Entrepreneurial risk,investment, and innovation

I estimate the effect of uncertainty on risky innovation using a panel of 11,417 manufacturing firms. I find that an increase in uncertainty has a large negative effect on the risky innovation of entrepreneurial firms, while it does not have any significant impact on other firms. This negative effect is stronger for the less diversified entrepreneurial firms in the sample. The estimation results are consistent with the innovation dynamics generated in a model in which entrepreneurs are risk averse and cannot diversify the risk of their business.     

Renato Giannetti and Michelangelo Vasta. L'impresa italiana nel Novecento. Bologna, Italy: Societa Editrice il Mulino, 2003. 486 pp. ISBN 88-15-09496-2, {euro}30.00.

Italian business history is not well known abroad. This is quiteobvious. Even though Italy has been industrialized since the1920s, it is a small country, with little international influence.Its historical patterns of evolution privileged the internalmarket, and although its domestic corporations have traditionallynot been very active abroad, foreign firms have also manifestedopenly their reluctance to invest in a promising but too turbulentenvironment. As a result, Italian business history has fromthe beginning been a domestic story, scarcely appealing forforeign scholars. The Italian historiographic climate was partiallyresponsible for this situation. Business history as a disciplinehas only recently been "legitimized" in Italy (still there areno chairs in the field). For a long time, the     

Prudence or Profligacy: Deficits, Debt, and Fiscal Consolidation

Over the last quarter century, public finances have been underpressure in most OECD countries as deficits and debts rose underthe pressure of relatively slow growth and high interest rates.This, in turn, has affected the welfare state, since effortsat containing deficits have often been concentrated on publicexpenditure. Much of the literature argues that this is desirable,since curbing deficits via tax increases seldom succeeds. Amedium-term survey of OECD country experience suggests a lessclear-cut conclusion. In a number of countries which were ableto curb debt/GDP ratios, the bulk of the adjustment did, indeed,come from spending cuts (but was, also, in some cases helpedby rapid growth and/or currency depreciation). In several, however,tax increases also appear to have succeeded in reducing deficitsand debt. Footnotes ¹ E-mail addresses: andrea.boltho{at}magd.ox.ac.uk; andrew.glyn{at}economics.oxford.ac.uk     

Product standardisation in the food service industry: post-purchase attitudes and repurchase intentions of non-Muslims after consuming halal food

In order to satisfy the Muslim market segment, many restaurant and fast food companies in Western countries have standardised their products by switching to halal. The purpose of this research is to discover the extent to which non-Muslim consumers in non-Muslim countries experience cognitive dissonance when they think about restaurants and fast food outlets having likely served them halal-produced food, and the extent to which these consumers intend to repurchase halal food. Data came from a total sample of 1097 non-Muslim consumers in Canada, Spain and the United Kingdom. The full model, with religious identity, ethnic identification and interest in animal welfare as antecedents of cognitive dissonance, explained 35% of the variance in consumers’ repurchase intentions. Our findings suggest that many non-Muslims do not have a particular issue with consuming halal food, but they may react negatively if they unintentionally consume halal food and perceive that they have been deprived of information, or worse still, deliberately deceived. The research makes a number of contributions to marketing knowledge with regard to the negative spillover effects that can result from faith-based product standardisation, and the influences of consumer interest in animal welfare and deprivation of product information on consumer behaviour.     

They Are Not All the Same! Investigating the Effect of Executive versus Non‐executive Family Board Members on Firm Performance

Drawing on faultlines and challenging the assumption that family board members form a homogenous subgroup, we hypothesize that the distinction between executive and non‐executive family board members can create faultlines that affect firm performance. We propose that the discrepancy between results and goals can activate and exacerbate faultlines. Using a sample of 421 family small and medium‐sized enterprises (SMEs), we find a U‐shaped relationship between the ratio of family executive board members and firm performance showing the consequences of relationship‐based and task‐related faultlines. Moreover, we find that the U‐shaped relationship occurs when firms perceive that they under‐achieve their objectives, whereas a reverse J‐shaped relationship appears when firms over‐achieve their objectives.     

Measuring responsible financial consumption behaviour

Sound consumption decisions determine individuals’ well‐being; responsible financial consumption behaviour (RFCB) affects not only their finances but also their societal status and emotional state. The failure to manage personal finances responsibly may result in serious long‐term consequences for individuals and society overall. In order to evaluate the concept of RFCB, this study combines two established theoretical frameworks—the family management system and the theory of planned behaviour. The paper investigates the relationships among RFCB, responsible financial attitudes, financial literacy and behavioural control. Its theoretical model is tested on a random sample of 494 respondents and analysed using PLS‐SEM. The results confirm the formation of responsible consumption behaviour by six formative elements: self‐control in spending, planning for the future, seeking information, education, rational decision‐making and solvency. The findings also indicate that all three focal variables have a direct effect on RFCB.     

Digitalisation,automation and upgrading in global value chains – factory economy actors versus lead companies

This article investigates the differences in the application and impact of digital technologies between manufacturing subsidiaries and lead companies, the principal orchestrators of global automotive value chains. Utilising a dataset of 10 in-depth interviews with automotive industry actors, we analyse headquarters–subsidiary differences in the patterns of digitalisation-driven upgrading. A theoretical framework is offered that explains why the significant upgrading achievements of manufacturing subsidiaries deploying industry 4.0 technologies will not reduce the gap between lead companies and manufacturing subsidiaries in terms of value generation. We show that the concept of ‘industry 4.0’ is much narrower than that of ‘digitalisation’ and transition to smart factories is only part of the digital transformation story. Industry 4.0 technologies contribute to the upgrading of operations, and enable subsidiaries to take on production-related knowledge-intensive assignments (functional upgrading). Conversely, digitalisation serves lead companies’ strategic differentiation efforts, and facilitates achieving competitive advantage: the latter are crucial for value capture.     

Bidding for Firms with Unknown Characteristics

When a region successfully attracts a firm by offering subsidies, the firm often commits itself to performance targets in terms of employment. In this paper, we interpret these firm‐specific targets as a consequence of incomplete information. We analyze a model of two regions that compete for a firm, assuming that the firm's productivity is ex ante unknown. We show that performance targets often induce overemployment in high‐productivity firms, and that tax credits are often superior to lump‐sum payments. Moreover, when regions differ in wage rates, the low‐wage region wins the bid and has a higher surplus than under complete information. Finally, we show that, under incomplete information, bidding might not lead to efficient firm location.