groups to establish a standardized reporting framework. Subsequently, healthcare organizations would achieve strategic benefits from making performance data available to purchasers and consumers of healthcare services. In turn, purchasers and consumers would be empowered with information to make better healthcare decisions. Unfortunately, as Patrice Spath's current literature review suggests, none of these issues has been resolved. In fact, the pessimists among us might conclude that only moderate progress has been made in any category. Nevertheless, extraordinary resources have been expended systemwide in pursuit of the best (or at least good) indicators of provider performance, in building robust information management capabilities, and in establishing communication forums to connect providers, purchasers, and consumers. Seemingly, none of the players questions the inherent value in measuring and reporting performance data, but the what and remain problematic. This issue's lead articles provide a status report on performance and management from two useful perspectives: a recommendation for we should be doing based on current knowledge and an example of we are doing and how it's working for us. As is her wont, Spath provides practical advice for healthcare executives, discussing rational decision criteria for investing organizational resources to create a system to meet internal and external needs. The report by Ron Anderson, Ruben Amarasingham, and S. Sue Pickens of how clinical quality is managed at Parkland Hospital & Health System is consistent with Spath's recommendations, but adds rich contextual information to the big picture. WHAT TO MEASURE AND (MAYBE) REPORT Tomorrow's healthcare leaders, that is, current students and recent graduates of academic programs, are taught to establish performance indicators to measure achievement of strategic goals (Swayne, Duncan, and Ginter 2006), some of which will articulate the organization's quality positioning. From a market perspective, the ability to benchmark or compare one's performance against that of competitors may be essential. Our lead authors agree that performance must meet regulatory, purchaser, and accreditation requirements, in addition to supporting the organization's strategic agenda. Healthcare executives truly are faced with a measurement if all these information needs differ. All too often we feed the monster by trying to meet the needs of all rather than making deliberate decisions about key stakeholders and negotiating information sharing with strategic partners. And in doing so, we relearn that measurement, like quality, is an unending journey. Not only are robust measures difficult to construct, but issues of data availability and data quality further complicate the design process. In addition, the number of external reporting initiatives to which organizations can subscribe is legion and ever changing, and a significant number are mandated. In fact, for smaller organizations with limited resources, complying with mandates may preclude, or severely limit, any facility initiatives. …

Taming the Measurement Monster

The healthcare performance measurement landscape continues to evolve. Despite questions about the value of performance data, healthcare organizations are being challenged to meet the data demands of a growing number of mandatory and voluntary measurement projects. Standardization of measure specifications and definitions is months (if not years) away. For healthcare organizations, the measurement "monster" may seem impossible to tame. Although the measurement capabilities of healthcare organizations are being stretched, there are some solutions. First, senior executives must be actively involved in promoting a meaningful measurement system that is compatible with the organization's quality goals and meets regulatory, purchaser, and accreditation requirements. Next, efficiency improvements in the way of systemwide collaboration and expanded information technology support can help reduce the administrative burdens. There is no denying that the focus on measurement has advanced the quality of patient care. Healthcare organizations must create the systems necessary to sustain these gains and move forward toward ever better patient care.

“In God We Trust; All Others Bring Data”

INCREASINGLY, HEALTHCARE PROFESSIONALS are being asked not only to explain why they do what they do but also to provide data that demonstrate that their processes are stable and capable of meeting customer expectations. The move away from absolute trust in the medical system and the providers of care to a perspective that demands data as proof of quality and safety represents a fundamental shift in how this nation views the healthcare industry. Dr. Deming's well-known statement seems apropos to this growing focus on healthcare measurement: God we trust; others bring data! The authors of the lead articles in this issue have a very clear and deep understanding of the growing demands for data being placed on healthcare providers. The article by Patrice Spath offers a wonderful framework for understanding the context and evolution of the national movement toward greater data transparency. There is no doubt that organizations such as the Centers for Medicare and Medicaid Services (CMS), the Joint Commission, and even the Agency for Healthcare Research and have set the national stage for a focus on healthcare measurement. If providers had to respond only to these national initiatives, however, they might be able to tame the measurement monster. But this is not the case. A majority of the data demands currently placed on healthcare providers seem to stem not so much from the national organizations that have been engaged in this work for several decades but rather from the growing number of regional, state, and local agencies and organizations that have decided to place their own data requirements on the healthcare industry. For example, in Pennsylvania, the state data commission (the Pennsylvania Health Care Cost Containment Council [PHC4]) has existed since the mid-igSos, yet several years ago, a new piece of legislation (Act 13 of 2002) established the Pennsylvania Patient Safety Authority (PPSA). This independent state agency, according to its website, is charged with, taking steps to reduce and eliminate medical errors. To accomplish this purpose the PPSA is requiring all Pennsylvania-licensed hospitals, ambulatory surgical facilities, birthing centers and certain abortion facilities to report what the Act defines as 'serious events' and 'incidents' to the Patient Safety Authority. In turn, the Authority will analyze the collected data to identify trends or systems failures that can be corrected to prevent future serious events and incidents. Make no mistake about it, the PPSA is certainly setting the proper tone for patient safely within Pennsylvania. But when you combine the data requirements of the PPSA with those of the PHC4, and then top it off with CMS, Joint Commission, and a variety of purchaser requirements, you start to get a dear sense of the measurement monster's true size and appetite for data. Although the historical review is valuable for addressing Spam's first recommendation for taming the measurement monster (i.e., getting administrative to understand the measurement evolution and driving forces), it is her second suggestion that is the most critical. Specifically, she recommends that leaders must be personally involved in identifying appropriate measures to gauge individual and organizational practices and supporting efforts to develop and sustain organizational capacity for continual performance improvement. As I read her perspectives on this second point, I found myself reflecting on yet another of Dr. Deming's classic lines: Quality begins with intent, which is fixed by management (Deming 1992, 5). If the of an organization do not become actively involved in the quality measurement journey, then they will most likely find themselves at a destination that was not on their initial road map. Obviously, the details of data collection and analysis should not be part of a senior leader's daily work, but setting the strategic direction and forming the organization's measurement philosophy should be the guiding points for senior leaders. …

Surviving at the Margins? Deindustrialisation, the Creative Industries, and Upgrading in London's Garment Sector

In this paper we examine trajectories of change in London's garment industry set within the contexts of deindustrialisation, increasing competitive pressures, and discursive shifts in public policy towards the ‘creative industries’. We emphasise the diversity of firm-level strategies that have been implemented to cope with increasing competitive pressures, liberalisation, and outsourcing in the industry. We identify a dominant trajectory of factory closure, job loss, and deindustrialisation as firms are unable to compete on the basis of the kinds of contracting requirements of buyers and retailers in a high-cost location such as London. We also identify a range of strategies that firms continuing to operate in London have adopted, including the development of new functions in the supply chain, repositioning in relation to specific market niches, coordinating the relocation of production offshore, upgrading towards more design-intensive, small-batch production, and spreading risk across a range of activities. While some of these strategies connect to wider public policy discourses concerning the creative industries in London, they also suggest the need for a broader framing of firm-level trajectories set within the context of the power of major buyers and retailers. Consequently, in the paper we raise concerns over the extent to which creative industries can contribute to enhancing social inclusion and economic development.

Eliciting user preferences through a guided design personalization process

In building industry, sound methods are needed to determine the design options that respond to the requirements of the potential house buyers. A new method is presented that consists of two main concepts: a user centred design approach through a non-designers interface and Bayesian networks for learning the housing preferences and responding to design choices. In a design session, the network is used to collect data about the housing preferences and to check for design inconsistencies. An experiment with the system in a housing project shows how the subjects responded to the system feedback on their design decisions.

Ranking the importance of quality variables for the price of high quality beech timber (Fagus sylvaticaL.)

Based on the linear regression method this paper uses two econometric models to explain timber prices achieved for high quality beech timber (Fagus sylvatica L.). The modelling starts with the assumption that among other variables, the buyers' preference determines the level of the demand curve and therefore the price paid for specific goods of a given quantity. In a first step the buyers' preference was used as the central independent variable in an econometric model (Price-preference-model). The variable was derived through 4 026 written buyers' bids for 980 high quality beech logs offered by the Bavarian State Forest Service in autumn 2001. The logs represented a total quantity of 2 032 cubic meters (m 3 ). The number of bids for a specific timber log multiplied by its volume served as a proxy for the buyers' preferences, while indicating the potentially marketable amount of timber for a particular log. As a covariate the quantity of timber offered of a particular type, defined by timber diameter, length and quality grade was employed. Both variables, the buyers' preference and the timber quantity, accounted for 67% of the variation of the timber prices (RMSE ± 38.4 Euro/m 3 ). The buyers' preference absolutely dominated the model, alone accounting for 66% of the variation. The subsequently derived second econometric model (Preference-quality-model) was utilised to explain the buyers' preference by means of relevant log size and quality variables. Among the set of independent quality variables, only the heartwood, the stem curvature, the spiral grain, the growth stresses and the roughness of the bark contributed significantly to explain the buyers' preference. The Preference-quality-model was able to explain 58% of the variation of the actual buyers' preferences observed. Both models, the Price-preference-model and the Preference-quality-model were eventually combined in order to rank the timber quality variables according to their importance regarding the timber price. When combining both models an overall r 2 of 0.66 was achieved. Tests with independent data were successful. The ranking showed that the is the most important timber quality variable, followed by spiral grain, stem curvature, roughness of the bark and growth stresses. Moreover, an analysis of separate Price-preference-models and Preference-quality-models revealed clear differences between European and Asian buyers. While the Asian buyers were more interested in large logs (in terms of the diameter), the European buyers were more differentiated in their preferences with regard to the timber quality. If the already covered 30% of the stem's diameter, for example, it was not important for to Asian buyers, whether the red heartwood comprised of more or less than 50%. Growth stresses and Signs of old felling damage played no quantifiable role in the Preference- quality-model, Asia while they did in the Preference-quality-model, Europe. Where the Roughness of the bark was important for the Asian buyers, it was not relevant for the European market. Whereas the European buyers would prefer to buy stems with comprising of less than 30% of the stem's diameter, the Asian buyers would accept a higher amount of heartwood. timber price / timber quality / buyers' preference / econometric models / requirements of European and Asian buyers

Quality Index Method developed for Frigate tuna (Auxis thazard)

An investigation was carried out to develop and evaluate a Quality Index Method (QIM) scheme for Frigate tuna (Auxis thazard) for the prediction of past and remaining storage time in ice. The quality index method (QIM) provides weighted evaluation of the key parameters in deterioration of individual species, assigning demerit points according to the importance of each parameter. For the development and evaluation of QIM scheme, Frigate tuna were stored in ice and assessed raw and cooked. The QIM developed for raw Frigate tuna comprised of 11 parameters (appearance of skin and stiffness: cornea, form and colour of eyes; colour, smell and mucus of gills; condition of viscera; colour of blood and fillets) covering attributes, which gave a total of 25 demerit points. Sensory analysis of cooked Frigate tuna using Torry scheme were carried out in parallel to determine the shelf life. In order to obtain more information about the quality of Frigate tuna, Total viable counts (TVC), hydrogen sulphide (H2S) producing bacteria, trimethylamine (TMA), total volatile basic nitrogen (TVN) content and pH value were determined. The sensory evaluation was carried out by a panel of 6-7 judges and the rejection level was found to be 22 days. The QIM scheme developed for Frigate tuna showed a linear relationship between QIM scores and storage time in ice, (r2 = 0.9378) with slope of 0.755. The TVC varied from 102 cfu g-1 to 106 cfu g-1 within 7 to 22 days and H2S producing bacteria at 102 cfu g-1 within 22 days of storage in ice. The TMA and TVN amounts increased with time and the amounts ranged from 1.2 mg/100g to 2.5 mg/100g and 17.2 mg/100g to 34.9 mg/100g respectively. The variation of pH ranged from 5.4 to 5.9 within the storage. The QIM calibration curve obtained for Frigate tuna indicates it’s applicability to determine the storage life of fish in ice. Further, it will facilitate the requirements of buyers and sellers while fulfilling the demands of inspection authorities and the consumers.

Supplier selection and order lot sizing modeling: A review

With globalization and the emergence of the extended enterprise of interdependent organizations, there has been a steady increase in the outsourcing of parts and services. This has led firms to give more importance to the purchasing function and its associated decisions. One of those decisions which impacts all firms’ areas is the supplier selection. Since the 1950s, several works have addressed this decision by treating different aspects and instances. In this paper, we extend previous survey papers by presenting a literature review that covers the entire purchasing process, considers both parts and services outsourcing activities, and covers internet-based procurement environments such as electronic marketplaces auctions. In view of its complexity, we will focus especially on the final selection stage that consists of determining the best mixture of vendors and allocating orders among them so as to satisfy different purchasing requirements. In addition, we will concentrate mainly on works that employ operations research and computational models. Thereby, we will analyze and expose the main decision's features, and propose different classifications of the published models.

Buyer‐focused operations as a supply chain strategy

PurposeBuyer‐focused operations aim at a high level of supply chain alignment by singling out resources for one buyer in order to serve this buyer optimally. The purpose of this paper is to identify what business characteristics make suppliers choose buyer‐focused operations as a supply chain strategy in their relationships with key buyers.Design/methodology/approachA broad range of qualitative and quantitative data was collected during interviews and plant visits in a multi‐case study research design. Nine units and 42 supply links with key buyers were investigated and analysed.FindingsThe suppliers choose buyer‐focused operations for different reasons. As expected, some of them choose buyer‐focused operations to fulfil the buyer's requirements in terms of flexibility (mix, volume, specification and timing). However, in other situations, buyer‐focus is used for other reasons: mostly to perform additional assembly operations. Suppliers rarely consider buyer‐focus of core production technology in relationships with buyers for which cost and speed are the main order‐winners.Research limitations/implicationsThe study is based on a relatively small number of cases. Although the findings confirm the theoretical framework, more empirical work is needed to better understand different forms of buyer‐focus. Further research should also point out if and how mutual trust and risk dispersal influence decisions to invest in buyer‐focused resources.Practical implicationsThe results of this paper help managers in choosing between different forms of buyer‐focus, based on the specific characteristics of a supply chain link.Originality/valueThe paper introduces focus into the domain of supply chain management and shows that striving for close cooperation in a supply relationship needs to be carefully considered and depends on the business characteristics. The paper contributes also to a better understanding of the concept of buyer‐focus and distinguishes different types.

Supplier‐assembler network structure and capability improvement of suppliers in newly emerging Vietnam's motorcycle industry

Summary By analyzing five in‐depth case studies of suppliers in newly emerging Vietnam's motorcycle industry, this paper explores the differences in patterns and processes of capability improvement of suppliers who participate in different kinds of supplier‐assembler network with different structures (arm‐length or embedded). The paper finds the correlation between the kinds of suppliers’ capabilities improved and the structure of networks they participate in. While suppliers in arm‐length networks can improve more upstream capabilities (structure design, process design), suppliers in embedded networks can improve more downstream capabilities (process design, process setup, process maintenance and delivery control). Two capability improvement patterns of firms in newly emerging economy are indicated. The first pattern is asymmetrical improvement, either upstream or downstream capabilities, by participating in either arm‐length or embedded networks. This pattern obstructs the suppliers to meet the requirements of new buyers who come from different kinds of network. The second pattern is symmetrical improvement by joining both arm‐length and embedded networks.

Loyalty program planning and analytics

PurposeThe paper aims to review and critique the current state of loyalty program planning and analytics, highlighting a number of process and methodological deficiencies.Design/methodology/approachA general loyalty program planning approach is outlined, designed to build a foundation for a profitable loyalty initiative.FindingsThe paper demonstrates the importance of robust customer insights to program planning and its ongoing management; it also challenges the accuracy of the conventional buyer loyalty measurement approach. In particular, the paper highlights the flaws of the dichotomous loyalty classification which makes often unreasonable category purchase requirements assumptions.Originality/valueThe alternative to the loyal customers vs brand switchers buyer categorization is offered, which allows customers to be single‐brand loyal, multi‐brand loyal or brand switchers. An explicit brand buyer loyalty categorization is presented, built around explicit differentiation between repurchase exclusivity and brand loyalty.

The roles of xinyong and guanxi in Chinese relationship marketing

PurposeThis study incorporates two Chinese cultural variables guanxi (personal relationship) and xinyong (personal trust) with other relational variables that are well defined in the west, i.e. supplier competence, commitment, conflict handling and satisfaction to see how they generate partnership relationship in a sino‐western relationship marketing context.Design/methodology/approachResearch objectives are achieved through a combination of model building, quantitative design, testing of hypotheses using AMOS and analysis of findings. The subject scope is imbedded within cultural impact on relationship marketing in a sino‐western context.FindingsThis study finds that Western suppliers must be competent in product knowledge, market development, and adaptation to buyers' requirements to resolve conflicts in order to establish their xinyong with the buyers. Competence allows suppliers to show psychological commitment and establish guanxi with the buyers. It also shows that guanxi has a stronger influence on xinyong than on satisfaction. Suppliers should use guanxi to generate buyer's perception on xinyong whilst maintaining a reasonable level of buyer satisfaction with their products and services. Also, relationship between xinyong and satisfaction is not significant. A buyer's satisfaction on the supplier's product and services does not necessarily mean that this buyer perceives the supplier having xinyong because Chinese mix (up) business with personal relationships together and sometimes they make trade‐off between them!Research limitations/implicationsThis relationship study was conducted in a single‐product relationship context within the clothing industry in the PRC environment and therefore, its findings may not be generalised to other industry. Future Chinese relationship study should increase the sample size so as to cover more industries to allow comparison across industries. This is especially valid between a manufacturing and a service‐based industry. A service‐based industry may even emphasize more on guanxi and xinyong because of its intangible aspects! Future research should include the xinyong constructs, the concepts of face and reciprocity. To what extent these important Chinese cultural values affect satisfaction and xinyong have not been determined.Practical implicationsEffective conflict handling skills and guanxi are vital to formulate a xinyong positioning strategy. A supplier must be competent in product knowledge, market development skills, and adapt to a buyer's requirements to resolve conflicts with the buyer to establish xinyong.Originality/valueThis research is an initial attempt to establish the relationship between guanxi, xinyong and partnership relationship and generates a new research area in Chinese relationship marketing.

Small business responsibility in developing countries: a threat or an opportunity?

AbstractMany developing country small and medium sized enterprises (SMEs) that are exporters see themselves facing a dilemma. They do not know how to respond to the rising social and environmental requirements of global buyers and supply chains and fear that were they to do so they would lose their competitive edge. However, they are aware that if they do not meet these requirements, they will not be able to access new foreign markets and may lose the contracts they already have. To investigate whether practical methods exist for resolving this dilemma, the United Nations Industrial Development Organization (UNIDO) carried out a one year project with 22 SMEs in four Asian countries. The results suggest that well targeted, enterprise‐specific efforts to meet corporate social responsibility (CSR) requirements can make a positive contribution to both short‐term profitability and longer‐term competitiveness. The ‘business case’ for CSR appears strongest in the environmental area, but measures in that area can act as a ‘starter motor’ for tackling more systemic ‘social’ problems. Furthermore, tackling social issues at the workplace can feed back positively to improve the sustainability of the environmental improvement measures. Copyright © 2005 John Wiley &amp; Sons, Ltd and ERP Environment.

Participation in the National Flood Insurance Program: An Empirical Analysis for Coastal Properties

AbstractA perennial question about the National Flood Insurance Program is: how can participation be increased? An empirical analysis of individual‐level data reveals that in a sample of coastal areas the participation rate is 49 percent of eligible properties. Participation responsiveness to price is inelastic, but it has been increased by the mandatory purchase requirements for mortgage borrowers. Easing conditions for participation in the program would probably not reduce flood control measures, such as seawalls, which may degrade beach conditions and coastal ecosystems.