A MICRO-ECONOMIC APPROACH TO THE ANALYSIS OF SUPPLY RESPONSE IN BRITISH AGRICULTURE

Most of the work undertaken on the estimation of supply response in U. K. agriculture has been based on the analysis of time-series data. However, there are a number of problems associated with an analysis of aggregate supply response for British agriculture based on time-series analysis alone. This paper reports on an alternative supply response model being developed at Newcastle in which estimates of aggregate supply levels are built up from optimal programmes for a set of representative farms.     

Natural Monopoly and Yardstick Competition

There is a renaissance of interest in yardstick competition as an aid to regulators. It can work well when the only source of inter-firm cost differences is efficiency. However, when cost differences arise from other factors, yardstick competition must rely on statistical analyses which have so far not been very successful in determining the effect on distribution cost of the cost environment, scale and service quality.     

Can entrepreneurial firms benefit from product piracy?

We examine the potential benefits of product piracy to entrepreneurial firms. Specifically, we use a resource-based perspective to show that a decrease in the inimitability of an entrepreneurial firm's intellectual property does not necessarily diminish performance when piracy increases the value of this resource, and an information economics perspective to explain why and when imitation can increase the value of an intellectual property resource. This explanation reconciles empirical studies that indicate mixed results. It also expands the resource-based view by suggesting that reducing the value of one resource can directly increase the value of another.     

The ten commandments of legal risk management

Effective legal risk management is not a separate field of endeavor. Rather, it is inextricably linked with good management and with ethical management; managers who behave professionally and according to ethically defensible principles of action are quite unlikely to find themselves and their organizations stuck in a legal and/or ethical quagmire. Behavioral decision theory offers some explanations for why those managers who go astray do so, but explaining how basic human tendencies, uncorrected, may incline us to questionable decisions is not to justify such decisions. Managers who follow the guidelines set forth in this article may nonetheless find themselves or their companies under assault in the law courts or the court of public opinion, but should such an unlikely event occur, they will be far more likely to be able to successfully defend themselves.