Alliance capabilities,interpartner attributes,and performance outcomes in international strategic alliances

This study tests, using a sample of cross-border alliances, how different alliance capability components intersect to develop resource complementarity and trust and how such interpartner attributes themselves intersect to enhance performance. We find that management capability allows firms to build resource complementarity and trust. High formulation capability is required for management capability to positively shape resource complementarity. Search capability is only positively linked to resource complementarity when formulation capability is low. International alliance experience drives resource complementarity. Trust has an inverted U-shaped relationship with performance, and resource complementarity drives trust and performance. Resource complementarity positively moderates the trust–performance link.     

Mental accounting and behavioural hierarchy: Understanding consumer budgeting behaviour

Budgeting is an important step in consumer finance. Budgeting behaviour is considered a desirable financial behaviour to indicate consumer financial capability. However, systematic research on budgeting behaviour with a large scale national sample is limited. The purpose of this study was to address this research gap and examine characteristics of budgeting behaviour from the perspective of a behavioural hierarchy, which is related to mental accounting. The assumption holds that consumer financial behaviours may be performed in a hierarchical manner along with an increase in economic resources. Using data from the 2015 National Financial Capability Study, evidence suggests that budgeting behaviour is at the lower end of the behavioural hierarchy. This finding has implications for consumer financial professionals.     

The role of human and social capital in growth: extending our understanding

Human capital, institutions and social capital are now all recognisedas significant factors of growth. They have largely been studiedseparately, and although they present sufficient common characteristicsto be conceptualised as one main category distinct from physicalcapital, it may still be more important to focus on the linksbetween their specific sub-categories. Direct links with incomemay be spurious, as there appears to be a ‘web of associations’between the sub-categories, which would benefit from furtherempirical investigation. This paper reviews the literature onhuman capital, institutions and social capital, extracting threesub-categories of human capital (human skills capital, stock-of-knowledgeand entrepreneurship) and two of social capital (low- and high-rationalisation).Specific areas are then suggested for further empirical study.     

Nea presidential address: Economics programs at historically black colleges and universities

Conclusion If we wish to increase the number of students taking economics courses, the number of students majoring in economics and the number of students who want to learn more economics after they finish the required courses we must offer courses that students can understand, courses that answer questions that students either already know to be important or can be convinced are important.     

Vertical Networks and US Auto Parts Exports: Is Japan Different?

In a model where upstream network insiders conduct relationship-specific investment, downstream firms have an incentive to transact within networks. Evidence from US auto parts exports to 26 auto-producing countries supports key predictions of the model. Greater production scale for assemblers lowers imported parts per car. Vertical networks matter in two ways. First, although Japan's average import levels are not unusually low, non-Japanese suppliers have relatively low market penetration for parts categories where vertical keiretsu are prominent in Japan. Second, US-owned assembly abroad and foreign-owned parts production in the US both stimulate parts exports.