Defining and improving technology transfer business and management processes in university innovation centres

The complex and dynamic behaviour associated with technology transfer business processes combined with the technological risk involved in the participating small firms, has led to a lack of business process definition and improvement in this area. Furthermore, the embryonic firms are highly individualistic with differing needs for assistance and development. There may also be a tendency to provide infrastructure and basic services with an avoidance of business process definition and hence, improvement.The aim of this paper is to investigate how potential business and management inputs can be used to define and to suggest improvements for two key technology transfer business processes, namely the technology licensing process and the business building process.A stratified pathway process mapping approach is used. This research approach includes semi-structured interviews with University Innovation Centre small firms, focus groups with Innovation Centre stakeholders and best practice benchmarking.The findings indicate that a modified processual approach can be adopted to define key business processes within technology transfer. Using this approach it is possible to show where business and management interventions can most effectively be deployed in each process.     

Relative risk aversion among the elderly

This paper examines portfolio allocation behavior of the elderly, investigating whether their behavior conforms to Arrow's postulate of increasing relative risk aversion. Additionally, the effects on risk aversion of age, race, gender, education, health status, and the number of children are examined. The source of data is the AHEAD data set that is comprised of households with at least one member aged 70 or over. In the preferred specification, evidence supports a finding of modestly decreasing relative risk aversion and statistical significance for the personal characteristics examined. Implications are drawn for the likely security markets effects of an aging population.     

Customer account relationships and e-retail banking usage<Superscript>1</Superscript>

Financial institutions are actively developing new electronic banking products for their retail customers. To date, the market leaders have drawn a disproportionably higher share of e-retail banking customers. In response, smaller institutions have become quite active in exploring ways to participate profitably in online banking. A major influence is from a customer relationship management (CRM) perspective, where institutions try to limit the outflow of current customers and direct high-value customers to potential products from a multi-product service offering array. These efforts can succeed only if retail bank marketers focus the promotion of the new products and services that can utilise this channel toward those customers who are most likely to find them attractive. The first aim of this study was to examine the role that online and electronic banking play in defining the customer's primary financial relationship. The analysis of 701 retail customers of a financial institution presented in this study suggests that banks and other institutions are highly vulnerable to loss of customers to rivals with extensive online services. A second aim was to examine to what extent information on banking relationships is able to extend CRM analysis beyond that offered by typical demographic and income data. Current customer account relationships are found to be highly predictive of use of electronic services use in general. And, interest in the use of specific online services is related to differing customer relationships in addition to ordinary demographic and balance information. These findings can be useful for retail banking in identifying potential high-value users from a customer relationship management perspective.     

Garbage and Recycling with Endogenous Local Policy

This paper estimates the impact of garbage fees and curbside recycling programs on garbage and recycling amounts. Without correction for endogenous policy, a price per bag of garbage has a negative effect on garbage and a positive cross-price effect on recycling. Correction for endogenous local policy increases the effect of the user fee on garbage and the effect of curbside recycling collection on recycling. Introducing a fee of $1 per bag is estimated to reduce garbage by 412 pounds per person per year (44%), but to increase recycling by only 30 pounds per person per year.     

book reviews

THE CHANGING SYSTEM OF INDUSTRIAL RELATIONS IN GREAT BRITAIN University of Glasgow LABOUR RELATIONS—HERITAGE AND ADJUSTMENT Sir Otto Kahn-Freund, Q.C.* Lanchester Polytechnic MANPOWER PROBLEMS IN THE HOTEL & CATERING INDUSTRY Hotel and Catering Industry Training Board THE POSTAL BUSINESS 1969–79 University of Nottingham WORKING WOMEN AND THE LAW Legal Officer General and Municipal Workers' Union INDUSTRIAL LABOR IN THE USSR Univesity of Glasgow AFRICANISATION, NATIONALISATION AND INEQUALITY University of Edinburgh     

Market index returns,macroeconomic variables,and tax-loss selling

This study provides the most direct macro-level test to date of the tax-loss selling hypothesis as an explanation of the January effect. By examining relationships between macroeconomic variables that should be related to tax-loss selling and market index measures of the January effect, this study provides an approach that addresses the market microstructure problems that are inherent in much of the prior research regarding tax-loss selling. This study also addresses some of the methodological and variable specification concerns in prior macro-level testing, resulting in stronger support for taxloss selling. The authors wish to acknowledge the editor and anonymous referees for helpful comments and suggestions.     

UNIVERSITY OF GEORGIA ROUNDTABLE ON: Enterprise‐Wide Risk Management

For many years, MBA students were taught that there was no good reason for companies that hedge large currency or commodity price exposures to have lower costs of capital, or trade at higher P/E multiples, than comparable companies that choose not to hedge such financial price risks. Corporate stockholders, just by holding well‐diversified portfolios, were said to neutralize any effects of currency and commodity price risks on corporate values. And corporate efforts to manage such risks were accordingly viewed as redundant, a waste of corporate resources on a function already performed by investors at far lower cost. But as this discussion makes clear, both the theory and the corporate practice of risk management have moved well beyond this perfect markets framework. The academics and practitioners in this roundtable begin by suggesting that the most important reason to hedge financial risks—and risk management's largest potential contribution to firm value—is to ensure a company's ability to carry out its strategic plan and investment policy. As one widely cited example, Merck's use of FX options to hedge the currency risk associated with its overseas revenues is viewed as limiting management's temptation to cut R&D in response to large currency‐related shortfalls in reported earnings. Nevertheless, one of the clear messages of the roundtable is that effective risk management has little to do with earnings management per se, and that companies that view risk management as primarily a tool for smoothing reported earnings have lost sight of its real economic function: maintaining access to low‐cost capital to fund long‐run investment. And a number of the panelists pointed out that a well‐executed risk management policy can be used to increase corporate debt capacity and, in so doing, reduce the cost of capital. Moreover, in making decisions whether to retain or transfer risks, companies should generally be guided by the principle of comparative advantage. If an outside firm or investor is willing to bear a particular risk at a lower price than the cost to the firm of managing that risk internally, then it makes sense to lay off that risk. Along with the greater efficiency and return on capital promised by such an approach, several panelists also pointed to one less tangible benefit of an enterprise‐wide risk management program—a significant improvement in the internal corporate dialogue, leading to a better understanding of all the company's risks and how they are affected by the interactions among its business units.     

Underlying Dimensions and Communications Strategies of the Advertising Agency-Client Relationship

The alcohol industry is increasingly dependent upon slick advertising and innovative promotional methods both to maintain existing profit levels and to penetrate new markets. In spite of the ‘tightening’ of codes of practice, vulnerable groups are still targeted with impunity and the influence which the portrayal of such images has upon children, for example, is excused as inadvertent or accidental. The social cost of excessive and inappropriate drinking can be seen in both general and personal terms. It is because of the latter that public opinion is beginning to move against present levels of promotion and calls for a ban on certain forms of advertising are likely to receive support. More stringent controls are almost inevitable in spite of the challenge which will be presented by satellite broadcasting and other forms of electronic media. The drinks and advertising industries should begin now to explore the potential of constructive compromise.