Second time lucky? Withdrawn IPOs that return to the market

We investigate issuers withdrawing an IPO (after security regulation filings) that return later for a successful offering. Venture capital backing and reputation of the lead underwriter are key factors in predicting successful return. The possibility of returning has a significant impact on the decision to withdraw and the pricing of offerings that succeed. Our sample of returning IPOs also provides a unique setting to investigate underwriter switching after a withdrawal but before a successful IPO. We find that switching occurs in response to poor bank performance and when switching firms “graduate” to banks that have high industry market shares.     

Estimating demand elasticities under rationing

Eliminating rationing in the United Kingdom following the Second World War was a concern for policy-makers because of potentially large fluctuations in post-war prices and the impact on unrationed goods. This study shows that in using virtual prices, elasticities can be estimated from a ‘free’ demand system consistent with observed consumer choices. Substitution estimates without accounting for rationing are misleading. In contrast, using virtual prices and estimating a ‘free’ market system yield results similar to those of the pre-war period. Results show that food rationing affected expenditure across unrationed goods. Rationing on other services had little effect on expenditure across unrationed goods.     

Societal aspects of technology assessment

Despite earnest admonitions in most technology assessments that institutional arrangements, social impacts, and societal implications be taken into account, the methodology commonly used not only systematically and systematically excludes these very dimensions but often creates a distorted focus. The paradigm dominating structural modeling in technology assessment is technically-oriented; the techniques, lineal descendants of systems analysis, are no more reliable for “assessing” the uncertain future than have been their ancestors in “managing” the present.