At the Top of His Game

If you want to know the mind of Alan Greenspan, you might start with this: Before he entered public life in the 1970s, all his top deputies at his flourishing economic consulting firm were women. "It just made great business sense,"he writes with the unexpectedly sunny wonkiness that pervades much of his memoir, The Age of Turbulence. "I valued men and women equally, and found that because other employers did not,good women economists were less expensive than men."     

The top-dog and the lean and hungry look strategies in endogenous entry

This paper examines the strategic commitment behavior of heterogeneous leaders in an endogenous market structure. We demonstrate that each leader's investment level is independent of the other leaders' characters. Furthermore, we show that a leader over-invests (resp. under-invests) when an investment increases (resp. decreases) the leader's marginal profitability. Such an investment always makes leaders employ aggressive strategies in the competition relative to those in a no-commitment case. This result implies that aggressiveness of leaders is a robust observation in an endogenous market structure.     

Creating your own leadership brand

Building equity in a brand happens through many encounters. The initial attraction must be followed by the meeting of expectations. This creates a loyalty that is part of an emotional connection to that brand. This is the same process people go through when they first meet a leader and decide if this is a person they want to buy into. People will examine your style, your competence, and your standards. If you fail on any of these fronts, your ability to lead will be severely compromised. People expect more of leaders now, because they know and recognize good leaders. And, predictably, people are now more cynical of leaders because of the well-publicized excess of a few leaders who advanced their own causes at the expense of their people and their financial future. This will turn out to be a good thing, because it will create a higher standard of leadership that all must aspire to achieve. When the bar is raised for us, our standards of performance are also raised.     

TIQ (Technical IQ)--a survival skill for the new millennium

Managing in the new technocracy of the new millennium will be challenging but also much more exciting than the work we do now. Twenty years ago, nurse managers weren't held accountable for the level of knowledge about financial outcomes that is expected now. The same will be true for technology. With electronic medical records, innovations in medical treatments, and the impact of the information and technologic revolution on the entire world, the interface between technology assessment, operationalizing technology, and continually upgrading staff to know what the implications of the technology revolution are will be imperative for success. That means that we must influence schools of nursing to include technology in their content now, and to help us prepare this generation of health care leaders to take a full seat at the leadership table to manage these complexities in the future. The success of the leader of the future will be measured by that person's ability to integrate the very complex issues of patient care and technology in a way that makes sense for patients, the organization, and the staff who will be working in a very complex environment. The leader's TIQ will be as important as other intelligences in the next 20 years.     

团队领导跨界行为对团队创造力的影响机理:知识管理视角

基于知识管理视角,以知识搜索为中介变量,知识内隐性为调节变量,构建了团队领导跨界行为对团队创造力的影响机理模型。通过对110位研发团队领导的调研数据进行统计分析,发现团队领导跨界行为的3个维度(使节行为、协调行为和侦测行为)正向影响团队创造力;知识搜索在团队领导使节行为、协调行为、侦测行为与团队创造力之间起完全中介作用;知识内隐性在知识搜索与团队创造力之间存在负向调节作用。     

领导力360度评估反馈差异研究:来自中国的实证检验

本文首先通过自我评价与他人评价的差异,将领导者划分为三种类型,即评价一致者、高估者、低估者;其次根据实际领导力水平划分为优秀和差,建立了领导力四分类和六分类模型。基于实证分析表明,评价一致者、低估者较高估者有较高的领导力评价。但对女性领导者更为优秀的结论没有得到支持,国际化带来的文化差异表现为国外领导者更容易自我扩大,导致领导力相对较低。     

Consumption and Welfare: Two Views of Value Added

The standard view is that value is added to raw material by labor and capital. The question here discussed is whether or not raw material must contain value previously added by nature, or whether it can be simply inert indestructible building blocks. Can humanly added value substitute for value added by nature? If the answer were yes, it should be possible, since matter-energy is not destroyed in consumption, to substitute the waste flow of matter-energy for the flow of fresh natural resources (raw materials). But this would contradict the second law of thermodynamics. The quality of low entropy is what differentiates raw material from waste, and we know of no process whose net effect is to lower the entropy of the total system on which we depend. We must focus more on “that to which value is added,” and not just on value added. This is especially true as the former more and more replaces the latter as the limiting factor in production. Further consequences of the two different views about value added for theory and policy are discussed.     

Axiomatisches Mißverständnis

From the axiomatic point of view, mathematics appears thus as a storehouse of abstract forms – the mathematical structures; and so it happens without our knowing how that certain aspects of empirical reality fit themselves into these forms, as if through a kind of preadaptation. (Bourbaki, 1950, p. 231)
So you believe that the application of mathematics to the physical world is a miracle? If so, then I invite you to admire another miracle; I can travel around the world with my American Express card. You say of the second, 'That's just a network. If you step out of it by so much as an inch, your card will be valueless.' Quite so. That is what I am saying about science, nothing more and nothing less. (Latour, 1988, p.221)     

企业知识产权战略实施中高层领导特征及其影响:基于科技人员满意度的视角

采取问卷调查、因子分析及多元回归等规范分析方法,从企业科技人员满意度的角度,对企业知识产权战略实施过程中高层领导特征及其对企业知识产权战略实施的影响等进行了实证分析。得出如下主要结论:在企业知识产权战略实施过程中,可将高层领导的特征概括为对内综合管理能力、对外及应急管理能力、知识产权专业意识和能力以及基本思想道德素养4个维度,其中对内综合管理能力是核心变量,而其他3个特征变量处于次要的同等地位;资源整合能力是众多高层领导心理和行为变量中的核心变量。最后,结合中国实际,给出了若干规范性政策性建议。     

会计生态的问题分析及改善对策

会计生态究竟该如何理解,文章提出一己之见。而要解决会计生态在诸多方面所存在的问题,就需要会计需求主体尽快成熟化,会计媒介主体尽快职业化,会计管理主体尽快权威化,会计供给主体尽快规范化,会计客体尽快市场化,会计环境治理尽快完美化。     

Leadership and gender in groups: An experiment

We conduct a laboratory experiment to study gender differences in leadership. We strip the concept of leadership down to its most basic elements. Questions of style and evaluations of a leader based on style of leadership adopted are made irrelevant. Our leader is an average player who is distinguished merely by occupying the leadership position. Legitimacy is conferred on the leader by the special information possessed. Followers voluntarily choose whether or not to follow the better‐informed leader. The effectiveness of the leader is reduced to two simple factors: is the leader willing or not to voluntarily place him/herself in a vulnerable position to achieve an outcome beneficial to both the leader and his/her followers? Do followers trust their leaders to make the right choice? We provide experimental evidence that female leaders and followers are more cooperative than the males in most circumstances. Female leaders show a hesitation to lead in mixed‐gender environments with gender signalling in circumstances where followers' refusal to follow can significantly hurt them. The behaviour of the followers is the same toward the leaders regardless of their gender.     

DIMENSIONAL SIMPLIFICATION AND ECONOMIC THEORIES OF LEGISLATIVE BEHAVIOR

In many many places, the political parties and political contests seem to array themselves along a single dimension. If you look at their programs in detail it always turns out that it's much more complicated than that. But it would appear that in the minds of the voters they are literally frequently arrayed on a single continuum which, as a result of the organization of the French chamber of deputies, is usually referred to as a left/right.     

Empirical assessment of bifurcation regions within New Keynesian models

As is well known in systems theory, the parameter space of most dynamic models is stratified into subsets, each of which supports a different kind of dynamic solution. Since we do not know the parameters with certainty, knowledge of the location of the bifurcation boundaries is of fundamental importance. Without knowledge of the location of such boundaries, there is no way to know whether the confidence region about the parameters’ point estimates might be crossed by one or more such boundaries. If there are intersections between bifurcation boundaries and a confidence region, the resulting stratification of the confidence region damages inference robustness about dynamics, when such dynamical inferences are produced by the usual simulations at the point estimates only. Recently, interest in policy in some circles has moved to New Keynesian models, which have become common in monetary policy formulations. As a result, we explore bifurcations within the class of New Keynesian models. We study different specifications of monetary policy rules within the New Keynesian functional structure. In initial research in this area, Barnett and Duzhak (Physica A 387(15):3817–3825, 2008) found a New Keynesian Hopf bifurcation boundary, with the setting of the policy parameters influencing the existence and location of the bifurcation boundary. Hopf bifurcation is the most commonly encountered type of bifurcation boundary found among economic models, since the existence of a Hopf bifurcation boundary is accompanied by regular oscillations within a neighborhood of the bifurcation boundary. Now, following a more extensive and systematic search of the parameter space, we also find the existence of Period Doubling (flip) bifurcation boundaries in the class of models. Central results in this research are our theorems on the existence and location of Hopf bifurcation boundaries in each of the considered cases. We also solve numerically for the location and properties of the Period Doubling bifurcation boundaries and their dependence upon policy-rule parameter settings.     

Learning intuition--less college and more kindergarten: the leader's challenge

Learning to think instinctually and to depend on our intuition means, for many of us, going back to kindergarten and focusing more on our instinctual side to balance the linear approach that we've learned in many college and business school courses. It also means building time into our lives for reflection and allowing our brains the time to reorganize the events of our lives into patterns that we will recognize in the future. The process of the incubating experience and data in our minds over time will build the intuition and instincts that will help us all to learn how to be great leaders (Gardner, 1995). We can learn much from the training of clinicians in pattern recognition and intuitive analysis of clinical situations. Many of us who were clinicians first understand the intuitive side of clinical practice and of administrative practice because we were educated in both worlds. We have the advantage of knowing the concepts of intuitive thinking and must remember to apply those concepts daily to our practices in leadership. Toffler said "You can use all the quantitative data you can get, but you still have to distrust it and use your own intelligence and judgment" (Boone, 1999, p. 80). As we acquire more experience and wisdom, we learn to trust our own intelligence and judgment. What we came to know in kindergarten is as valuable as the analytical knowledge we have since acquired. In leadership, we will do well to remember our clinical roots and to continually hone our skills in intuition and thinking with our gut.     

Building confident organizations by filling buckets, building infrastructures, and shining the flashlight

Leaders have the ability to create confidence or fear in the organization. Kanter (2004) writes that confidence is the "...sweet spot between arrogance and despair" (p. 8). Overconfidence causes people to overshoot, and to assume they are invulnerable. Under-confidence is just as harmful because it leads to under-investing in people, under-innovating, and eventually leads to the disenfranchisement of staff and poor morale. If we take Kanter's advice, we will build an infrastructure that creates confidence in everyone and the organization. But we will not stop there. We will focus "flashlights" on people and activities that are inspiring to others.     

国债转贷资金的宏观定位与微观管理

表面上看,中央对国债资金实行转贷似乎仅仅是国债投资资金运作方式的创新和改变,但是,只要对这一创新和改变作经济学理论和实践上的深入分析和思考,我们就会知道,国债资金实行转贷,不仅引起了政府信用主体的宏观定位和政府信用预算定位的改变,而且,还引起了政府信用资金的特质和效益概念的重大改变.     

中国股票市场估值研究——局部投资价值凸现与市场整体性结构调整并存

在当前价格下,样本股票未来带给国内投资者的回报率可能不低于成熟市场,如果国内投资者对样本股票所要求的股权风险溢价能与境外投资者对成熟市场所要求的水平相当,那么样本股票无疑已凸现投资价值;如果国内投资者对样本股票所要求的股权风险溢价与境外投资者对中国香港等新兴市场所要求的水平看齐,那么样本股票就可能存在高估的问题;但是如果考虑到A股含权的因素,即使是与中国香港市场比较,样本股票可能已具备较高的投资价值。     

The importance of higher-order beliefs to successful coordination

Beliefs about other players’ strategies are crucial in determining outcomes for coordination games. If players are to coordinate on an efficient equilibrium, they must believe that others will coordinate with them. In many settings there is uncertainty about beliefs as well as strategies. Do people consider these “higher-order” beliefs (beliefs about beliefs) when making coordination decisions? I design a modified stag hunt experiment that allows me to identify how these higher-order beliefs and uncertainty about higher-order beliefs matter for coordination. Players prefer to invest especially when they believe that others are “optimistic” that they will invest; but knowledge that others think them unlikely to invest does not cause players to behave differently than when they do not know what their partners think about them. Thus resolving uncertainty about beliefs can result in marked efficiency gains.     

Establishing guardrails in leadership

Shared leadership/governance offers the best environment for growth of the professional staff and for leaders and managers. Tisch (2004) writes that the power of the partnership begins with the recognition that no one can operate effectively in a vacuum and concludes with the premise that partnerships can redefine the traditional business relationships and transform them from adversarial to cooperative. This happens when the road is clearly delineated and guardrails are put in place as reminders of where the car should be on the road. With an atmosphere of learning and partnering to learn more, the leader's job becomes that of teacher, and mentor, and everyone is aligned around the journey to excellence with guardrails in place to monitor the journey.     

Dynamic signaling and market breakdown

We consider the effects a public revelation of information (e.g. rating, grade) has on trading in a dynamic signaling model. Competing buyers offer prices to a privately informed seller who can reject them and delay trade. Delay is costly and the seller has no commitment to its duration. The external public information allows for signaling in equilibrium. More interestingly, we characterize the dynamics of trade and prices. If signals are noisy, no trade takes place just before the revelation of external information. If signals are fully revealing, then trade occurs even close to revelation, however, transaction prices are discontinuous.