A new full‐nest classification approach

This study conceptually and empirically develops an improved approach for classifying full‐nest households. Unlike existing life‐cycle models, this study separates traditional full‐nest couples who marry and have children at a young age from those who delay marriage and childbearing until their 30s. Nontraditional delayed full‐nest spouses held nontraditional sex role norms and values and experienced greater work and time pressures. They also consumed more healthy foods and beverages, avoided convenience and junk foods, but consumed more meals prepared away from home, as well as alcoholic beverages, than their traditional counterparts. While extant life‐cycle approaches use age of head of household to separate school‐age and older full‐nest families, this study uses the transitions of the youngest child to school age, and then to teenage years. This distinction more effectively captures life‐style and consumption differences than does the traditional life‐cycle approach. Overall, this new full‐nest classification scheme outperforms existing life‐cycle approaches in identifying unique sex‐role norms and values profiles as well as household food and beverage consumption patterns. It also captures meaningful and significant differences, in dollar values of home entertainment devices and furniture and of major durable assets not uncovered by previous research. Based on these findings, it is recommended that this full‐nest classification approach be incorporated into extant life‐cycle models. © 2002 John Wiley & Sons, Inc.     

MUTUAL FUND MORTALITY, 12B‐1 FEES,AND THE NET EXPENSE RATIO

The Securities and Exchange Commission is currently reviewing Rule 12b‐1, which governs how fund advisors may pay for the distribution of fund shares. We provide evidence that even after adjusting for economies of scale, funds with 12b‐1 fees have higher expense ratios net of the 12b‐1 fees than do funds without such fees. This finding suggests that 12b‐1 fees are more than just a deadweight cost. We also demonstrate that 12b‐1 fees are highest for funds that ultimately fail, that the proportion of funds with 12b‐1 fees is increasing over time, and that the level of those fees is also increasing over time.     

Integrated Market-Immersion Approach To Teaching New Product Development In Technologically-Oriented Teams

This article presents a market immersion methodology for teaching NPD in technologically-oriented teams. This methodology was developed during the early 1990s at the Lally School of Management and Technology of Rensselaer Polytechnic Institute. Since then, it has been successfully utilized to train in excess of one hundred MBA-level student teams. The NPD course is taught by a 5-member cross-functional team of faculty with backgrounds in marketing, manufacturing operations, and accounting. The course is modeled on Cooper's stage gate process, and the course is designed to provide a combination of classroom and apprenticeship experiences. The 6-credit, year-long course requires students to work in self-directed teams of approximately 5 to 6 members. Each student team chooses its own industry or technology domain in which to concentrate its efforts, and students undertake intensive market and field research in order to assess any existing market opportunities. Once a specific target market and market need have been identified, students are then required to design a product and an organization to meet that need. In specific, students must produce a detailed marketing, manufacturing, operations, advertising, distribution, and financial plan that can bring their product to market. During the process, students create multiple potential product designs, build mock-ups of their products, and field test the mock-ups. At every phase of the course, the teams are continuously immersed in real customer markets. As a result, teams must struggle to incorporate new market information and learning into their project in a consistent and holistic manner. The following article presents the curriculum content and tools, lessons learned, and student reactions to this original pedagogical approach to teaching NPD. Due to the length of the course, particular attention is paid to the teaming issues that naturally arise when teams work together on long-run projects. © 2002 Elsevier Science Inc. All rights reserved.     

The critical relationship between venture capitalists and entrepreneurs: Planning,decision-making,and control

On the basis of preliminary interview and survey data, evidence suggests that venture capitalists (VCs) are less involved with their affiliated new venture organizations than may be necessary for long term survival. The dual core model of innovation that emphasizes the need of a technical and administrative core for continued innovation is used as the foundation of this perspective. In the post investment relationship between the venture capitalist and the new venture, it is expected that the new venture has a well developed technical core. However, the administrative needs are often ignored by the new venture entrepreneurs. Therefore, it is recommended that VCs become more involved in the administrative component of the new venture organization (NVO) through either direct involvement or through the recruiting of key personnel. As the NVO moves through its life cycle the addition of an administrative component to its technical core provides for continued innovation necessary for long term survival and growth.     

A Test of the Conditional CAPM with Simultaneous Estimation of the First and Second Conditional Moments

Recent studies of the conditional Capital Asset Pricing Model (CAPM) are extended by modeling the first and second conditional moments separately, but estimating them jointly, allowing the isolation of time-varying influences in the different moments. Results support evidence that both conditional moments and conditional risk parameters are time varying, and help shed light on previous rejections of the conditional CAPM. The GMM test of the over-identifying restrictions fails to reject the null that the CAPM holds through time when a non-linear specification is used, and only weakly rejects the null with a linear specification.