There has been no consensus over the concept and measurement ofvulnerability to poverty (VP). Many scholars bring in different perspectives todiscuss various conceptual and measurement issues. This paper summarizes theavailable economic literature on the definitions and measurements of VP. Despitea lack of agreement, the concept of VP essentially captures the dynamic aspects ofpoverty, which are extremely important for formulating appropriate and effectivepoverty alleviation policies. This paper discusses the three basic approaches formeasuring VP. Further, the data-related issues are also discussed. Then the paperreviews previous studies on the vulnerability estimation for different countries andhighlights the relative importance of various shocks in determining vulnerability.Finally, the paper ends by raising a number of policy-related issues.

Individuals are the intellectual capital of an organization and the driving force of a company. It is their treatment which is of the prime importance that leads to their retention for long time. Thus, management should focus on improving the relationships between managers and their respective subordinates. This research investigates the factors which lead to abusive behavior of managers. One such factor is the high performance of subordinates which posits a threat to their hierarchy, thus managers involve in abuse. Furthering the study, the role of mechanistic and organic work structures has also been measured. This study was carried out in Karachi, Pakistan and a comparison was made between the mechanistic work structure of a government agency and organic structure of a software house. Total of sixty employees and their respective supervisors were taken as sample of the study. It was found that organic structures are more conducive for abuse as compared to mechanistic structures, where managers are socially dominant and exert power over resources. From this study the human resource professionals can gain insight into the effect of work structures on employees’ performance. It is important for organizations to highlight and identify abuse even if it is subtle or done indirectly by the supervisors for the wellbeing of employees and goodwill of companies. The paper corroborates results from previous studies. A novelty in the study is its attempt to use the work structure as a moderator and the findings highlight the likely impact of organic versus mechanistic structures which have not been addressed previously.

Individuals in changing generations are different; aiding in explanation of the same, citations of 18-interviews of white-collar personnel working in discrete organizations in Pakistan helped the researchers explore and endorse individual level generational differences for encoded factors of Psychological Contract (PC). The study entails extensive discussion in PC development with a meticulous focus on three generational clusters: Baby Boomers, Generation-X and Generation-Y. It is endorsed throughout the generated themes that the development of psychological contract varies in different generations. In the case of Pakistan, the career stages of the job play an intersecting role during employment timeline depending upon the organization's nature as public or private. The association has shown meaningful and extremely influencing role in PC development. The findings show that the organizations in Pakistan display poor conditions of nationwide employment theory and practice, which are worsening the context of PC development, and the recruitment houses would soon be realizing the significance for PC as per their growing 3600 survival needs to become multinationals. Thus, the study postulates that it is indispensable for organizations to execute its implementation in the organizational context.

Rapidly changing environments press organizations to respond in an appropriateand timely fashion. Strategic control plays an important role in thisadaptation process through its identification and interpretation of "changetriggers" - critical events in the external environment that mandate anorganization's response. We argue that giving more prominent place to datainterpretation in the strategic control process facilitates the identification offactors that trigger change. We build a conceptual model around a three-stepprocess of scanning/monitoring, data interpretation, and response combinedwith three different levels of strategic control (strategic surveillance, premisemonitoring, and implementation control). The model assists managers by highlightingthe factors that can cause Type II errors (not changing when change isrequired) and provides researchers with directions for future inquiry.

Marketing decisions have expanded over the years with the advent of mass production, mass distribution, and more intense competition in markets. First, mass production and mass distribution led to business concentrating on distribution and selling problems. As the number of buyers and sellers of products increased over the years the element of heterogeneity became significant ([2], [3], [4]) on both the supply and demand side of exchange. Firms had different capabilities and households had a variety of needs. The process of exchange became more a process of matching heterogeneous product benefits of the firms with heterogeneous consumer needs. Firms realized they must identify consumers with needs they could fulfill. Also, consumers realized they had a choice in purchasing.

Organizations are embedded within ecosystems and develop varying degreesof dependence based on the actors within their environment. In this study, weinvestigate the effects dependency has on firms that rely heavily on a few majorcustomers for their revenue streams. We posit that an increase in dependence on asmall number of consumers will have an adverse effect on firm performance (ROA).Furthermore, we assert that firms acquiring other firms in order to counteract thesenegative repercussions actually demonstrate an improvement in their performance.To test this hypothesis, we conducted an empirical analysis using 12,038 firm-yearobservations and our empirical results lend support to our predictions.

The major concern of this paper is predicting decision-maker momentum tochange product and service offerings in response to significant uncertainties asan antecedent to organizational change. From a survey of organizations in theNational Customs Brokers and Forwarders Association of America (NCBFAA),data were obtained on decision-makers' perceived uncertainties, and intent ormomentum to change offerings in response to uncertainty created by the U.S.Customs Modernization and Informed Compliance Act of 1993 (Mod Act).Survey measures include uncertainties, organization revenue and age, decision makerage and experience, technological expertise, formal planning and formalizationof procedures. The regression results indicate that organizationrevenue, decision-maker age and Mod Act uncertainty were associated with theNCBFAA customs brokers' momentum to change offerings in response to ModAct uncertainty. Because the survey can be adapted for industry-specific uncertainties,we propose the survey, model and its results can be used by decision makersof organizations within dynamic industries as they seek to realign to anew industry environment.