Tapping into and Benefiting from the Forces and Agents of Globalization: Creating an Integrated Vehicle for Global Participation and Gain-Sharing

Steve Meyer, the chief marketing officer at Trilogy, was evaluating the best way to move forward with an innovative, customer value-based pricing approach for its enterprise software solutions. Trilogy had radically transformed its business from a product-centric organization to a customer-centric one, and value-based pricing was a pillar of this transformation. Meyer had to evaluate three pricing approaches: traditional license based, subscription based, and gain sharing. He had to assess which pricing approach Trilogy and Trilogy's clients would prefer and the conditions under which gain-sharing pricing would work. Meyer also had to address several adoption barriers that prevented customers from embracing the gain-sharing pricing approach.

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The Coordination and Channel Conflicts in Supply Chain Based on Stackelberg game and Gain Sharing

International Journal of u- and e- Service Science and Technology ◽

10.14257/ijunesst.2014.7.1.17 ◽

2014 ◽

Vol 7 (1) ◽

pp. 189-200

Author(s):

Jinping Qi

Keyword(s):

Supply Chain ◽

Stackelberg Game ◽

Gain Sharing

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Three Federal Demonstration Projects: Using Monetary Performance Awards

Public Personnel Management ◽

10.1177/009102609402300112 ◽

1994 ◽

Vol 23 (1) ◽

pp. 153-164 ◽

Cited By ~ 1

Author(s):

Gilbert B. Siegel

Keyword(s):

Side Effects ◽

Federal Government ◽

Air Force ◽

Technology Use ◽

Pay For Performance ◽

Merit Pay ◽

Evaluation Research ◽

Blue Collar ◽

Gain Sharing ◽

Monetary Rewards

Three federal demonstration projects have been using monetary rewards for performance with mixed results. Two of the projects, Navy and the National Institute of Standards and Technology, use individual merit pay in research and development environments. A third, an Air Force project, involves blue collar employees, and utilizes gain sharing. This article analyzes evaluation research conducted to date. Results show it is difficult to separate pay outcomes from the effects of multiple interventions. However inconclusive, there is evidence that improvements have been produced without many of the side effects which have been described in the literature on pay-for-performance in the federal government.

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Gain-Sharing, Success-Sharing and Cost-Based Transfer Pricing: A New Budgeting Approach For The Department of Defense (DoD)

Military Operations Research ◽

10.5711/morj.3.1.23 ◽

1997 ◽

Vol 3 (1) ◽

pp. 23-50 ◽

Cited By ~ 2

Author(s):

Francois Melese

Keyword(s):

Department Of Defense ◽

Transfer Pricing ◽

Gain Sharing

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“The resource-based paradigm – a special emphasis on work- force capital as a competitive strategy in businesses”

Advances in Social Sciences Research Journal ◽

10.14738/assrj.79.9019 ◽

2020 ◽

Vol 7 (9) ◽

pp. 251-261

Author(s):

Hima Parameswaran

Keyword(s):

Statistical Analysis ◽

Change Management ◽

Competitive Advantage ◽

Latent Variables ◽

Work Force ◽

Talent Management ◽

Organizational Strategies ◽

Gain Sharing ◽

Qualitative Survey ◽

Mixed Approach

It is a known fact that organizational strategies have created a competitive advantage of organizations. However, this competitiveness can be achieved only with the proper deployment of human, physical, and organizational resources. A study on the resource-based paradigm, specifically on human assets, explores the significance of human involvement and human investment perspective in enterprises. In view of that, a mixed approach, with a quantitative and qualitative survey was conducted in randomly selected manufacture industries in the UAE. The statistical analysis, with the help of SPSS 20 confirms the correlation between this model with its latent variables, talent management and change management, towards a strategic move. Moreover, the results prove that this RBV can enhance the mobility of various resources in the organization, maintain a culture, uphold gain-sharing, and boost network opportunities for the organizational and individual competencies.

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The 1982 Union Wage Concessions: A Turning Point for Collective Bargaining?

California Management Review ◽

10.2307/41165033 ◽

1983 ◽

Vol 25 (4) ◽

pp. 78-92 ◽

Cited By ~ 7

Author(s):

Daniel J. B. Mitchell

Keyword(s):

Collective Bargaining ◽

Turning Point ◽

Union Wage ◽

Common Type ◽

Wage Determination ◽

Cost Of Living ◽

Gain Sharing ◽

Income Security ◽

Wage Cuts ◽

Made In

Arguments that 1982 marked a turning point in union wage determination are overstated. While dramatic wage and other concessions were made during the 1982 collective-bargaining round—wage freezes were the most common type of concession, but absolute cuts were made in some wage levels—cuts and freezes touched only a small proportion of the contracts negotiated, and concession contracts themselves preserved the principles of multiyear duration and cost-of-living escalation. Some of the income security arrangements conceded by management in exchange for wage cuts or freezes will endure, and gain sharing could become a significant factor in wage determination if it is continued and becomes more widespread.

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