"... In PAGE 8: ...3. Operational efficiency and firm performance Three canonical functions extracted were significant (see Table5 ). Seven variables contributed a relatively larger amount of shared variation expressed by the first canonical function than the other three variables.... ..."

"... In PAGE 15: ... In order to shed light on these issues we apply panel data methods. The first and third column of Table3 introduce firm fixed effects.17 These estimates refer to the impact of changes in inequality over time within a firm on standardised wages and thus refer to short- term effects.... In PAGE 15: ... In Table 4 we check the robustness of our results. Here the turning point of the hump-shape is very similar to the one found in the OLS- regression, whereas the coefficients in Table3 indicate a positive inequality wage relation over the most part (up to two standard deviations above the mean) of the inequality scale. Especially for blue-collar workers, the fixed effects estimates reveal a limited impact of temporary changes in within-firm wage dispersion on firm outcomes.... In PAGE 16: ...technological differences and other effects of particular industries, we also include in addition the log average real wage of the industry in which the respective firm is operating. Table 3 Columns 2 and 4 of Table3 present the results of the between-firm (group-means) regressions. The estimates are weighted by the number of periods a firm is observed in the sample.... In PAGE 16: ... Here however, the turning point is much later: at a value of firm wage inequality sigma of 0.28 in Table3 . This means, that for the most part of the empirical distribution of the inequality measure sigma, a positive dispersion-wage schedule can be observed.... ..."

"... In PAGE 18: ... 1994; Powell and Dent-Micallef 1997). Table5 summarizes the SIT empirical literature to date that relates IT to performance or competitive advantage. Two general conclusions can be drawn from this table.... In PAGE 18: ... In contrast, few studies have indicated null or negative effects (for exceptions, see Sager 1988; Venkatraman and Zaheer 1990; Warner 1987). Second, a greater number of the SIT studies summarized in Table5 have found a contingent effect of IT on performance than have found a direct effect. In some cases, SIT has been noted to have both a direct effect on performance as well as an interactive effect with other constructs.... ..."

"... In PAGE 18: ... This suggests that firms might choose to divest segments that perform poorly relative to other segments within the firm. In Table8 , we examine how the relative ranking of the segments within the firm helps explain the divestiture decision. To construct the table, we rank segments according to various financial characteristics.... In PAGE 19: ... The largest segment and the most illiquid segment are highly unlikely to be divested. Table8 provides an interesting perspective on the economic importance of segment performance versus liquidity: the least-liquid segment is less likely to be divested than the best-performing segment, while the worst-performing segment is less likely to be divested than the most-liquid segment. 5.... ..."

"... In PAGE 20: ... We therefore investigate whether firms keep the best segments and stop reporting the worst. In Table8 , we examine how the relative ranking of these segments within the firm helps explain the divestiture decision. To construct the table, we rank segments according to the various characteristics.... In PAGE 21: ... The largest segment and the most illiquid segment are highly unlikely to be divested. Table8 provides an interesting perspective on the economic importance of segment performance versus liquidity: the segment with the least liquid market is less likely to be divested than the best performing segment, while the worst performing segment is less likely to be divested than the segment with the most liquid market. 5.... ..."

"... In PAGE 18: ... Specialty retailers with a match between their corporate (pipeline) strategy and their IT strategy will outperform those with a mismatch. Table14 shows the mean performance values for firms in matching cells versus the firms in the non-matching cells of Table 13. Hypothesis 2, the strong form of the strategic alignment hypothesis was not supported by our data.... In PAGE 18: ... A regression analysis showed that the results were not affected by other factors such as IT investment, industry segment, or firm size. Insert Table14 about here In short, we found only weak support for the strategic alignment hypothesis. While firms did appear to seek a match between their business strategy and their IT strategy, strategic alignment was not associated with higher firm performance.... ..."