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Since 2016, organized retailers in Colombia have struggled against a new retail format: Hard-discount stores. This sales channel fulfills essential shopping basket products with consistent low prices. To be competitive and preserve their market position, organized retailers must improve their processes and their pricing decisions. Promotions and discounts have been considered as an effective alternative to compete. This study analyzes the impact of joint prices decisions over the individual and global financial key performance indicators when a collaborative strategy is adopted. Our case study comprises a supermarket chain Colombian retailer and a consumer packaged-goods manufacturer to analyze its supply chain performance. The analysis considers different product categories (food, personal care, and cosmetics) and country regions. The results highlight that benefits are unequally distributed along different echelons and supply chain performance is affected when pricing decisions are made independently.

This research explores whether gender affects faculty satisfaction with opportunity for advancement in rank at two elite liberal arts colleges in the United States.

We analyze survey data from associate and full professors to identify predictors of satisfaction with advancement. Focus group and interview data supplement our interpretations of regression results.

The two colleges differ in the impact of gender, rank, perceptions of the full professor promotion process, and quality of department relationships on satisfaction with advancement. At one college, there is no gender difference, while at the other, women are less satisfied than men. The effect of gender at this college is fully mediated by department relationship quality.

This cross-sectional study was conducted at only two colleges. Interpretations of the quantitative results are inductively generated and not tested in the analysis.

We make recommendations to improve processes and pathways for promotion that recognize the role of department climates in fostering or hindering career progression. Gender may be less salient in contexts in which associate professors have positive department relationships and in which promotion criteria value their administrative service and other institutional contributions sufficiently.

Previous research about promotion to full professor has focused on research universities while we examine the issue at liberal arts colleges, institutions that emphasize undergraduate study.

We study career and wage dynamics within and between firms using a large linked employer-employee panel dataset spanning 26 years. We construct six-level hierarchies for more than 5,000 firms. We replicate most of the analyses from Baker, Gibbs, and Holmström (1994) and make some extensions. Many of our results corroborate their findings. Careers within firms are important, but the strong version of the theory of internal labor markets does not fit the data. Recent theories of career and wage dynamics explain our findings well.

This study provides experimental evidence on whether and how management's use of self-promotion, as a type of proactive impression management strategies in its disclosures, influences nonprofessional investors’ judgments and decisions. The results show that management's use of self-promotion influences nonprofessional investors so that investors (1) expect management's future performance to be better and (2) are likely to invest more in the company. These positive effects are more prominent when management's credibility is perceived to be high than when it is low. The findings of this study provide implications for both practice and research.

This paper investigates CEO turnover and the usefulness of relative performance evaluation (RPE) as a management incentive in an emerging economy lacking market-based competition.

In a sample of China’s listed state-owned enterprises (SOEs) from the period 2001 to 2005, we manually collect the data where a CEO has gone after being removed by reading the annual reports of the firms and searching the major news and business publications, and run OLS regressions to examine how various incentives provided by different CEO turnovers such as promotion, demotion, and rotation affect the firm performance.

We find that 41% of departing CEOs in SOEs is being promoted. The promotion is positively associated with preceding firm performance relative to peers in the same region and this association is more significant than that between the promotion and firm’s specific performance. Furthermore, the promotion outperforms other incentive schemes such as CEO demotions by 5–8% in terms of subsequent Tobin’s q in three years. These consequences persist in undeveloped regions where there are fewer firms listed on the stock market, a lower stock market capitalization, or a higher regional Herfindahl–Hirschman Index ( HHI ).

The findings imply that promotion based on RPE provides an important incentive by creating competitions.

We examine personnel policies and careers in public agencies, particularly how wages and promotion standards can partially offset a fundamental contracting problem: the inability of public-sector workers to contract on performance, and the inability of political masters to contract on forbearance from meddling. Despite the dual contracting problem, properly constructed personnel policies can encourage intrinsically motivated public-sector employees to invest in expertise, seek promotion, remain in the public sector, and work hard. To do so requires internal personnel policies that sort “slackers” from “zealots.” Personnel policies that accomplish this task are quite different in agencies where acquired expertise has little value in the private sector, and agencies where acquired expertise commands a premium in the private sector. Even with well-designed personnel policies, an inescapable trade-off between political control and expertise acquisition remains.

This study examines and describes the experiences and perceptions of women and men associate professors from various academic disciplines as they chart and navigate their academic career trajectories.

Using a case study approach, we interviewed 11 purposively selected mid-career faculty members and five department heads.

Through the Social Cognitive Career Theory (SCCT), we identified issues of clarity, climate, self-efficacy, and gender disparity as major concerns for mid-career faculty.

This research is limited to a research-intensive university in the southeastern United States. The small study population and unique context limit the generalizability of the study.

Findings of the study provide a lens for university and college administrators, human resources professionals, and other institutional leaders to view professional development programs for mid-career faculty members at their own institutions. The findings also suggest a need for improvements to current family-friendly policies to reduce gender bias and retain women faculty members.

This paper offers practical recommendations to higher education administrators and human resources professionals on how to positively cultivate a better work climate and culture for mid-career faculty members. It also offers suggestions on how to be sensitive to and improve gender equity among mid-career faculty in higher education.

Some positions within a firm consistently lead to promotion with a higher probability than other positions at the same hierarchical level. Therefore, serial correlation of promotion rates is not indicative merely of individuals with high innate ability, but it is also a feature of organizational structure. I describe these positions as “fast jobs” and present a model in which jobholders acquire human capital in these jobs that is more valuable at the next level. Data from a financial services firm confirm that workers in fast jobs are younger than other workers at the same level, and that transfers from fast to slow jobs are common. Thus, the process of grooming workers for advancement is analogous to more aggressive up-or-out systems. This deliberate grooming of some workers for advancement has income inequality implications, as it may reinforce the effect of small biases or small differences in early apparent ability.

Moving up the career ladder has its rewards – more money, of course. However, in academia, it could also mean more time and autonomy to pursue your research interests and greater ability to influence the direction of your department and your field. However, getting a promotion takes time and effort, mixed in with a pinch of luck and willingness, while keeping your day job ticking over. Amidst all this, you also need to ensure you are across the process and criteria – slightly different at every university and different yet again in institutions overseas. This chapter will demystify the process by providing you with a useful overview across global contexts, tips, and tested techniques for making yourself promotion ready.

We formulate static and dynamic empirical models of promotion where the current promotion probability depends on the hierarchical level in the firm, individual human capital, unobserved individual specific attributes, time-varying firm-specific variables, as well as endogenous past promotion histories (in the dynamic version). Within the static versions, we investigate the relative influence of the key determinants of promotions and how these influences vary by hierarchical levels. In the dynamic version of the model, we examine the causal effect of past speed of promotion on promotion outcomes. The model is fit on an eight-year panel of 30,000 American executives employed in more than 300 different firms. The stochastic process generating promotions may be viewed as a series of promotion probabilities which become smaller as an individual moves up in the hierarchy and which are primarily explained by unobserved heterogeneity and promotion opportunities. Firm variables and observed human capital variables (age, tenure, and education) play a surprisingly small role. We also find that, conditional on unobservables, the promotion probability is only enhanced by the speed of promotion achieved in the past (a structural fast track effect) for a subset of the population and is negative for the majority. In general, the magnitude of the individual-specific effect of past speed of promotion is inversely related to schooling, tenure, and hierarchical level.