The technological gatekeeper

The present study identifies a two-step flow process of communication mediated by technological gatekeepers for scientific and technical fields characterized by dynamic information environments. Peer identification and a supervisory recognition of the phenomenon validate the gatekeeper finding. Certain characteristics of this study differ from previous research. The external communication needs of military in-house researchers are mitigated greatly by the infusion of technical information into the laboratory which is a part of the everyday activities of the organization. Gatekeepers are differentiated by topic and not the media monitored. Finally, the gatekeeper phenomenon is implicitly recognized, even though the development may be spontaneous; development that results because either the formal media leave a void in information needs or that engineers are not trained in the use of the formal information sources. In either case, the technological gatekeeper is a natural response to an information need.     

Economic forecast quality: information timeliness and data vintage effects

This paper investigates the impact of the timeliness of information releases and data vintage variation on economic forecast quality. Specifically, using a set of 63 key US economic series, we provide a concise measure of the forecast accuracy associated with use of economic activity indices with different publication lags. A forecasting model based on an economic activity index that is subject to a short publication lag (viz. the Aruoba-Diebold-Scotti index) is more efficient than competing models. Moreover, if this publication lag advantage is removed (by artificially imposing a publication lag restriction comparable to that of a competing indicator) this efficiency largely disappears. The final part of the analysis employs a novel (simulation-based) method of assessing the impact of data vintage variation on forecast accuracy, and finds that the results are somewhat sensitive to such variation.     

Leading to Learn

“You don't see to draw, you draw to see.” And then Fred said, “It's just the same for leadership, you don't learn to lead, you lead to learn.” The arts can teach us to stay with our senses and not know and in that way to provide a balance to the dominance of the analytic approaches to our organizational worlds. There is an old saying that you can only manage what you can measure. The arts can help us to work with what we cannot measure and the way to do that is by leading to learn. The current article explores the qualitatively different way in which the arts teach us to apprehend the world and how that is central to leadership.     

An Empirical Analysis of Triple Bottom-Line Reporting and its Determinants: Evidence from the United States and Japan

This paper investigates triple bottom‐line (TBL) disclosures of 50 of the largest US and Japanese companies. Twenty disclosure criteria were developed for each of the TBL disclosure areas: economic, social, and environmental. Disclosure information was examined in annual reports, stand‐alone reports, and special website reports. Regression analysis was used to examine empirically the determinants of TBL disclosure practice. Our results indicate that, for total TBL disclosure (combining economic, social, and environmental categories), the extent of reporting is higher for firms with larger size, lower profitability, lower liquidity, and for firms with membership in the manufacturing industry. Further analysis indicates that the results for the total TBL disclosure are primarily driven by non‐economic disclosures. We also find that the extent of overall TBL reporting is higher for Japanese firms, with environmental disclosure being the key driver. This result could be attributed to the differences in national cultures, the regulatory environment, and other institutional factors between the United States and Japan.     

Estimated non-linearities and multiple equilibria in a model of distributive-demand cycles

We introduce the results of a non-parametric estimate of the US wage-Phillips Curve into a simplified version of the model of the wage-price spiral by Flaschel and Krolzig (2008). Making use of Okun’s law, the non-linearity in the wage inflation-employment relation translates into a non-linearity in the so-called ‘distributive curve’ of the economy. Exploiting the observed non-linearity in extending an otherwise standard demand-distribution model (Taylor 2004 Taylor, Lance. 2004. Reconstructing macroeconomics. structuralist proposals and critique of the mainstream, Cambridge, MA: Harvard University Press.  [Google Scholar]), we provide a dynamical analysis both in wage-led and profit-led effective demand regimes. In a profit-led scenario, shown to be the empirically relevant case for the US economy, there are two stable equilibria of Goodwin (1967 Goodwin, R.M. 1967. “A growth cycle”. In Socialism, capitalism and economic growth, Edited by: Feinstein, C.H. Cambridge, , UK: Cambridge University Press.  [Google Scholar]) growth cycle type, identified as a stable depression and a stable boom, and a saddle-path stable equilibrium in between them. Both stable steady states are surrounded by trajectories that cycle counterclockwise around their basins of attraction. The obtained type of growth fluctuations can be verified by a long phase cycle estimation for the US economy using a method developed by Kauermann, Teuber and Flaschel (2008 Kauermann, G., Teuber, T. and Flaschel, P. 2008. “Estimating loops and cycles using penalized splines”. Bielefeld: CEM working paper.  [Google Scholar]).     

What would Don Draper do? Rules for restoring the contemporary agency mojo

What are the timeless truths of advertising? How can agency leaders manage their teams, their creative talent, and clients? To answer these and other questions, the mythology of the ‘Golden Age of Advertising’ is examined and analyzed herein. Specifically, using ad man Don Draper—protagonist of the fictional, but already culturally iconic, television series Mad Men—as a mythic archetype, lessons are extracted for contemporary advertising practitioners. Ten timeless rules are proposed and explicated in the areas of (1) managing intra-agency leadership processes, (2) managing creative processes, and (3) managing client relationships.     

Commissioning of CIL's ammonia II plant

Special features of this process design contributed to fast start-up, including the role of the computer simulator for training purposes and the concept of commissioning by process test system.