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Full-Text Articles in Business
The Airline Quality Rating 1996, Brent D. Bowen, Dean Headley, Uno Aviation Institute
The Airline Quality Rating 1996, Brent D. Bowen, Dean Headley, Uno Aviation Institute
Faculty Books and Monographs
UNOAI Report 96-4
The Airline Quality Rating (AQR) was developed and first announced in early 1991 as an objective method of comparing airline performance on combined multiple factors important to consumers. Development history and calculation details for the AQR rating system are detailed in The Airline Quality Rating issued in April, 1991, by the National Institute for Aviation Research at Wichita State University. This current report, Airline Quality Rating 1996, contains monthly Airline Quality Rating scores for 1995. Additional copies are available by contacting Wichita State University or the University of Nebraska at Omaha.
The Airline Quality Rating 1996, contains …
The Effects Of Environment Dynamism And Heterogeneity On Salespeople's Role Perceptions, Performance And Job Satisfaction, Ravipreet S. Sohi
The Effects Of Environment Dynamism And Heterogeneity On Salespeople's Role Perceptions, Performance And Job Satisfaction, Ravipreet S. Sohi
Department of Marketing: Faculty Publications
This article develops a structural equations model which examines the effects of environmental dynamism and heterogeneity on salespeople’s role conflict, role ambiguity, performance and job satisfaction. The model is tested with EQS, using data collected from 230 salespeople in multiple companies and industries. Indicates that environmental dynamism reduces satisfaction and performance, and increases role conflict and ambiguity. Notes that environmental heterogeneity also reduces performance and increases role conflict, but does not have a significant effect on role ambiguity.
Performance Issues In U.S.–China Joint Ventures, Gregory E. Osland, S. Tamer Cavugsil
Performance Issues In U.S.–China Joint Ventures, Gregory E. Osland, S. Tamer Cavugsil
Scholarship and Professional Work - Business
Based on an in-depth study of U.S.-China joint ventures, this article offers some insights into the performance of such international business relationships. While the conventional literature treats government as an amorphous aspea of the political-legal environment, in this case government is an active participant and influence in the performance of international joint ventures (UVs). It has both a constraining and enabling effect on LJV structure, strategy, and performance. For example, limits can be placed on ownership shares of joint ventures and on prices of the output. At the same time, government can cooperate with LJVs and foreign parent companies by …