Management education and the theatre of the absurd

In this paper we adopt a humanities perspective to reflect on the nature of business schools and management education (Vargish, 1991; March & Weil, 2005; Adler, 2006; McAuley & Sims, 2009). Business schools have been criticised for becoming the “hired hands” of business (Khurana, 2007) to the detriment of a higher purpose, institutions that champion a utilitarian morality, the shallowness and indeed the dangers of which are revealed in various business scandals and especially the financial crisis of 2007-8, the effects of which cast a long shadow over today’s economic and social landscape. This has led to the criticism that business schools have lost part of their essential “philosophic connection” to issues of humanity and human identities (Augier & March, 2011: 233-4). We argue that one way to encourage philosophical reconnection is to expand management education’s engagement with the humanities (Czarniawska & Gagliardi, 2006)

Life in the grid

"As the Net evolves, all machines and people will become nodes on one network and any one computer will be able to tap the power of all" (1 page)

Deal or no deal? Some reflections on the ‘Baker-Thompson rule,’ ‘matching,’ and ‘market design’

This article raises the issue of why the idea of a ‘deal’ has become so prevalent in the discussion of political matters and policy proposals associated with future economic developments. It does this by linking the deal with several features of market design. Principal amongst these are game theory and matching algorithms. The Barker-Thompson Rule is presented as an example of a particular type of market construction operating in a game theoretic context, while the ‘matching engine’ is explored in a variety of contexts where it is argued to have become a standardized technique indicating to a possible reshaping of the economic terrain more generally. The consequences of these developments and trends are the emergence of a ‘dealing culture’ that threatens to overwhelm other forms of decision-making and consume the policy-making environment with the immediacy of its dealing logic

The Impact of Quick Response in Inventory-Based Competition

We propose an extension of the competitive newsvendor model to investigate the impact of quick response under competition. For this purpose, we consider two retailers that compete in terms of inventory: customers that face a stockout at their first-choice store will look for the product at the other store. Consequently, the total demand that each retailer faces depends on the competitor's inventory level. We allow for asymmetric reordering capabilities, and we are particularly interested in the case when one of the firms has a lower ordering cost but can only produce at the beginning of the selling season, whereas the second firm has higher costs but can replenish stock in a quick response manner, taking advantage of any incremental knowledge about demand (if it is available). We visualize this problem as the competition between a traditional make-to-stock retailer that builds up inventory before the season starts versus a retailer with a responsive supply chain that can react to early demand information. We provide conditions for this game to have a unique pure-strategy subgame-perfect equilibrium, which then allows us to perform numerical comparative statics. We confirm that quick response is more beneficial when demand uncertainty is higher or exhibits a higher correlation over time. We also find that the competitive advantage from quick response is larger when facing a slow response competitor, and interestingly, asymmetric competition can be desirable to both competitors.operations strategy, supply chain management, inventory competition, game theory, fast fashion