Benefit cost analysis of an import access request

Invasive species outbreaks are often unintended side effects of trade. In this paper partial equilibrium trade models and stochastic bioeconomic impact simulation models are combined to present a benefit cost analysis template to assess market access requests. The template is used to assess the likely regional economic welfare implications of a decision by Australian biosecurity regulators to allow the Chilean table grape industry access to the national table grape market. We show that consumption benefits expected to accrue to Western Australia are exceeded by increases in likely invasive species damage resulting from grape imports, implying that insufficient consumer gains are grounds to deny market access.     

A bargaining perspective on strategic outsourcing and supply competition

This article considers the outsourcing choice of a downstream firm with its own upstream production resources or assets. The novelty of the approach is to consider the outsourced function as involving resources consistent with the resource‐based view of the firm. From a bargaining perspective, we characterize a downstream firm's decision whether to outsource to an independent or to an established upstream firm. In so doing, the downstream firm faces a trade‐off between lower input costs afforded by independent competition, and higher resource value associated with those who can consolidate upstream capabilities. We show that this trade‐off is resolved in favor of outsourcing to an established firm. Copyright © 2008 John Wiley & Sons, Ltd.     

The Importance of Sex for the Propensity to Unionize

The paper aims to determine whether or not ceteris paribus women workers are less interested in joining trade unions than male employees by an analysis of the importance of sex for the individuaľs union membership decision. Cross-tabulations and discriminant analyses are used to examine the Work Attitudes and Histories Survey of the Social Change and Economic Life Initiative of1986. An employee's sex is revealed to be related to propensity to unionize, a finding attributable mainly to women's concentration in low-paid occupations and to the significantly lower favourability to trade unions expressed by female workers, compared with male employees.     

Balancing Development Costs and Sales to Optimize the Development Time of Product Line Additions*

Development teams often use mental models to simplify development time decision making because a comprehensive empirical assessment of the trade‐offs across the metrics of development time, development costs, proficiency in market‐entry timing, and new product sales is simply not feasible. Surprisingly, these mental models have not been studied in prior research on the trade‐offs among the aforementioned metrics. These mental models are important to consider, however, because they define reality, specify what team members attend to, and guide their decision making. As such, these models influence how development teams make trade‐offs across the four metrics to try to optimize new product profitability. Teams with such an objective should manage to a development time that minimizes development costs and to a proficient market‐entry timing that maximizes new product sales. Yet many teams use mental models for development time decision making that focus either just on development costs or on proficiency in market‐entry timing. This survey‐based study uses data from 115 completed NPD projects, all product line additions from manufacturers in The Netherlands, to demonstrate that there is a cost to simplifying decision making. Making development time decisions without taking into account the contingency between development time and proficiency in market‐entry timing can be misleading, and using either a sales‐maximization or a cost‐minimization simplified decision‐making model may result in a cost penalty or a sales loss. The results from this study show that the development time that maximizes new product profitability is longer than the time that maximizes new product sales and is shorter than the development time that minimizes development costs. Furthermore, the results reveal that the cost penalty of sales maximization is smaller than the sales loss of development costs minimization. An important implication of the results is that, to determine the optimal development time, teams need to distinguish between cost and sales effects of development time reductions. To determine the relative impact of these effects this study also estimates the elasticities of development costs, new product sales, and new product profitability with regard to development time. Armed with this knowledge, development teams should be better equipped to make trade‐offs among the four metrics of development time, development costs, proficiency in market‐entry timing, and new product sales.     

Exploring Portfolio Decision‐Making Processes*

Portfolio management is the set of activities that allows a firm to select, develop, and commercialize a pipeline of new products aligned with the firm's strategy that will enable it to continue to grow profitably over the long term. To appropriately manage the firm's new product portfolio, decisions must be made about which projects to fund, to what levels, at what point in time. Previous research has investigated portfolio management decisions as individually discrete decisions. Significant streams of research have investigated both project selection and project termination decisions. This research project shows, however, that portfolio decision making may be better understood if it is considered as an integrated system of processes that considers these decisions simultaneously, along with other decisions such as those to continue a project with reduced funding. Using in‐depth data from four diverse case studies, we use a grounded theory approach to develop a general model of how firms make new product portfolio decisions. According to the findings from these cases, effective portfolio decision‐making processes produce a portfolio mindset, focus effort on the right projects, and allow agile decision making across the portfolio's set of projects. Effective portfolio decision making is the result of the interaction between three types of decision‐making processes that managers use in making decisions: evidence‐, power‐, and opinion‐based. Being able to use each of these types of processes to make decisions depends upon having the data inputs that they require. Three domain‐based decision input‐generating processes (i.e., cross‐functional collaboration, practices of critical thinking, and practices of market immersion) are associated with making evidence‐based portfolio decisions. In addition, organizational politics produces the inputs that are associated with power‐based portfolio decision making, while managerial intuition is associated with opinion‐based portfolio decision making. Firm cultural factors, including trust, collective ambition, and leadership style, are associated with how these evidence‐, power‐ and opinion‐based processes are combined into an overall portfolio decision making process, and whether the firm's processes are more rational and objectively made, or more politically and intuitively made. The article presents propositions for how the decision‐making processes interact in their associations with decision‐making effectiveness.     

Geographical indications in the UK after Brexit: An uncertain future?

The protection of geographical indications (‘GIs’) within the UK is placed into doubt by the UK’s withdrawal from the European Union (‘Brexit’). The default legal position is that after Brexit, there would be no legal provision for GIs in UK law. This default position can only be changed if the UK and the EU agree the terms of the UK’s withdrawal and then their future relationship. The article considers the implications of the draft withdrawal agreement which, inter alia ensures the continuing reciprocal protection of UK and EU GIs. In July 2019, a new UK Prime Minister took office, and renegotiated the draft withdrawal agreement, which retained the reciprocal protection of GIs. The ratification of this renegotiated withdrawal agreement depends on the result of the December 2019 general election. Under the withdrawal agreement GIs from outside the EU are not protected. Consequently, the article considers how UK GIs will continue to be protected in countries that have concluded a free trade agreement with the EU, by examining the rollover agreements that the UK Government are concluding around the world. Finally, given the intention of the UK Government that, post-Brexit, the UK will conclude free trade agreements with countries that have traditionally been reluctant to recognise GIs, such as the USA and Australia, the article examines the prospects for GI protection to be included in these agreements.     

贸易与气候变化的关联机理分析

气候作为全球性环境公共品,维护气候安全也是贸易发展所追求的目标,贸易发展目标与气候目标相一致。贸易对气候的影响主要体现在生产环节,运输环节的气候效应不足为虑。气候友好商品贸易自由化可在全球范围内增进结构和技术效应,有助于贸易与气候目标相互支持。气候和贸易政策都与各国的贸易利益紧密相关,只有在相关国家间相对均衡地分割贸易利益才能消除贸易与气候目标之间的潜在冲突。外松内紧是我国在国际气候博弈中的应对策略。     

Anchoring on the acquisition premium decisions of others

Anchoring is a ubiquitous heuristic by which decision makers heavily rely on a piece of information (anchor) that appears prior to a decision. Yet, we know little about its role in strategic decisions. This study considers its influence on acquisition premiums by examining whether a focal premium decision may be anchored on the premium that another firm paid for the acquisition that directly preceded the focal acquisition in the same market because it presents a salient and compatible premium to decision makers. Our results support this premise, particularly when preceding acquisitions happened more recently and were similar in size to the focal deals, when focal deals were in a foreign market, and when acquirers lacked acquisition experience in the target market or had a higher acquisition rate. Copyright © 2014 John Wiley & Sons, Ltd.     

Losing sight of the forest for the trees? Productive capabilities and gains from trade as drivers of vertical scope

Focusing on proving or disproving transaction cost economics has led to a relative neglect of some key drivers of vertical scope, such as differences in productive capabilities (as opposed to capabilities of governance). We consider how productive capability differences can shape vertical scope through gains from trade. Using highly detailed data from the mortgage banking industry, we find productive capabilities to be a key determinant of the make‐vs.‐buy decision. Our analysis also suggests firms' attempts to leverage a comparative advantage can also lead to the use of mixed governance modes (both ‘make’ and ‘buy’ in a particular part of the value chain). We conclude that the distribution of productive capabilities along the value chain, catalyzed by transaction costs, ultimately drives vertical scope. Copyright © 2005 John Wiley & Sons, Ltd.     

The NCAA and the Rule of Reason

This brief essay considers the use of antitrust’s rule of reason in assessing challenges to rule-making by the NCAA. In particular, it looks at the O’Bannon case, which involved challenges to NCAA rules that limit the compensation of student athletes under the NCAA rubric that protects the “amateur” status of collegiate athletes. Within that rubric, the Ninth Circuit got the right answer. That outcome leads to a broader question, however: Should the NCAA’s long held goal, frequently supported by the courts, of preserving athletic amateurism be jettisoned? Given the dual role that colleges play, that is a complex question, which raises issues that are not only commercial but also educational. More important for the purpose at hand, is whether jettisoning amateurism in NCAA athletics is a suitable task for an antitrust tribunal. This paper argues that antitrust law is not an appropriate vehicle for addressing that issue. This does not mean that antitrust has no role to play in policing athlete compensation in NCAA schools. But it does suggest that that role be limited to addressing restraints on trade that occur within the rubric of amateur status—at least until such time as a more competent body decides whether amateurism in collegiate athletics is worth preserving.     

Evaluating Product Plans Using Real Options

Product planning helps a company to strategically plan its current and future product platforms and offer product variants in the marketplace. Product platforming is widely touted as a successful strategy for mass customization. However, due diligence should be exercised before implementing any product platform strategy. The product planning exercise should account for future uncertainties. Traditional financial tools such as the net present value (NPV) are static since they do not compensate for any exogenous and endogenous uncertainties during the course of the project. The crux of the problem lies in the evaluation model that is used for evaluating the product planning projects. While many view uncertainties in a product planning project as problematic, it can also be viewed as a source of new opportunities. We argue that uncertainties should be an integral part of the evaluation model. If the future possibilities (or strategic options) are not considered in the evaluation model, a corporation may face a “myopic syndrome”.

In this article, we consider two important product planning decisions—platform decisions and product variant decisions. The platform decision involves strategic selection of a concept product platform from various possible alternative concept product platforms. The product variant decision involves deciding how long a company should continue to offer its current product variant in the marketplace and whether the existing product variant should be discontinued, scaled down, or scaled up with additional product features. To address the two aforementioned decisions, we developed a real options–based methodology that considers technical, project implementation, and market-related uncertainties. The proposed methodology uses a binomial and quadranomial lattice approach to build a decision tree. Product planning decisions at various decision tree nodes are evaluated using a risk-neutral option valuation methodology. We demonstrate the working of the proposed methodology using an illustrative example.     

Does Strike Action Stimulate Trade Union Membership Growth?

Most of the literature on strikes has addressed one of four issues: causation, variation between sectors and countries, trends over time and the relationship between strikes and other forms of collective and individual protest. Very little research has addressed the equally important questions of strike outcomes and trade union membership despite the substantial body of research on the causes of trade union membership decline and strategies for membership growth. In this paper we reverse the usual sequence of trade union membership as a causal factor in the genesis of strikes and examine the impact of strikes on trade union membership levels. After setting out the relevant theory and hypotheses, we use a unique seven‐year dataset of trade union membership joiners and leavers from a major British trade union with a substantial record of strike activity. Controlling for other possible determinants of trade union membership, we find that months in which there is strike action, whether national or local, are associated with a significantly higher rate of membership growth, measured both by the number of joiners and by the ratio of joiners to leavers. Data from new union members suggest that perceived injustice and perceived union effectiveness both motivate the decision to join.     

Knowledge inventories and managerial myopia

Managing knowledge inventories is the central issue posed by the knowledge‐based view of the firm. Knowledge inventory management involves acquiring, retaining, deploying, idling, and abandoning technologies. Because of future opportunities to switch technologies over time, managing knowledge inventories requires valuing flexibility. Real option theory presents normative conceptual frameworks and pricing formulas for valuing flexibility. These formulas assume managers consider the full time horizon of technologies as well as all available substituting and complementary technologies. This study considers the implications of violations of these assumptions (i.e., temporal and spatial myopia) for managers' technology investment decisions. Specifying decision criteria under alternative forms of myopia reveals possible sources and patterns of technology management decision errors. This study highlights the cognitive sources of path dependencies and organizational rigidities. Copyright © 2002 John Wiley & Sons, Ltd.     

Optimal economic ordering policy with deteriorating items under different supplier trade credits for finite horizon case

This paper develops and solves a general finite horizon trade credit economic ordering policy for an inventory model with deteriorating items under inflation and time value of money when shortages are not allowed. The time horizon is divided into different cycles each of which has its own demand rate and its own trade credit period offered from the supplier to his retailer so that the retailer should pay his supplier before or after the end of the permissible trade credit of that cycle. Up to the end of the trade credit of a cycle, the retailer is free of charge, but he is charged on an interest for those items not being sold before this end. The retailer can also earn the interest of the money from the generated sales revenue in any cycle by depositing such revenue into an interest bearing account. The objective of the retailer is then to minimize his net total relevant costs. A closed form of this net total cost is derived and the resulting model is solved. Then rigorous mathematical methods are used to show that, under some seemingly possible conditions, there exist a unique vector of the relevant decision variables that solve the underlying inventory system. A numerical example which shows the applicability of the theoretical results is given.     

Surfing incognito: Welfare effects of anonymous shopping

This paper studies consumers’ incentives to hide their purchase histories when the seller’s prices depend on previous behavior. Through distinct channels, hiding both hinders and facilitates trade. Indeed, the social optimum involves hiding to some extent, yet not fully. Two opposing effects determine whether a consumer hides too much or too little: the first-period social gains are only partially internalized, and there is a private (socially irrelevant) second-period gain due to price differences. If the discount factor is large, the second effect dominates and there is socially excessive hiding. This result is reversed if the discount factor is small.     

A production/remanufacture model with returns’ subassemblies managed differently

This paper considers a production-remanufacturing inventory model for a single product, where constant demand is satisfied from the inventory of newly produced and remanufactured items. Although the available models in the literature imply that collected used units (or returns) are disassembled for recovery purposes, these models really do not treat them as such. Contrary, the returns are assumed to be recovered as whole units, perhaps, for simplicity. This assumption may not capture the benefits reaped from product recovery programs. This paper addresses this limitation in the literature and assumes that each unit of a used product is collected and disassembled into components, where these components are sorted into subassemblies, which are fed back into the production-remanufacturing process. The returned subassemblies are remanufactured and reassembled to represent a second source of as-good-as-new units of the end-product. For this multi-component inventory problem, the question that needs to be answered is whether, or not, extreme strategies of either pure remanufacturing or pure production are more economical than a mixed strategy (one that combines both strategies). A mathematical model is developed that accounts for the inventories of subassemblies. The results suggested that not accounting for the disassembled components of a product leads to inappropriate inventory decisions that are not environmentally sound.     

A Theory of Trade Union Membership Retention

The retention rate of unemployed members can vary substantially between trade unions and may not particularly reflect the structure of the labour market within which a union operates. This raises the issue of whether retention of these members is due to supply-side factors characterised by individuals or to the policy of trade unions towards their unemployed members.     

Simulating the forces impinging upon the research budgets and organizations of a major firm—a test of a possible method

This paper reports work on one of a series of projects studying the utilization of discretionary funds by managers. The model described here is intended to assist decision makers to study the impact on the financial future of the firm, of policies affecting Research and Development. The factors affecting research, its orientation, and success are several and ill-defined. The present work draws upon the empirical research of Kesztenbaum and McCosh to illuminate the most important factors. The attempt is made to explore how these factors interact, whether this interaction can be simulated by a cross-impact procedure; and translates the factors into financial results using a modification of a model developed by McCosh (1975).
The paper shows how the resulting new model, called 'RDSIM', was received by some major British companies and also considers the sensitivity of the results to some of the input which must necessarily be imprecise.     

Takeover defenses,innovation, and value creation: Evidence from acquisition decisions

The desirability of antitakeover provisions (ATPs) is a contentious issue. ATPs might enable managerial empire building by insulating managers from disciplinary takeovers. However, some companies, such as “hard‐to‐value” (HTV) companies, might trade at a discount due to valuation difficulties, thereby exposing HTV companies to opportunistic takeovers and creating agency conflicts of managerial risk aversion. ATPs might ameliorate such managerial risk aversion by inhibiting opportunistic takeovers. This paper analyzes acquisitions made by HTV firms, focusing on whether the acquirer (not the target) is entrenched in order to examine the impact of entrenchment managerial decision making. The results show that HTV firms that are entrenched make acquisitions that generate more shareholder wealth and are more likely to increase corporate innovation, suggesting that ATPs can be beneficial in some firms. Copyright © 2013 John Wiley & Sons, Ltd.