Developing maintenance craft labor efficiency through an integrated planning and control system: A prescriptive model

The area of maintenace management has been placed under increasing pressure because of changes in the manufacturing production planning and control systems. In the last few years plant management has been asked to respond to productivity and quality challenges unmatched in business history. The maintenance department plays an important, indeed vital, role in the attainment of improved levels of productivity and quality.This article examines the relationship between production and maintenance management systems. A conceptual model is developed that integrates the preventive and corrective aspects of maintenance planning with the priority and capacity activities of the production planning system. The model assists management in scheduling maintenance craft labor for additional efficiency and effectiveness.     

The Cost of Bond Covenant Restrictions on the Disposition of Assets

The cost of bond covenants restricting the dispositions of assets are examined in this study. Using an option pricing framework, it is shown that the cost of compliance could be high if restrictions are placed on the sale of common stock holdings. Similar results can be obtained by using a simple cash flow approach when calculating the effect on restrictions on the sale of depreciable assets. These costs somewhat offset the tax advantages of debt.     

Summits,Riots and Media Attention: The Political Economy of Information on Trade and Globalisation

Supply of information has increased rapidly through the growth of commercial media and technological innovations. Yet economists still blame anti‐globalists’ demonstrations and public opposition to trade liberalisation on poor information. This paper analyses how the structure of the media industry affects the distribution of information on trade policy and globalisation. We present an empirical analysis of Belgian media reporting on trade policy and globalisation over the 1999–2002 period, supports these hypotheses and finds strong negative bias in media coverage. Moreover, we find that media coverage of trade policy and globalisation is highly concentrated around summit meetings of political leaders. Media attention in the popular press is heavily influenced by riots and demonstrations at summits. The paper points at important implications for public information on trade policy and globalisation and for economists.     

Hedging grain price risk in the SADC: Case studies of Malawi and Zambia

We use simulation methods to examine the results of hedging maize food security imports into Malawi and Zambia on the South African Exchange (SAFEX). Results show that hedging using either futures or options can spread import costs over time, thereby reducing variability, and also possibly generating lower average costs. These benefits are increased if hedging only takes place when local prices are at less than import parity and also if the hedge is levered. However, problems will remain so long as intra-regional transport costs remain high.     

How is Futures Trading Affected by the Move to a Computerized Trading System? Lessons from the LIFFE FTSE 100 Contract

Abstract:  We consider the impact of the May 1999 move to screen trading of the LIFFE FTSE 100 index futures contract. This resulted in a narrowing of the effective spread. Spread determinants are broadly similar in the two regimes. The narrowing of the spread appears due to increased competition among traders and a decline in tick-level volatility rather than to the way these or other variables affect the spread. Market depth appears largely unaffected. Under screen trading, realized spreads widen as more limit orders are taken up rather than in relation to order size per se .     

Human capital, market imperfections, and labor reallocation in transition

In this paper, we investigate the effects of human capital and factor market imperfections on household decisions regarding labor use and reallocation in transition countries. We develop a model that accounts explicitly for heterogeneity in the supply of labor and analyze its impact on the allocation of labor. Furthermore, the effects of imperfections in the capital and labor markets on the reallocation process are modeled. Using a dataset based on a countrywide representative survey of Hungarian rural households, we estimate the effects empirically and find them to be important. Journal of Comparative Economics 32 (4) (2004) 745–774.     

Disruptive change. When trying harder is part of the problem

When a company faces a major disruption in its markets, managers' perceptions of the disruption influence how they respond to it. If, for instance, they view the disruption as a threat to their core business, managers tend to overreact, committing too many resources too quickly. But if they see it as an opportunity, they're likely to commit insufficient resources to its development. Clark Gilbert and Joseph Bower explain why thinking in such stark terms--threat or opportunity--is dangerous. It's possible, they argue, to arrive at an organizational framing that makes good use of the adrenaline a threat creates as well as of the creativity an opportunity affords. The authors claim that the most successful companies frame the challenge differently at different times: When resources are being allocated, managers see the disruptive innovation as a threat. But when the hard strategic work of discovering and responding to new markets begins, the disruptive innovation is treated as an opportunity. The ability to reframe the disruptive technology as circumstances evolve is not an easy skill to master, the authors admit. In fact, it might not be possible without adjusting the organizational structure and the processes governing new business funding. Successful companies, the authors have determined, tend to do certain things: They establish a new venture separate from the core business; they fund the venture in stages as markets emerge; they don't rely on employees from the core organization to staff the new business; and they appoint an active integrator to manage the tensions between the two organizations, to name a few. This article will help executives frame innovations in more balanced ways--allowing them to recognize threats but also to seize opportunities.     

Transforming corner-office strategy into frontline action

When CEOs push decision making out to the far reaches of an organization, good things happen: fleeting business opportunities are seized quickly and workers are motivated to innovate and take risks. But it's tricky to achieve both decentralized decision making and coherent strategic action at a company. If everyone is a decision maker, things can spin out of control. In this article, Bain consultants Orit Gadiesh and James Gilbert explore the concept of the strategic principle--a memorable and actionable phrase that distills a company's corporate strategy into its unique essence and communicates it across an organization. If it's devised and disseminated properly, a strategic principle can empower employees to seize business opportunities but also focus everyone in an organization--executives and line managers alike--on the same strategic objectives. The authors outline the three defining characteristics of a good strategic principle--it should force trade-offs between competing resource demands, it should serve as a test for the strategic soundness of a particular action, and it should set clear boundaries for employees to operate within even as it grants them freedom to experiment. They explain how managers can create a strategic principle, how they should test it, and when they should revisit it. The authors present real-world examples of how companies use their strategic principles. For instance, they describe how South-west Airlines stopped flying to Denver after it measured the high costs of providing flight service in that part of the country against its strategic principle of offering customers short-haul air travel at fares competitive with the cost of automobile travel. This tool is increasingly useful in today's rapidly changing business environment, the authors conclude, and it is likely to become even more crucial to corporate success.