Contingent valuation is widely used due to its flexibility in valuing a wide variety of nonmarket goods. Although this method has important benefits, its validity and reliability are often criticised. This paper reviews the literature on the use of contingent valuation for measuring willingness to pay (WTP) for electricity generated from renewable energy sources (green electricity). A literature review, conducted on a sample of 51 peer-reviewed studies, shows that the vast majority of contingent evaluation studies stems from developed economies. Furthermore, most frequently used WTP elicitation techniques are open-ended and dichotomous choice approaches, which tend to produce varying levels of WTP. Studies dealing with the antecedents of WTP are predominantly inspired by the theory of reasoned action or by its extension, the theory of planned behaviour. This paper identifies five common errors in contingent valuation methods and discusses a number of remedies to deal with these errors in WTP research.

Knowledge exchange behaviours of science park firmsChan, K.Y.; Oerlemans, Leon; Pretorius, M.W. General rightsCopyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights.-Users may download and print one copy of any publication from the public portal for the purpose of private study or research -You may not further distribute the material or use it for any profit-making activity or commercial gain -You may freely distribute the URL identifying the publication in the public portal Take down policyIf you believe that this document breaches copyright, please contact us providing details, and we will remove access to the work immediately and investigate your claim. This article may be used for research, teaching and private study purposes. Any substantial or systematic reproduction, re-distribution, re-selling, loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden.The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material.Technology Analysis & Strategic Management Vol. 22, No. 2, February 2010, 207-228 Knowledge exchange behaviours of science park firms: the innovation hub case This paper regards the knowledge flows between firms located on a science park as a type of network behaviour and answers three research questions: (1) What are the knowledge exchange behaviours of on-park firms? (2) Can we distinguish different types of behaviour among these firms?, and if so, (3) What are differences between these groups? We take a relational approach in which actor and relationship features are studied in a sample of firms located at the Innovation Hub (South Africa). Results show that there are two groups of firms: on-park firms that network with other on-park firms (Group 1) and those that do not (Group 0). Compared with Group 0, Group 1 has more informal ties with off-park firms; is able to gain more useful knowledge from private knowledge sources; and has more access to unintended knowledge that flows in the park. However, the innovative performance of the groups does not differ.

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Past studies of performance management systems (PMS) have focused more on designing the framework and less on the effect it has on employees. Moreover, employees in developing countries may not be knowledgeable or familiar with PMS. This paper proposes two competing statistical models to examine the roles that supervisor support (SS) has in engineering organisations. It was found that SS is a mediator, but not a moderator, in the relationship between PMS and employee job satisfaction. In other words, SS partially explains why employees have positive perceptions of their jobs based on their evaluation of the current PMS; SS thus enhances the PMS in engineering organisations. OPSOMMINGVorige studies van prestasiebestuurstelsels het op die ontwerp van die raamwerk, eerder as die effek daarvan op werknemers, gefokus. Verder is werknemers in ontwikkelende lande dikwels nie ingelig en vertroud met prestasiebestuurstelsels nie. Twee meedingende statistiese modelle om die rol van toesighouerondersteuning te ondersoek word voorgestel. Daar is gevind dat toesighouerondersteuning in die verhouding tussen prestasiebestuurstelsels en werksbevrediging 'n bemiddelaar eerder as 'n moderator is. Toesighouerondersteuning verduidelik dus hoekom werknemers positiewe persepsies van hulle werksgeleenthede koester, gegrond op hul evaluering van die huidige prestasiebestuurstelsel. Toesighouerondersteuning bevorder dus die prestasiebestuurstelsel in ingenieursfirmas.

The Project Management Office (PMO) has been associated with organisational project management competence. However, there is a lack of empirical evidence to support this perception. This study examines the relationship of PMO maturity and the nine knowledge areas that describe Organisational Project Management (OPM) by collecting data from 129 PMO executives, staff, and project managers in South African Government Infrastructure Departments (SAGID) using a structured questionnaire. The results show that a PMO's 'strategic' maturity has the highest impact on all nine areas of OPM. It is thus recommended that public organisations need to accelerate the strategic maturity of their PMOs to benefit from them. OPSOMMINGDie projekbestuurkantoor word met organisatoriese projekbestuurbevoegdheid assosieer. Daar is egter min empiriese bewysstukke om hierdie persepsie te regverdig. Die verwantskap tussen die projekbestuurkantoor volwassenheid en die nege kundigheidsareas wat organisatoriese projekbestuur volgens die Project Management Institute (PMI) beskryf, word ondersoek deur inligting van 129 projekbestuurkantoor uitvoerende beamptes, personeel en projekbestuurders in die Suid-Afrikaanse Regering se Infrastruktuur Departemente te versamel met 'n gestruktureerde vraelys. Die resultate wys daarop dat die projekbestuurkantoor se strategiese volwassenheid die grootste invloed op al nege die kundigheidsareas het. Dit word dus aanbeveel dat publieke organisasies die strategiese volwassenheid van hul projekbestuurkantore versnel om sodoende die meeste baat daarby te vind.