Futurology as Further Ideology: Reflections on Pryor's Millennium Survey of Economists

This comment is in response to Frederic L. Pryor (2000). The Millennium Survey: How Economists View the U.S. Economy in the 21^st Century. The American Journal of Economics and Sociology. 59 (January), pp. 3-33.     

Sovereign Geopolitics? – Uncovering the “Sovereignty Paradox”

This paper reconsiders the importance of the sovereign state in contemporary geopolitics. The role of the state in an era of globalisation and devolution is a concern that has gained considerable attention in recent geographical scholarship. What has received less attention is how the state has historically functioned as a device that conflated the linked concerns of sovereignty and territoriality. The authors argue that there exist a number of “sovereignty paradoxes” that inhibit the interdisciplinary analysis of the interrelations between sovereignty, territoriality, and state power. Thus, reconsidering sovereignty and territoriality informs both how the state emerged as an important unit of geographical analysis historically, and why the state has become such a problematic concept in contemporary geopolitics. This work has implications for understanding popular struggles over civil liberties, foreign policy, and justice for indigenous peoples.     

A generalized algebraic model for optimizing inventory decisions in a centralized or decentralized multi-stage multi-firm supply chain

First of all, a number of integrated models with/without lot streaming under the integer multiplier coordination mechanism is generalized by allowing lot streaming and three types of inspection for some/all upstream firms. Secondly, the optimal solutions to the three- and four-stage models are individually derived, both using the perfect squares method, which is a simple algebraic approach so that ordinary readers unfamiliar with differential calculus can easily understand how to obtain the optimal solution procedures. Thirdly, optimal expressions for some well-known models are deduced. Fourthly, expressions for sharing the coordination benefits based on Goyal’s (1976) scheme are derived, and a further sharing scheme is introduced. Fifthly, two numerical examples for illustrative purposes are presented. Finally, some future research works involving extension or modification of the generalized model are suggested.     

Constrained dynamic futures portfolios with stochastic basis

Annals of Finance - We study the problem of dynamically trading multiple futures contracts on different underlying assets subject to portfolio constraints. The spreads between futures and spot...     

Disentangling types of liquidity and testing limits-to-arbitrage theories in the CDS–bond basis

We disentangle asset-specific, market, and funding liquidity in the CDS–bond basis outside and during the 2007–9 global financial crisis. Our findings stress the importance of separating different types of liquidity, since all three measures have independently negative impacts on the basis. Funding liquidity emerges as the economically most important liquidity metric. While asset-specific liquidity is cross-correlated in both the cash and derivative markets, funding and market liquidity only matter for the cash market. We exploit the decomposition of the basis to test predictions of limits-to-arbitrage theories. We find strong evidence in favor of margin-based asset pricing and flight-to-quality effects.     

Risk Management,Corporate Governance,and the Search for Long-Term Investors

This discussion explores a number of ways that more effective risk management, corporate governance, and communication with investors can help companies increase their effciency and long-run value. According to one of the panelists, recent surveys of corporate directors suggest that companies should devote more time and attention to three issues—strategy, risk management, and succession planning—and that strategy and risk are the “flipsides of the same coin.” As the panelist argues, “You can't talk about strategy without talking about what risks you're going to take—and what risks you decide to take has to depend on the core competencies that drive the corporate strategy.” In addition to making risk management a critical part of corporate strategy, another notable recommendation is to communicate a company's strategy and business plan as clearly as possible to investors, with the aim of attracting more sophisticated, long-term shareholders. Contrary to popular belief, such a group may well include some hedge funds and other activist shareholders. According to a newly released report on shareholder activism (produced and cited by another panelist), corporate boards should work harder to identify and engage the “largest 10 shareholders in the organization,” with the ultimate goal of cultivating a shareholder base that buys into the company's strategy.