"The Biggest Small-Town Store in America": Independent Retailers and the Rise of Consumer Culture

The case study of Bresee's Department Store in Oneonta, NewYork, suggests that small-town department stores were not necessarilyfully "modern" by the early twentieth century. This articledemonstrates how modern, big-store, business methods came laterand documents how earlier modes of trade, such as credit andbartering, persisted into the early twentieth century, evenin non-rural, northern contexts. Preliminary findings suggestthat eliminating the urban bias in much historiography by includingsmall-town retailing practices may lead to a later periodizationof American consumer society.     

THE ROLE OF COMPETITIVE GROUPS IN STRATEGY FORMULATION: A DYNAMIC INTEGRATION OF TWO COMPETING MODELS*

Alternative conceptualizations of competitive groups have been developed in the strategic management literature, namely, the ‘strategic group’and the ‘cognitive group’. These two views each have their own paradigm base and are often seen as incompatible explanations of intra-industry structure. This article analyses these two views and presents a model for each. It then goes on to develop an integrated model which uses both concepts as tools in framing strategy research. Propositions about the new model are also presented.     

Retroactive Liability or the Public Purse?

The article addresses the question of whether responsibility for pollution created in the past should be retroactively applied to firms, or if the costs of cleaning up existing pollution should be financed by the public. We show that making firms liable for retrospective environmental costs can weaken the incentive to take precautions against future environmental costs. This follows since public financing of these costs can lead to greater prospective risk deterrence by allowing firms to more fully internalize the costs of future environmental risks. However, an analysis of existing public financing approaches highlights a set of dangers associated with their practical use.     

Streets, Malls, and Supermarkets

We develop a model of competition between shopping centers, comparing competitive outcomes in three alternative modes of retail organization, namely: streets (in which neither developers or retailers internalize agglomeration effects between products); malls (in which developers internalize); and supermarkets (in which both developers and retailers internalize). For a fixed number of centers: (i) converting streets to malls intensifies developer (but not retailer) competition, which increases product range (i.e., the number of shops built by the developers) and consumer surplus, reduces profits, and has ambiguous effects on welfare; (ii) converting streets to supermarkets intensifies retailer and developer competition, has ambiguous effects on product range (number of shops), reduces profits, and increases social welfare. With free entry both conversions reduce the number of centers and, if there is excess entry, conversion to supermarkets (but not malls) unambiguously increases welfare.     

Capital as Embodied Knowledge: Some Implications for the Theory of Economic Growth

Capital goods are embodied knowledge of how to produce. Therefore, capital development is a learning process, through which knowledge gets embodied in new capital goods. Because the necessary knowledge is dispersed among many people who must interact to communicate their particular, often tacit knowledge, capital development is a social process. Because this interaction takes time and continually changes the capital structure, capital development is an on-going process. Capital development is a social learning process. Neither traditional nor new growth theory illuminates how the capital structure evolves. Traditional growth theory, by modeling capital as single variable in the production function, ignores the heterogeneity of capital goods and their varied structural relationships of complementarity, substitutability, feedback, and feed-forward. New growth theory, while accounting for technological change, still treats capital as aggregable and thus implicitly homogeneous. That capital development is a learning process suggests that growth rates can increase. What prevents exponential growth is neither diminishing returns nor upper bounds to human capital, as growth models assume. It is the constant challenge of maintaining capital complementarities in a world of incomplete and rapidly changing knowledge.     

BIG QUESTIONS IN AUSTRALIAN ECONOMIC HISTORY: FROM THE OUTSIDE LOOKING IN1

The conventional story of Australian economic history is worth challenging. Rather than just assuming a national economy with conventional turning points such as Federation, economic historians would do well to investigate more complex processes like the interplay between regions, races and development, and the changing patterns of interaction with the outside world. The big question for economic historians is whether in the future they can undertake economic research which informs history and so contributes to the national debate.     

Judicial Response to the 2010 Horizontal Merger Guidelines

Review of Industrial Organization - We study how the courts have responded to the 2010 Horizontal Merger Guidelines issued by the U.S. Department of Justice and the Federal Trade Commission....     

High Stakes Decision Making: Normative,Descriptive and Prescriptive Considerations

This paper reviews the state of the art of research on individual decision-making in high-stakes, low-probability settings. A central theme is that resolving high-stakes decisions optimally poses a formidable challenge not only to naïve decision makers, but also to users of more sophisticated tools, such as decision analysis. Such decisions are difficult to make because precise information about probabilities is not available, and the dynamics of the decision are complex. When faced with such problems, naïve decision-makers fall prey to a wide range of potentially harmful biases, such as failing to recognize a high-stakes problem, ignoring the information about probabilities that does exist, and responding to complexity by accepting the status quo. A proposed agenda for future research focuses on how the process and outcomes of high-stakes decision making might be improved.     

DEVOLUTION, ACCRUALS ACCOUNTING AND ASSET MANAGEMENT IN NHS WALES

This paper describes how a strategy for health services has been developed for NHS Wales and examines the role of accruals accounting in asset management and development. It uses archival investigation as well as interviews and a questionnaire. The role of accruals accounting in the operation of the service, particularly as it relates to the capital asset base of the Trusts and how these are managed, is discussed in the context that Trusts are autonomous units that develop services, and hence their capital asset base, through their own internal planning structure. It is found that, on devolution, there was a lack of consistent information about the stock of capital assets and that capital charges, based on accruals accounting, were not penetrating asset management within individual Trusts. Although strategies were being developed centrally, their implementation at a Trust level can be impeded as a consequence of accruals accounting.