Mr. Market's Mind: Finance's Hard Problem

The market as a mind is the implicit premise in any discussion on whether the market is rational or not. Still, its implications, in terms of ontology and epistemology, are hardly understood. In particular, this paper defines the market's version of the mind-body problem and labels it as finance's “hard” problem. Its denial by modern finance causes this dominant paradigm to fail in dealing with reality in general and to produce incomplete investment knowledge in particular. Finally, as part of facing up to this problem, this paper offers a glimpse at a practical approach which may enrich investment research.     

Critical success factors for managing purchasing groups

In this article, we identify critical success factors for managing small and intensive purchasing groups by comparing successful and unsuccessful purchasing groups in a large-scale survey. The analysis of our data set suggests the following success factors: no enforced participation, sufficient total contribution of efforts, all members contribute with knowledge, continuity in member representation, communication, and fair allocation of savings. The findings suggest among other things that it is important that after a voluntary decision has been taken to cooperate, the members need to show that they are committed. Other factors such as interorganisational trust and formal structures are important when establishing interorganisational cooperation, but should otherwise be considered as necessary yet not sufficient in the management phase of a successful purchasing group.     

Developing a typology of organisational forms of cooperative purchasing

This paper develops a typology for purchasing groups. In the typology, five main forms of cooperative purchasing are distinguished based on seven main dimensions. The forms are positioned in a matrix according to two distinguishing dimensions. These two dimensions are the ‘influence by all members on the group activities’ and the ‘number of different group activities’. Underlying the two-dimensional matrix, there are five other dimensions that do not distinguish all forms from each other, but further detail the forms of cooperative purchasing. The typology can serve as a guideline for purchasing groups when a suitable organisational form needs to be chosen. In a suitable form, the dimensions of a group fit together. For all groups, it is recommended to find this best fit. This is something in which the typology may help. The paper concludes by emphasising the importance of clearly defining and positioning studied forms, because different forms imply different research models and have different advantages, disadvantages, and critical success factors.