Asymmetric information in external versus internal promotions

Cash Back : Asymmetric Information in Auto Manufacturer Promotions ∗

Automobile manufacturers make frequent use of promotions that give cash-back payments. Two common types of cash-back promotions are rebates to customers, which are widely publicized to potential customers, and rebates to dealers, which are not publicized. While the payments nominally go entirely to one party or another, the real division of the manufacturer-supplied surplus between dealer and c...

Asymmetric employer information, promotions, and the wage policy of firms

This paper provides evidence that inefficient promotion strategies and large wage increases upon promotion may both arise as a consequence of asymmetric employer information. We present a simple model that illustrates how both phenomena may jointly arise due to the information revealing character of promotions. Using experimental labor markets, we demonstrate that asymmetric employer informatio...

JOHN DILWORTH Internal versus External Representation

Asymmetric Thermal Stresses of Hollow FGM Cylinders with Piezoelectric Internal and External Layers

In this paper ,the general solution of steady-state one dimensional asymmetric thermal stresses and electrical and mechanical displacements of a hollow cylinder made of functionally graded material and piezoelectric layers is developed .The material properties ,except the Poisson's ration, are assumed to depend on the variable radius and they are expressed as power functions of radius. The temp...

External Versus Internal Perspectives In Determining A Firm's Progressive Use Of Information Technology

The use of IT in a firm can vary depending on a number of factors such as atop executive's perceptions and the firm's industry. In this study, variables representing the organization's external and internal characteristics were examined to determine whether they affect the firm's progressive use of IT and, if so, which has the strongest effect. A questionnaire was mailed to the Chief Executive ...