Cointegration and causal relations in mortgage and capital markets

In years past, credit rationing resulted in the primary mortgage market being segmented from national capital markets. Some research suggests that the deregulation of depository institutions in the early 1980s along with the exponential growth in the secondary mortgage market, has resulted in a primary mortgage market more fully integrated with national capital markets. This study employs Granger Causality to test primary and secondary mortgage market segmentation. Our findings support the conclusion that causality is unidirectional from the treasury market to the primary and secondary mortgage market. The results also indicate that mortgage market speed of adjustment increased significantly by the end of the decade.     

Software to support business teams

Organizations are increasingly using the business team concept to gain competitive advantage. Collaboration support software is gaining acceptance as a viable tool among both researchers and practitioners, and an opportunity exists to investigate the specific needs of teams: users working in longitudinal time frames on a variety of tasks. In this article, team software requirements are first derived from a theoretical perspective: office automation and task literature are used to identify a set of domain-independent individual tasks. Group process literature is then used to develop a set of collaborative tasks composed of these individual task components. These individual and collaborative tasks are aggregated with team task and communication support requirements to develop requirements for an integrated software environment that effectively supports business teams. Design considerations for a comprehensive team support system are outlined, a prototype implementation is described, and project contributions and key future research considerations are summarized.     

How Taxes and Welfare Benefits Affect Work Incentives: A Life‐Cycle Perspective

Personal taxes and benefits affect the incentive to work over the life cycle by altering income–age profiles, insuring against adverse shocks and changing the returns to human capital. In this paper, we show how a life‐cycle perspective alters our impression of how the UK tax and benefit system affects women's work incentives. Given that actual longitudinal data conflate age effects, cohort effects and policy effects, and, in the UK, are not available covering the full life cycle, we use simulated data produced by a rich, dynamic structural model of female labour supply and human capital that incorporates family formation and fertility. We find that individuals experience considerable variability in work incentives across life that outweighs the variability across individuals. Changes in the presence of children and a partner, as well as the level of any partner's earnings, are key to explaining these patterns: work incentives vary dramatically depending on family composition and the earnings of any partner, especially for the lower‐skilled, and most women experience a number of different family types during the course of their lives.     

Research and Technology Commercialization

This paper introduces the special themed section on organizational interactions involving universities and firms that result in the commercialization of research and technology. Our objective is to shed light on some of the most vexing, yet under‐researched predicaments research institutions encounter, despite their best efforts to advance commercialization. First, we synthesize and extend recent studies, including the papers in the special themed section. Next, we develop a taxonomy of modes of commercialization. Specifically, we consider internal approaches, quasi‐internal approaches (e.g. incubators), university research parks, regional clusters, academic spin‐offs and start‐ups, licensing, contract research and consultancy, corporate venture capital, and open science and innovation. We also identify areas for further research at the individual (e.g. heterogeneity of entrepreneurial teams and experience; incentives), organizational and intra‐university (e.g. corporate governance; nature of growth strategies; relationships with trading partners; boundary spanning activities) and technology levels (e.g. institutional context; reconfiguration of technology; valuation of technology).