Knowledge at Wharton

Microsoft announces that it will spend about $2 billion to fend off rivals such as Google and thwart Sony’s video game ambitions and the company loses more than $30 billion in market capitalization in a day. Fair trade or overreaction? Probably a little of both according to experts at Wharton. Microsoft certainly isn’t hurting financially. The company reported net income of $2.98 billion on revenues of $10.9 billion for the quarter ending March 31. But the big question is whether that performance will be maintained over the next decade. One issue say Wharton faculty and others is whether Microsoft has grown too big to be nimble enough to compete with its long list of rivals on many fronts: Google in Internet search and advertising; Sony in video games with the launch of its Playstation 3 on November 17; Linux inside the corporation; and Apple Computer in digital media to name just a few. By extending its reach into new markets such as mobile communications and digital entertainment is Microsoft in danger of stretching itself too thin?

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When consumers are diagnosed with a medical condition such as high cholesterol or obesity they immediately begin a new regime of brisk walks and a diet of heart-healthy foods right? Not necessarily says Wharton marketing professor Lisa E. Bolton. If those consumers are taking a prescription or over-the-counter drug for their condition they may actually toss back more chips and donuts. Those taking a supplement however may be more likely to eat broccoli and hit the treadmill. In a new research paper Bolton Wharton marketing professor Americus Reed II and Penn medical school professors Kevin G. Volpp and Katrina Armstrong look at how consumer perceptions of supplements and prescription drugs can affect risk perceptions and intentions to diet and exercise.

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It’s one of the oldest most fundamental ideas in management theory: that executives should understand how the many distinct functional components of a firm -- production distribution product mix human resources -- interrelate to achieve the proper fit. In recent years however this notion of comprehending the ”part-whole” relationship of the firm fell out of favor as thinkers turned to other concepts -- such as relying on core competencies to attain competitive advantage. Now two professors in Wharton’s management department Daniel A. Levinthal and Nicolaj Siggelkow say it is time to once again address the part-whole concept. Without this systemic way of looking at companies the researchers note firms run the risk of engaging in compartmentalized thinking that can work to their disadvantage. The two scholars have addressed issues related to firm positioning and the part-whole relationship of the firm in a number of papers and articles.

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Once again proxy season has revealed some eye-popping numbers in executive compensation packages generating heat from shareholders labor organizations and some analysts who contend that the links between CEO pay and performance are frayed. Other experts however suggest that most executives do earn their pay without indulging in mega-option packages or in salaries that keep increasing even as share value declines. At the same time these experts also suggest ways to improve compensation packages to more closely align them with shareholder interests.

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Illegal immigration into the United States has sparked heated debate in Congress roiled the two main political parties and prompted hundreds of thousands of immigrant supporters to take to the streets recently in peaceful demonstrations nationwide. At stake are the lives and livelihoods of as many as 12 million undocumented workers the companies they work for and the job opportunities of millions of low-skill American citizens. The large number of illegal immigrants raises key economic questions: Do illegal immigrants depress wages paid to low-skill workers? Do they take jobs away from Americans? How dependent on undocumented workers is the U.S. economy? Should illegal immigrants be compelled by law to return to their native countries? Or should Congress hammer out legislation that would allow illegal immigrants to pay some type of penalty yet remain in the United States and continue working?

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With this spring’s criminal trial of former Enron executives Ken Lay and Jeffrey Skilling the public was again seeing accounts of Raptors Chewco and Osprey -- some of the shadowy ”special purpose vehicles” the energy company used for improper purposes such as concealing its mushrooming debt. But while much of Enron’s SPV use was illegal most SPVs are proper and they can serve a variety of functions. Many are separate business-financing operations whose transactions do not appear on the parent company’s books. They can be used to create easily traded asset-backed securities that allow their ”sponsor” companies to convert cash flows expected over many years into immediate lump-sum payments according to Wharton finance professor Gary B. Gorton who with colleague Nicholas Souleles has written a paper on the topic titled ”Special Purpose Vehicles and Securitization.”

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The Pentagon recently invited a group of 43 civilians including Michael Useem director of Wharton’s Center for Leadership and Change Management to witness the management and leadership of its Central Command which is responsible for the wars in Afghanistan and Iraq. Useem and his colleagues -- who included executives private equity investors media commentators and academics -- traveled to the Middle East to observe troops and operations in Kuwait Bahrain and the Arabian Sea. In this report written literally from the frontlines Useem takes ”a look at the execution of American military policy -- not the policy itself -- a subject of continuing and increasingly intense national debate .... From even this brief foray into their world it is evident that the U.S. armed services have built what many private companies strive for: a culture of readiness and commitment cross-service and cross-national integration and pragmatic flexibility.”

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Lawton Burns is a professor of health care systems and management director of the Wharton Center for Health Management and Economics and author of a new book entitled The Business of Healthcare Innovation. While much has been written about doctors and hospitals government regulations and medical insurance issues Burns’ book looks at an area of healthcare that has not gotten much attention -- the producers of healthcare products ranging from pharmaceuticals and biotechnology to medical devices and information technology. Yet Burns would argue that a focus on the producer side of the healthcare equation is critical -- not just because we are increasingly more reliant on medical technology but also because of the ever escalating costs of advances in these areas. Burns talked to Knowledge at Wharton’s Mukul Pandya and Robbie Shell about the issues raised in his new book.

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Almost anyone who has been following the auto industry especially in the U.S. will agree that lately it has had a bumpy ride. For one thing the difficulties of GM and Ford have filled the headlines for several months now and there has been lots of speculation about how severe these problems are. In addition the auto parts maker Delphi which was spun off from GM in 1999 is now in the midst of bankruptcy proceedings and actively negotiating with both the United Auto Workers union and GM. Yet another challenge is growing global competition: Virtually all the Japanese brands are showing an increase in market share in the U.S. And finally questions continue to persist about advances in technology especially as they concern the new hybrid models. John Paul MacDuffie a professor of management at Wharton and co-director of the International Motor Vehicle Program spoke about these issues with Knowledge at Wharton’s Mukul Pandya and Robbie Shell.

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In Wharton marketing professor George Day’s world the term ”peripheral vision” means the ability of companies to detect interpret and act on distant signals whether a rumor heard about a new rival a newspaper article about a new medical device or the popularity of a blog started by a dissatisfied customer. Day and co-author Paul Schoemaker have written a book entitled appropriately enough Peripheral Vision: Detecting the Weak Signals That Will Make or Break Your Company designed to help firms avoid being blindsided by unexpected events. According to the authors only 20% of companies have succeeded in developing peripheral vision well enough to stay ahead of their competitors. Day talked with Knowledge at Wharton’s Mukul Pandya and Robbie Shell about his book.

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