媒介预算涌向电视的秘密

最近几年，媒体代理机构从客户那里得到的项目佣金已下降到2％～3％，媒体代理机构生存困难。集团化成为媒体代理机构应对困境的方式之一。因为规模大的公司购买力更大，可以同媒体业主谈判降低成本，进而可以用更为低廉的广告价格吸引广告主，从而得到更多的业务。     

The integration of fuzzy sets and statistics: toward strict falsification in the social sciences

Whilst statistics take up a prominent place in the social science research toolkit, some old problems that have been associated there with have not been fully resolved. These problems include bias through the inclusion of irrelevant variation and the exclusion of relevant variation, which may lead to hidden and spurious correlations in more extreme—however not at all unthinkable—cases. These issues have been addressed by Ragin by building a case for the usage of fuzzy set theory in social science. In this paper, we take a complementary view, insofar as we incorporate fuzzy set theory in current statistical analyses. Apart from shedding new light on the main issues associated with (population based) statistics, this approach also offers interesting prospects for the falsification of theories—rather than single relations between variables—in the social sciences.     

Latecomer catch-up strategies in electronics: Samsung of Korea and ACER of Taiwan

Very little is known about the strategies by which East Asian firms acquired foreign technology and managed to ‘catch up’ in electronics. Unlike Western and Japanese innovation ‘leaders’ and ‘followers’, East Asian firms are ‘latecomers’, dislocated from advanced markets, demanding buyers and international sources of technology. This work examines the cases of two leading latecomers - Samsung Electronics of Korea and ACER of Taiwan - to generate insights into how electronics manufacturers overcame barriers to entry and became strong competitors on the world stage. The aim is to highlight the sources, paths and mechanisms of learning in the two firms, relating these patterns to corporate strategy, organization and performance. This contribution argues that latecomers reversed the traditional research and development centred pattern of innovation, travelling backwards along the product life cycle, from mature to early stages. A simple model is put forward to show how latecomer firms progressed up the technological ladder within the electronics subcontract system called original equipment manufacture. Attention is also drawn to theoretical implications and the strengths, remaining weaknesses and future challenges facing latecomer firms.     

Who owns the long term? Perspectives from global business leaders

Day-to-day management is challenging enough for CEOs. How do they manage for the long term as well? We posed that question to four top executives of global companies. According to Maurice Levy, chairman and CEO of Publicis Groupe, building the future is really about building the present and keeping close to the front line--those who deal with your customers and markets. He also attributes his company's success in large part to knowing when to take action: In a market where clients' needs steer your long-term future, timing is everything. UPS Chairman and CEO Mike Eskew emphasizes staying true to your vision and values over the long run, despite meeting obstacles along the way. It took more than 20 years, and many lessons learned, to produce consistent profits in what is today the company's fastest-growing and most profitable business: international small packages. Wulf H. Bernotat, CEO of E.ON, examines the challenges facing business leaders and politicians as they try to balance energy needs against potential environmental damage. He calls for educating people about consumption and waste, and he maintains that a diverse and reliable mix of energy sources is the only way to ensure a secure supply while protecting our environment. Finally, Marianne Barner, the director of corporate communications and ombudsman for children's issues at IKEA, discusses how the company is taking steps to improve the environment and be otherwise socially responsible. For example, it's partnering with NGOs to address child labor issues and, on its own, is working to help mitigate climate change. IKEA's goals include using renewable sources for 100% of its energy needs and cutting its overall energy consumption by 25%.     

Measuring performance in the presence of stochastic demand for hospital services: an analysis of Belgian general care hospitals

Since demand for hospital services is subject to substantial variability, the relationship between uncertain demand, excess capacity, hospital costs and performance should be investigated thoroughly. In this paper a waiting time indicator to proxy hospital standby capacity is incorporated into a multi-product translog cost function for Belgian general care hospitals. The indicator is derived from queuing theory and improves on the conventionally used (inverse of the) occupancy rate. The multi-product stochastic frontier specification allows calculation of cost elasticities and marginal cost of seven hospital departments, as well as the degree of economies of scale and scope and enables identification of differences in efficiency.

How do bankruptcy laws affect entrepreneurship development around the world?

How do bankruptcy laws as formal institutions affect entrepreneurship development around the world? Do entrepreneur-friendly bankruptcy laws encourage more entrepreneurship development at a societal level? We posit that if bankrupt entrepreneurs are excessively punished for failure, they may give up potentially high-return but inherently high-risk opportunities to start new businesses. Amassing a cross-country database from 29 countries spanning 19 years (1990-2008), we find that lenient, entrepreneur-friendly bankruptcy laws are significantly correlated with the level of entrepreneurship development as measured by the rate of new firm entry.     

Multi-product costs and standby capacity derived from queuing theory: the case of Belgian hospitals

Empirical hospital cost function studies can be divided into two categories: studies estimating traditional multi-product cost functions and studies including demand uncertainty (assuming that hospitals provide standby capacity to cope with uncertain demand and stressing that the relationship between the uncertain demand, excess capacity and costs should be investigated). Most studies include (the inverse of) the occupancy rate in a relatively basic cost function. The first contribution of this paper is to incorporate an indicator of reserve capacity into a genuine multi-product cost function. The second contribution is to propose an alternative indicator to proxy the reserve margin. The often used occupancy rate has an important shortcoming: the same occupancy rate can hide different turnaway probabilities and waiting times, obscuring the true degree of reservation quality. Since turnaway probabilities and waiting times are typical queuing theory indicators, an indicator for average waiting time (derived from queuing theory) is incorporated into a proper multi-product cost function to capture the degree of standby capacity into a proper multi-product cost function. The study uses 1997 data on Belgian general care hospitals to estimate a multi-product cost function and calculate cost elasticities, marginal costs and the degree of economies of scale. The results further show that providing standby capacity has a significant impact on total costs.     

Optimal monetary policy using an unrestricted VAR

This paper proposes a simple benchmark for monetary policy. Assuming the true model of the economy is unknown, it is based on an unrestricted vector autoregression (VAR). The key result is that instead of deriving optimal policy using the original VAR equations as the constraint, when no restriction is placed on the correlation structure of the VAR disturbances, the constraint should be formed from a transformation of the VAR. This method is applied to the USA, 1964–2009. Significant welfare gains are found compared with actual policy and using a Taylor rule. Incorporating a zero interest rate lower bound lowers output and inflation. Copyright © 2010 John Wiley & Sons, Ltd.     

Relationship management for innovation: the central role of communication in australia's participation in two hi-tech industries

Individuals make decisions about whether innovations are adopted and transferred to new uses or locations. This Paper argues that relational competence Is critical for innovation management and technology transfer and that personal communication, formal and informal, is the core component in such competence. It shows how “close ties” and communication are critical to innovation, particularly given the changing nature and role of technolop management in the context o f rapidly increasing globalization. This is illustrated with reference to the communication in he mindset and practice of technology partnering in Australia's participation in the aerospace and telecommunications industries.