The resource drag

Between 1995 and 2001, Jeffrey Sachs and Andrew Warner published a series of influential empirical studies examining mining and energy’s role in economic growth. Their principal finding was that economies heavily dependent on extractive activity in 1971 grew more slowly than comparable non-extractive economies over the next 19 years. This result has been deemed ‘the resource curse’. The result is generally robust across differing country samples and across extended sample periods. Many have sought to explain the phenomenon, but without unified success. Sachs and Warner suggest that crowding out of a sector or activity with production externalities is the most likely explanation. This paper demonstrates that the relatively slower growth in mineral and energy economies may simply reflect a resource drag whereby optimally managed per capita resource production does not grow substantially over time and hence introduces a drag on the measured growth of per capita economic output. If the resource curse is indeed only a resource drag, this has implications for trade and industrial policies implemented on the presumption that there are growth-reducing market failures associated with mineral and energy production.     

PRODUCT LINE RIVALRY

We analyse how product line rivalry by multi‐product oligopolists is affected by market size and product substitutability. We show that the width and degree of overlap in competing product lines is determined by the tension between two effects: the drive to ‘be where the demand is’ and the desire to weaken competition and intra‐firm product cannibalization. Product lines are shown to be wider and more overlapped in large markets and when product substitutability is weak. Our analysis suggests that firms can increase their profits by agreeing not to overlap their product lines.     

Examining Market Information and Brand Equity Through Resource‐Advantage Theory: A Carrier Perspective

To survive in this challenging economic environment, transportation providers must differentiate themselves in the eyes of current and potential customers. Consequently, they are seeking to develop superior resources that allow them to build greater awareness of and distinctive images for their brands. Those that are successful achieve higher levels of brand equity and, ultimately, positions of competitive advantage in the logistics services industry. This research applies resource‐advantage theory to investigate the role of market information in creating an informational advantage to build brand equity for transportation providers. Results from a survey of motor carriers indicate that informational advantage mediates the impact of market information resources on the levels of brand image and brand awareness, two dimensions of a firm’s brand equity.     

Hedging under model misspecification: All risk factors are equal,but some are more equal than others …

It is often difficult to distinguish among different option pricing models that consider stochastic volatility and/or jumps based on a cross‐section of European option prices. This can result in model misspecification. We analyze the hedging error induced by model misspecification and show that it can be economically significant in the cases of a delta hedge, a minimum‐variance hedge, and a delta‐vega hedge. Furthermore, we explain the surprisingly good performance of a simple ad‐hoc Black‐Scholes hedge. We compare realized hedging errors (an incorrect hedge model is applied) and anticipated hedging errors (the hedge model is the true one) and find that there are substantial differences between the two distributions, particularly depending on whether stochastic volatility is included in the hedge model. Therefore, hedging errors can be useful for identifying model misspecification. Furthermore, model risk has severe implications for risk measurement and can lead to a significant misestimation, specifically underestimation, of the risk to which a hedged position is exposed. © 2011 Wiley Periodicals, Inc. Jrl Fut Mark     

Consumer shopping value: An investigation of shopping trip value,in-store shopping value and retail format

Although delivering value is the key for retailers to create new competitive advantages, the literature on consumer shopping value is fragmented and findings are inconsistent. This study aimed to understand consumer shopping value in-depth by examining consumer shopping processes and experiences in two retail formats: mass merchandisers and department stores. This study conceptualizes consumer shopping value as having two components: shopping trip value and in-store shopping value. Shopping trip value is originated by fulfillment of general shopping motivations, and in-store shopping value stems from retail elements that create in-store shopping experiences that consumers have in specific retail contexts. Five shopping trip value dimensions and six in-store shopping value dimensions are identified from the in-depth interviews. The findings highlight how consumer shopping value is a complex and context specific construct.