Market games with differential information and infinite dimensional commodity spaces: The core

Summary We provide an alternative proof of the existence of core allocations in exchange economies with differential information and infinite dimensional commodity spaces. We also identify a critical feature of information sharing rules that ensures nonemptiness of the core. In essence, the only condition we require on the sharing rules is that profitable insider trading be prohibited. In the absence of insider trading, balancedness is guaranteed and core nonemptiness follows.I thank Dan Arce, Erik Balder, Myrna Wooders, and Nicholas Yannelis for helpful comments. This paper is a greatly revised version of my paper entitled. A Variational Problem Arising in Market Games with Differential Information, written in August of 1991.     

On the timeliness of tax reform

This paper analyzes efficient government reactions to unanticipated tax avoidance. Quickly reforming tax laws to reduce the effectiveness of new tax avoidance techniques prevents widespread adoption, but indirectly encourages the rapid development of new avoidance methods if prior users are permitted to retain their tax benefits. Tax reforms that immediately prevent new avoidance mean that innovators need not fear imitation by competitors, and cannot rely on copying the innovations of others. Such an activist reform agenda diverts greater resources into tax avoidance activity, and might thereby lead to a faster rate of tax base erosion, than would a less reactive government strategy. Efficient government policy therefore entails either the retroactive elimination of tax savings, with possible associated costs, or else a deliberate pace of tax reform in response to taxpayer innovation.     

All politics is local: The effect of fiscal and monetary constitutions on economic policy

The rules of behavior for the monetary authorities changed in 1933 and 1947 and the Fed temporarily changed its operating procedures in 1979, but these changes did not alter the fact that the monetary authorities serve as the agent of the fiscal authorities. On the fiscal side, a shift from a centralized process to one where Congress was composed of a set of individual entrepreneurs altered the fiscal focus from the national economy to one of localized interests. This change led to a more autoregressive and deficit-prone federal budget and changed the interaction between monetary and fiscal policy. It also elevated the status of monetary policy to the extent where financial markets react to every utterance from the monetary authorities.     

Organizational climate factors and the evaluation of technical ideas

Based on data obtained from 359 idea evaluators, canonical correlation analysis was used to examine the relationship between several organizational factors and a set of criteria used in the evaluation of technical ideas. In contrast to other studies, it was found that organizational factors—assessed in terms of organizational climate—could be explained in terms of two dimensions: organizational clarity and risk. Technical evaluation criteria could be explained in terms of professional self-gratification and organizational responsibility. In light of the multivariate relationship among the two sets of factors, a number of organizational design implications are outlined.     

The implications of research on the R&D manager's role to the selection and training of scientists and engineers for management

A methodology for improving the process of selection and development of scientists and engineers for management is presented. This involves (1) specifying the R&D management role in terms of both behavior and style; (2) utilizing such a specification to estimate ‘probabilities of trainability’ and (3) employing the probabilities as criteria for the allocation of resources among managerial selection efforts versus training and development.     

The Volatility and Price Sensitivities of Managerial Stock Option Portfolios and Corporate Hedging

We use estimates of the Black–Scholes sensitivity of managers' stock option portfolios to stock return volatility and the sensitivity of managers' stock and stock option portfolios to stock price to test the relationship between managers' risk preferences and hedging activities. We find that as the sensitivity of managers' stock and stock option portfolios to stock price increases, firms tend to hedge more. However, as the sensitivity of managers' stock option portfolios to stock return volatility increases, firms tend to hedge less.     

An outcome-based assessment of international transfer pricing policy

Instead of concentrating on the selection of the optimal transfer pricing method, this paper focuses on the consequences of international transfer pricing for multinational entities. A sample of U.S.-based multinational firms is employed to determine if transfer pricing results in measurable financial outcomes. Results of the study indicate that firms employ international transfer pricing to meet a variety of objectives. The dollar value of international transfers and the foreign sales percentage are both significant explanatory variables for the financial outcomes of these objectives.     

Technology improves sales performance—doesn't it?: An introduction to the special issue on selling and sales technology

Firms around the globe are rushing to invest in sales force technology or sales force automation (SFA). SFA appears to mean different things to different people. For example, management and sales personnel view the need for, application of, and advantages of SFA quite distinctly. As a result of technology, this special issue examines many areas of sales force automation to provide both practicing managers and sales force academicians with a clearer perspective of new technology in the B2B marketplace. This article introduces the special issue topic, individual contributors, and acknowledges support proffered by myriad individuals.     

Sales technology within the salesperson's relationships: A research agenda

The average cost of a sales call has declined approximately 15% over the past decade, while average salesperson compensation has doubled. These statistics illustrate an important benefit of technology: salespeople are more productive. To better understand the impact technology has played on sales and sales management, this paper examines the impact of sales technology from four perspectives: the salesperson, the field sales manager, the sales executive, and the customer. Noting that the needs and evaluations of technology vary, depending upon the functional position and viewpoint, a research agenda is offered that reflects these various perspectives.