The Effect of Fuel Price Changes on Fleet Demand for New Vehicle Fuel Economy

New vehicle purchases by private companies and government agencies, or ‘fleet’ buyers, represent a significant percentage of overall new vehicle sales in the United States. Yet little is known about fleet demand for new vehicle fuel economy including how it responds to fuel price changes. Using unique disaggregated data on fleet and household registrations of new vehicles from 2009 to 2016, we estimate how fleet demand for new vehicle fuel economy responds to fuel price changes. We find that fleet purchases of low fuel economy vehicles fall relative to high fuel economy vehicles when gasoline prices increase, a finding that is consistent with fleet buyers’ taking into account capitalization of fuel costs in the second‐hand market. Our estimates imply that raising gasoline prices by one dollar would increase fuel economy of new vehicles acquired by fleet buyers by 0.33 miles per gallon. We estimate a similar response for household buyers during the same period. This result justifies basing fuel economy responses to fuel cost changes on household data alone, an assumption widely used in the vehicle demand literature and the fuel economy valuation literature. We also find, however, that the response to fuel price changes varies across the types of fleet buyers: rental companies respond strongly to fuel price changes, whereas commercial and government buyers are insensitive. Our estimates imply that an increase in the federal gasoline tax would modestly increase fuel economy of vehicles bought by households and rental companies but would have little to no impact on fuel economy of vehicles bought by non‐rental companies and governments.     

Conceptual underpinnings for transformative research in a service ecosystems context to resolve social issues – framework foundations and extensions

ABSTRACT

A number of services within society are designed to improve the well-being of its members and transform lives. Some services focus on the protection and support of vulnerable members of society, for example, those suffering the effects of drug use, mental health conditions, violence or poverty. Clients of such social services may also come from minority or marginalised cultural backgrounds. Typically, social services aim to reduce disparities and enhance individual and population well-being. A major challenge for social policy-makers and social service providers is to establish and maintain constructive engagement between the social services and those they are intended to serve. Some of these vulnerable clients are deemed ‘hard-to-reach’ (HTR) by policy-makers and service providers. Yet, the transformation of lives requires the involvement of the focal actor (client) and their service or activity system, as well as the engagement of other actors, such as the social worker embedded in their service or activity system. This paper aims to further unpack a novel approach, called integrative transformative service framework. This contribution extends its conceptualisation which fuses mainly three different approaches, namely Transformative Service Research (TSR), (Cultural-Historical) Activity Theory (CHAT) and (Regulatory) Engagement Theory (RET).     

Institutions as constraints and resources: Explaining cross‐national divergence in performance management

This article compares performance management practices in call centres from four telecommunications firms in the United Kingdom, France, Denmark, and Germany. Findings show that different combinations of institutional constraints, such as strong job security protections, and participation resources supporting worker voice were influential in shaping choices among policies to motivate and discipline workers. Performance management most closely approached a high‐involvement model where both constraints and resources were high, where worker representatives were able both to restrict management's use of sanctions and to establish procedures that improved the perceived fairness of incentives. Findings contribute to debates concerning the role of contextual factors in the design and effectiveness of HRM.     

Deals inside: examining restaurant operators’ motives when choosing whether to offer a flash-sale

As restaurants are the primary hospitality business represented on flash-sale sites, this study examined motivations of restaurant managers when choosing whether to utilize the promotional mediums of flash-sales. Interviews were administered as a measurement instrument. Results demonstrated restaurants which have employed flash-sales are weary of the likelihood of success and believe the flash-sales brought in established customers. Non-users indicated hesitation towards adoption of flash-sales related to low profit margins per item in their operation and the percentage split of the sale price between the firm and flash-sale provider. Findings provide keen foundational insight into the flashsale phenomenon.     

Proving regularity of the minimal probability of ruin via a game of stopping and control

We reveal an interesting convex duality relationship between two problems: (a) minimizing the probability of lifetime ruin when the rate of consumption is stochastic and the individual can invest in a Black–Scholes financial market; (b) a controller-and-stopper problem, in which the controller controls the drift and volatility of a process in order to maximize a running reward based on that process, and the stopper chooses the time to stop the running reward and pays the controller a final amount at that time. Our primary goal is to show that the minimal probability of ruin, whose stochastic representation does not have a classical form as does the utility maximization problem (i.e., the objective’s dependence on the initial values of the state variables is implicit), is the unique classical solution of its Hamilton–Jacobi–Bellman (HJB) equation, which is a non-linear boundary-value problem. We establish our goal by exploiting the convex duality relationship between (a) and (b).     

Organizational Role and Environmental Uncertainty as Influences on Ethical Work Climate in Military Units

In addition to a person’s character and training, the organization’s ethical work climate (EWC) can assess how the organization influences an individual’s ethical decision-making process by examining the individuals’ perception of “what is the right thing to do” in a particular organizational environment. Relatively little research has explored which EWCs dominate military units and the impact of organizational role and environmental uncertainty on individuals in the military and their ethical decision making. In this study, we examined the predominant EWCs among military units and found that certain organizational influences are associated with the specific EWCs. Based on these discoveries, we discuss the implications of EWC studies and the influence of organizational role and environmental uncertainty for researchers, as well as military leaders.     

Equity-Indexed Life Insurance: Pricing and Reserving Using the Principle of Equivalent Utility

Abstract

The author applies the principle of equivalent utility to price and reserve equity-indexed life insurance. Young and Zariphopoulou (2002a, b) extended this principle to price insurance products in a dynamic framework. However, in those papers, the insurance risks were independent of the risky asset in the financial market. By contrast, the death benefit for equity-indexed life insurance is a function of a risky asset; therefore, this paper further extends the principle of equivalent utility. In a second extension, the author applies the principle of equivalent utility to calculate reserves, as introduced by Gerber (1976). In a related paper, Moore and Young (2002) price equity-indexed pure endowments, the building blocks of equity-indexed life annuities.