Business @ the Speed of Thought

Bill Gates' first book, The Road Ahead, focused on the broad impact of technology. His new book, Business @ the Speed of Thought, asks what this means for business. How should firms organize themselves differently? In what new ways should information flow? What metrics can managers use to judge how far down the path they are to what he calls the digital nervous system approach? In this article, Mr Gates comments on some of the themes of the book, including issues within Microsoft itself.     

Anonymity in Computer-Mediated Communication: More Contrarian Ideas with Less Influence

Anonymity is thought to be an important means for ensuring a free exchange of ideas by encouraging the expression of minority viewpoints. However, we suggest that anonymity’s reduction in awareness of others potentially affects the expression and interpretation of comments that are made during a discussion. In particular, anonymity will increase the likelihood that comments will be made that are contrary to the majority opinion while at the same time decreasing the effect that those contrary arguments have on other group member’s opinions. This paper reports experimental results showing that anonymity led to more overall participation in discussions of ethical scenarios. However, equality of member participation did not differ between anonymous and member-identified groups, and anonymous groups had significantly higher awareness-related comments. This leads to the conclusion that additional participation in anonymous groups accommodates reduced awareness rather than reflecting the increased participation of normally reticent group members. In addition, anonymity led to more arguments in support of questionable behavior, suggesting that the freeing effects of anonymity apply to the social desirability of arguments. Finally, there was less change in opinion under conditions of anonymity than when comments were identified, suggesting that anonymous arguments have less influence on opinions than identified comments.     

Rethinking the role of NCBs in the EMU

Five years after the introduction of unified monetary policy in the EMU, some member countries are wondering whether they have ceded too much of their policy-making powers. The fact that National Central Banks no longer carry out sizable expansionary open market or foreign exchange market operations suggests that they face substantially reduced abilities to set economic policy.This paper demonstrates that, in fact, very little power has been yielded: on the fiscal front, the force of such policy initiatives is enhanced by the fixity of the exchange rate. On the monetary front, we show that there is an observational equivalence between all Central Bank actions under fixed exchange rates. This implies that the authorities retain the same amount of policy flexibility as before. So long as they use an alternative form of policy initiative, carrying out what previously would have been characterized as sterilized foreign exchange market operations, their ability to influence the macro performance of their economy is undiminished.     

Tacit meaning in disguise: Hidden metaphors in new product development and market making

This article explores the role of metaphor in product development processes and market making. Based on a sociocognitive perspective of innovation dynamics and required learning by market actors, the potential of metaphors for mental model development during new product development (NPD) processes is investigated. Three roles for metaphors as cognitive focusing devices for the co-evolution of producers' and consumers' mental models are inferred: mental model communication, mental model matching, and mental model creation. These roles are illustrated by examples that reinforce the need for creativity in applying metaphors as cognitive focusing devices in NPD and market making.     

Middle Managers' Divergent Strategic Activity: An Investigation of Multiple Measures of Network Centrality

abstract    Using a sample of 89 mid-level managers in a US based urban hospital, this study investigates relationships among three measures of network centrality and managers' divergent strategic activity. While prior work has demonstrated a relationship between managers' boundary-spanning responsibilities and strategic activity, inadequate attention has been paid to managers' internal network position. Drawing from established theory, we consider expected network flows associated with three elements of the strategic renewal process. From this, we hypothesize and test relationships among managers' divergent activity and three measures of network centrality. Our findings suggest specific relationships between alternative forms of network centrality and particular elements of the strategic renewal process. Consistent with existing research, the findings also show boundary-spanning managers to be more strategically active than their non-boundary-spanning counterparts.     

The Morishima gross elasticity of substitution

We show that the Hotelling–Lau elasticity of substitution, an extension of the Allen–Uzawa elasticity to allow for optimal output-quantity (or utility) responses to changes in factor prices, inherits all of the failings of the Allen–Uzawa elasticity identified by Blackorby and Russell [(1989) Am Econ Rev 79: 882–888]. An analogous extension of the Morishima elasticity of substitution to allow for output quantity changes preserves the salient properties of the original Hicksian notion of elasticity of substitution. We thank Paolo Bertoletti for drawing our attention to the issue addressed in this paper and for his comments on an earlier draft.