Additive and Multiplicative Uncertainty Revisited: What Explains the Contrasting Biases?

above the certainty level while for additive uncertainty the price should be lower than the certainty level. This note gives an intuitive explanation for the result after first presenting a parsimonious review of the two models. We also discuss which, if either, of the two models is more realistic. Received December 14, 2001; revised version received July 16, 2002 Published online: April 30, 2003 We thank referees for helpful comments. Ciaran Driver would like to acknowledge the research facilities from ANU, Canberra for their help in writing this paper.     

Capacity Utilisation and Excess Capacity: Theory, Evidence, and Policy

This paper models capacity utilisation as a cyclical variable that reflects both the value of precautionary capacity and the desire to hold strategic excess capacity. Business unit data from the Profit Impact on Marketing Strategy (PIMS) database of large, predominantly US, companies are used. Separate estimation is carried out for a number of SIC industry groups. Panel data estimation in first difference instrumental variable form is employed. Unlike many previous studies the utilisation variable is well determined. The results show significance for precautionary and strategic effects in particular industries. The paper discusses the reasons for the industry specificity of the results. Policy implications are discussed.     

The seasoned executive's decision-making style

Leaders make decisions every day of their lives, but how they do it changes dramatically over the course of their careers. At lower levels, the job is to get widgets out the door; action is at a premium. At higher levels, the job involves decisions about which widgets to offer and how to develop them. To climb the corporate ladder and be effective in new roles, managers need to change the way they use information and evaluate options. Based on a study of the decision-making profiles of more than 120,000 executives, the authors found that people make decisions very differently in public than they do in private and that the decision styles of successful managers evolve in highly predictable patterns. The most successful managers and executives become increasingly open and interactive in their leadership (or public) styles, and more analytic in their thinking (or private) styles, as they progress in their careers. The research shows that decision-making profiles do a complete flip over the course of a career; that is, the decision profile of a successful CEO is the opposite of a successful first-line supervisor's. When does the major change in focus occur? Somewhere between the manager level and the director level, executives find that formerly effective decision styles no longer work so well. At this point, decision styles fall into a "convergence zone", where managers use all styles more or less equally. From then on, the executives continue to evolve their styles. The most successful managers come to the convergence zone quickly and continue to adjust their styles as their careers progress. Low performers seem to stagnate once they hit the convergence zone; their styles do not evolve in new directions. Clearly, relying on past successes and habits is no guarantee of success-indeed, it may be the road to failure.     

The Fish River SDI: New hope for industrial regeneration in the Eastern Cape?

This article reports on a case study of the Fish River Spatial Development Initiative which is spatially focused on the cities of Port Elizabeth and East London in the Eastern Cape Province. Major elements of the SDI, including the two industrial development zones which form part of it, are discussed The SDI is characterised as a nationally driven initiative which aims to create ‘sustainable ‘jobs by increasing the profile of Port Elizabeth and East London as international investment destinations, and thereby attracting large, new export‐oriented investment projects to the region. It is argued that even if the Fish River SDI succeeds in attracting such investment, it is only likely to lead to a once‐off increase in investment and employment rather than sustained industrial regeneration in the region. To ensure such industrial regeneration requires a regional industrial strategy which builds the capacity for learning and innovation in the region.     

Profiles in Management and Performance for Assessment of Information Needs

This study determines farmer profiles, each unique in technical, managerial and conceptual skills, level of risk acceptance and level of business performance (measured by levels of quasi-fixed resources and indicators of profitability and efficiency). The profiles are used to assess the extent to which current management information sources and recommended practices meet the needs of farmers for strategy planning and deci s ion making. he study results demonstrated that technology of the farm production systems and production per technical unit are statistically valid clas-sificatory proxies for determining managerial profiles. The quasi-fixed resources and indicators of profitability and efficiency rose with improvements in skills and greater willingness to accept risks. Thus, the profiles were indicative of economies of size and scale and needs for information. he use frequency of current information sources and recommended practices differed across profiles with only the modal to upper profiles making substantial use of them. An overemphasis on technical production to the apparent neglect of management and long-term planning was identified in the highest profile. he profiles in management and performance by commodity grouping are helpful guidelines for processing and organizing information which would reduce the guesswork (both educated and uneducated) in adjusting farm level coefficients, and increasing the accuracy and explanatory power of sectoral supply response models and forecasts. Cette étude détermine les profiIs de fermier. Chaque fermier a ses propres aptitudes techniques, conceptuelles et de gestion, niveaux d'ac-ceptation de risque et niveaux de performance en affaires (measurés par les niveaux de ressources quasi-fixes et des indicateurs de rentabilité et d'efficacité. Les profils sont utilisés pour évaluer dans quelle mesure les sources courantes d'information de gestion et de pratiques recommandées satisfont les besoins des fermiers dans leur planification de stratégie et de prise de décision. Les résul tats de l'étude démontrent que la technologie des systémes de production agricole et la production par unité technique sont des ap- proximations de classification statistiquement valides pour déterminer des profils de gestion. Les profils sont homogènes à I'intérieur d'une classe et hétérogénes entre classes. Les ressources quasi-fixes et les indicateurs de rentabilité et d'efficacité augmentent avec I'amélioration des aptitudes et un plus grand desir d'accepter dés risques. Par conséquent. les profils sont indicatifs des économies de taille et d'échelle et des besoins d'information. La fréquence d'utilisation des sources courantes d'information et de pratiques recommandées différe entre les profils avec seulement les profils modaux à supérieurs utilisant de faSon significative ces sources. Un accent particulier sur la production technique au détriment apparent de la gestion et de la planification de long terme est identifié dans le profile plus élevé. Les profils de gestion et de performance par groupe de produits sont des guides utiles pour traitement et l'orqanisation de l'information qui réduiraient le degré de conjecture (fondée ou nonfondée) dans l'ajustement des coefficients au niveau de la ferme, et augmenteraient le degré de précision et le pouvoir d'explication des prévisions et des modéles de réponse d'offre sectorielle.