State-contingent representations, strategic market games and systematic uncertainty

In this paper it is argued, in the context of a Walrasian market game, that the statecontingent representation of uncertainty is not compatible with the existence of what we call systematic uncertainty, that is, uncertainty that cannot be removed whatever the decision maker's conduct and past experience. The implications of this conclusion from the point of view of the foundations of decision theory are also drawn.     

Making Capitalism Work for Everyone

Capitalism–or, more precisely, the free enterprise system–is the most effective system for allocating resources and rewards. For this reason, most economists tend to believe that capitalism is bound to spread from the U.S. to all parts of the world. But the authors argue that the triumph of capitalism is far from certain. Part of the problem is that the forms of capitalism that are experienced in most countries are very far from the ideal. They are a corrupt version in which vested interests prevent competition from playing its socially bene. cial role. What's more, as many economists fail to recognize, and as has become clear from the experience of many countries in recent years, a market system cannot. ourish without the very visible hand of the government, which is needed to set up and maintain the infrastructure that enables participants to trade freely and with con. dence. But this in turn gives rise to a political, or collective action, problem: Even though we all bene. t from the better goods and services and the equality of access that competitive markets make possible, no one in particular makes huge pro. ts from keeping the system competitive and the playing. eld level; everyone has an incentive to take a free ride and let someone else defend the system. In this sense, a competitive market is a form of public good, one in need of collective action to maintain it. In all nations, the main political threat to free markets comes from two very different groups: (1) “incumbents,” who want to retain their positions and thus have a strong incentive to suppress any potential source of competition; and (2) those who have lost out and would be happy if the rules of the game that caused their troubles were changed. The longterm feasibility of free markets depends on reducing the incentives and limiting the ability of both of these groups to work against the market. This can be accomplished not by expanding the power of the state, but through policies –including a strengthening of the “safety net” as well as removal of barriers to the. ow of trade and capital–that end up limiting the state's ability to take inef. cient economic actions that favor the few at the expense of the majority.     

Optimal Decision-Making with Time Diversification

One of the most enduring topics in financial theory is thepersistence of investment risk across time. Traditional financelacks methods for considering and hedging non-diversifiablerisks. This paper is based on the general equilibrium model ofAllen and Gale (1997). We extend their model in variousdirections: the intermediary is a firm and not a planner,financial markets are assumed to be incomplete, and the mechanismof intergenerational risk-sharing is endogenously determined. Ourmodel allows for the analysis of optimal behavior of individualsand the intermediary together with the respective feedbackprocesses.     

Demand,innovation, and the dynamics of market structure: The role of experimental users and diverse preferences

The history of a number of industries is marked by a succession of eras, associated with different dominant technologies. Within any era, industry concentration tends to grow. Particular eras are broken by the introduction of a new technology which, while initially inferior to the established one in the prominent uses, has the potential to become competitive. In many case new entrants survive and grow, and the large established firms do not make the transition. In other cases, the established firms are able to switch over effectively, and compete in the new era. This paper explores a model which generates this pattern and has focused on the characteristics of the demand. We argue that the ability of the new firms exploring the new technology to survive long enough to get that technology effectively launched depends on the existence of fringe markets which the old technology does not serve well, or experimental users, or both. Established firms initially have little incentive to adopt the new technology, which initially is inferior to the technology they have mastered. New firms generally cannot survive in head-to-head conflict with established firms on the market well served by the latter. The new firms need to find a market that keeps them alive long enough so that they can develop the new technology to a point where it is competitive on the main market. Niche markets, or experimental users, can provide that space.

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Franco MalerbaEmail:

     

More Innovation with Less? A Strategic Contingency View of Slack Resources,Information Search,and Radical Innovation

This study investigates the nonobvious interrelationship between slack resources and radical innovation. While organizational slack and innovation literature has implicitly recognized a link between these constructs, at least two important aspects of their relationship have been overlooked. First, little attention has been paid to the mechanisms by which slack resources become beneficial for radical innovation. Drawing on information search and organizational learning theories, we propose distal search activity—searching for information outside the current knowledge domain of the firm—as a mediating variable between slack resources and radical innovation. Second, little consideration has been given to the strategic orientation of the firm as the context in which slack resources are deployed to enhance radical innovation. Adopting Miles and Snow's typology of strategic archetypes, we propose a moderating role of strategy in the slack resources–distal search–radical innovation chain of relations. We tested our hypotheses on a sample of Chinese high‐technology firms, using multiple informant survey data and regression analysis. Our results indicate that slack resources are positively related to radical innovation, and that this relationship is partially mediated by distal search. Thus, there appear to be two routes (one direct, one indirect) to transform slack resources into radical innovation. Further, moderation analysis shows that the effect of slack resources on distal search is strongest among analyzers, while the effect of distal search on radical innovation is strongest among defenders. In sum, our results suggest that analyzers are relatively more dependent on the amount of slack resources compared to other strategy types, that is, resource constraints would have a more negative effect on analyzers. We discuss theoretical and managerial implications of our study and conclude by suggesting future research opportunities.     

A Conceptual Regulatory Framework for the Design and Evaluation of Complex,Participative Cultural Planning Strategies

The current hype about culture‐led local development models is causing an increasing interest in cultural policies in the broader context of urban policy. This is not necessarily a transitory situation bound to fade once the hype is over. Under certain conditions, there is room to believe that culture may indeed become a main development driver of urban systems. For this to happen, however, it is necessary to abandon simple mono‐causal developmental schemes (such as the ‘creative class’ model) and look for more articulated approaches. This calls in turn for a complex systems‐based conceptual framework that is at the same time rich enough to capture the complexity of the interdependences among policy and state variables, and manageable enough to be of practical use, not only for policy design professionals but also for local stakeholders who want to take part in collective decision‐making processes. Inclusiveness and collective decision making are almost unavoidable in the case of cultural planning strategies, as the social sustainability of culture‐based value creation processes crucially depends on boosting the level of access to cultural opportunities by local residents. In this article we present an approach that may be a tentative first step in this direction.     

Managing the Unexpected Across Space: Improvisation,Dispersion, and Performance in NPD Teams

Organizations are increasingly moving toward a team‐based structure for managing complex knowledge in new product development (NPD) projects. Such teams operate in an environment characterized by dynamic project requirements and emergent nonroutine issues, which can undermine their ability to achieve project objectives. Team improvisation—a collective, spontaneous, and creative action for identifying novel solutions to emergent problems—has been identified as a key team‐situated response to unexpected challenges to NPD team effectiveness. Geographic dispersion is increasingly becoming a reality for NPD teams that find themselves needing to improvise solutions to emergent challenges while attempting to leverage the knowledge of team members who are physically distributed across various locations. However, very little is known about how teams' improvisational actions affect performance when such actions are executed in increasingly dispersed teams. To address this gap in the literature, this paper draws on the emerging literature on different forms and degrees of team dispersion to understand how team improvisation affects team performance in such teams. In particular this paper takes into account both the structural and psychological facets of dispersion by considering the physical distance between team members, the configuration of the team across different sites, as well as the team members' perception of being distant from their teammates. Responses from 299 team leaders and team members of 71 NPD projects in the software industry were used to analyze the relationship between team improvisation and team performance, as well as the moderating effect of the three different conceptualizations of team dispersion. Results of the study indicate that team improvisation has a positive influence on project team performance by allowing team members to respond to unexpected challenges through creative and timely action. However, increasing degrees of team member dispersion (both structural and psychological) attenuate this relationship by making it difficult to have timely access to other team members' knowledge and by limiting real‐time interactions that may lead to the development of creative solutions. The results of this research offer guidance to managers about when to balance the desire to leverage expertise to cope with unexpected events. Moreover, the present paper provides directions for future research on improvisation and team dispersion. Future research is encouraged to investigate factors that may help highly dispersed teams to overcome the shortcomings of team dispersion in dealing with emergent events.     

Time discounting for primary and monetary rewards

This paper reports a positive and statistically significant relation between short-term discount rates elicited with a monetary and a primary reward (chocolate). This finding suggests that high short-term discount rates are related to an underlying individual trait.