移动支付和3G应用

<正>我是Cibernet副总裁Ken Hansen,大家都知道Cibernet公司,我的新服务就是不仅来中国发展,而且在全球,特别是在商务方面,通过更好的方式来为您服务。首先我要谈一点公司的背景,我们是Ciberent的一部分。在美国,关于移动商务方面,也就是CTI,1998年的时     

Nitrogen Fertilizer Demand from Danish Crop Farms: Regulatory Implications of Heterogeneity

This paper estimates nitrogen fertilizer demand elasticities for Danish crop farms using the dual profit function approach on micro panel data. The model includes several farm‐specific parameters, allowing us to estimate the mean demand elasticity and test for homogeneity of elasticities across panel farms. The mean own‐price elasticity for nitrogen is ?0.45, and there is a significant standard deviation from this mean for individual farms of 0.24. Heterogeneity of demand elasticities implies that regulating fertilizer application through mandated uniform percentage reductions, as is currently used in Danish nitrogen regulation, increases abatement costs relative to tax regulation. Somewhat surprisingly, this causes the abatement costs of quota regulation to be only 8% larger than with tax regulation. Simulation results indicate that the primary threat to the efficiency of uniform reduction schemes comes from inaccurate estimation of baselines rather than from heterogeneity of elasticities. L'auteur estime les élasticités de la demande d'engrais azotés pour l'agriculture danoise en appliquant la fonction du double profit aux données issues de microgroupes de consultation. Le modèle inclut plusieurs paramètres spécifiques à l'agriculture, ce qui permet d'estimer l'élasticité moyenne de la demande et de vérifier l'homogénéité des élasticités pour les agriculteurs consultés. On constate qu'il existe une élasticité‐prix moyenne de ?0,45 pour l'azote et que cette moyenne présente un écart‐type significatif de 0,24 par exploitation agricole. Les élasticités hétérogènes de la demande supposent que si on régule les engrais azotés par une réduction uniforme du volume employé en pour cent, ainsi que l'exige présentment le règlement danois, on accroît le coût des mesures de lutte, comparativement à ce qui se produit avec les mesures fiscales. Il est un peu surprenant de voir que la régulation par quota n'augmente le coût des mesures de lutte que de 8%, par rapport aux mesures fiscales. Les résultats de la simulation révèlent que l'efficacité des programmes de réduction uniforme est surtout menacée par une estimation inexacte des valeurs de base et non par l'hétérogénéité des élasticités.     

On the Causal Links Between FDI and Growth in Developing Countries

We analyse the Granger causal relationships between foreign direct investment (FDI) and GDP in a sample of 31 developing countries covering 31 years. Using estimators for heterogeneous panel data we find bi‐directional causality between the FDI‐to‐GDP ratio and the level of GDP. FDI has a lasting impact on GDP, while GDP has no long‐run impact on the FDI‐to‐GDP ratio. In that sense FDI causes growth. Furthermore, in a model for GDP and FDI as a fraction of gross capital formation (GCF) we also find long‐run effects from FDI to GDP. This finding may be interpreted as evidence in favour of the hypotheses that FDI has an impact on GDP via knowledge transfers and adoption of new technology.     

Introducing T-shaped managers. Knowledge management's next generation

Most companies do a poor job of capitalizing on the wealth of expertise scattered across their organizations. That's because they tend to rely on centralized knowledge-management systems and technologies. But such systems are really only good at distributing explicit knowledge, the kind that can be captured and codified for general use. They're not very good at transferring implicit knowledge, the kind needed to generate new insights and creative ways of tackling business problems or opportunities. The authors suggest another approach, something they call T-shaped management, which requires executives to share knowledge freely across their organization (the horizontal part of the "T"), while remaining fiercely committed to their individual business unit's performance (the vertical part). A few companies are starting to use this approach, and one--BP Amoco--has been especially successful. From BP's experience, the authors have gleaned five ways that T-shaped managers help companies capitalize on their inherent knowledge. They increase efficiency by transferring best practices. They improve the quality of decision making companywide. They grow revenues through shared expertise. They develop new business opportunities through the cross-pollination of ideas. And they make bold strategic moves possible by delivering well-coordinated implementation. All that takes time, and BP's managers have had to learn how to balance that time against the attention they must pay to their own units. The authors suggest, however, that it's worth the effort to find such a balance to more fully realize the immense value of the knowledge lying idle within so many companies.     

A note on Wiener-Kolmogorov prediction formulas for rational expectations models

A prediction formula for geometrically declining sums of future forcing variables is derived for models in which the forcing variables are generated by a vector autoregressive-moving average process. This formula is useful in deducing and characterizing cross-equation restrictions implied by linear rational expectations models.