The Law of Demand versus Diminishing Marginal Utility

Diminishing marginal utility (DMU) is neither necessary nor sufficient for downward-sloping demand. Yet, upper-division undergraduate and beginning graduate students often presume otherwise. This paper provides two simple counter-examples that can be used to help students understand that the Law of Demand does not depend on DMU. The examples are accompanied with the geometry and basic mathematics of the utility functions and the implied ordinary/Marshallian demands.     

Success factors for collaborative product development: a study of suppliers of information and communication technology

It is apparent that more and more organizations are embarking on collaborative ventures to develop products. This is particularly evident in Information and Communication Technology (ICT) sectors, so much so that part of the 'received wisdom' of ICT companies is that collaboration is the preferred route for product development. The benefits of collaboration have been well documented and are linked to the complexity and costliness of product development and the need for inputs from wide and varied areas of expertise as well as shorter lead times for product development. But the risks and costs of collsborative product development have been less well defined. In this paper, it is argued that the alleged rewards of collaboration may not be experienced in practice and that collaboration can lengthen the product development process, add to the cost of product development and prove difficult to control. However, management practice can facilitate the effective outcome of collaborative product development and the critical factors affecting the likelihood of successful management practice are presented here.     

Groundwater and the Land Value Tax

Abstract . Application of the land value tax has been described for many natural resources. However, the problems encountered with flowing underground resources have not been fully discussed. Groundwater is one such flowing resource that affects the value of surface land. The underground water is also subject to its own market forces. If a Georgist tax is to be applied to groundwater or to land affected by it, the administrator of the tax must consider the interplay that occurs between the two resource markets. A system of separable property rights to the two resources offers the prospect for efficient use. But the monitoring of ground water use must accompany such a separation.     

Hayekian evolution reconsidered: a reply to Hodgson

This is a reply to Geoffrey Hodgson's Comment on an earlierpaper by Caldwell (Hodgson on Hayek: a critique). Though certainareas of agreement are noted, differences in interpretationconcerning Hayek's views on the Malthus–Darwin relationship,on cultural evolution, on the extent to which Hayek may be characterisedas an ontogenist, and on methodological individualism remain.     

What really works

When it comes to improving business performance, managers have no shortage of tools and techniques to choose from. But what really works? What's critical, and what's optional? Two business professors and a former McKinsey consultant set out to answer those questions. In a ground-breaking, five-year study that involved more than 50 academics and consultants, the authors analyzed 200 management techniques as they were employed by 160 companies over ten years. Their findings at a high level? Business basics really matter. In this article, the authors outline the management practices that are imperative for sustained superior financial performance--their "4+2 formula" for business success. They provide examples of companies that achieved varying degrees of success depending on whether they applied the formula, and they suggest ways that other companies can achieve excellence. The 160 companies in their study--called the Evergreen Project--were divided into 40 quads, each comprising four companies in a narrowly defined industry. Based on its performance between 1986 and 1996, each company in each quad was classified as either a winner (for instance, Dollar General), a loser (Kmart), a climber (Target), or a tumbler (the Limited). Without exception, the companies that outperformed their industry peers excelled in what the authors call the four primary management practices: strategy, execution, culture, and structure. And they supplemented their great skill in those areas with a mastery of any two of four secondary management practices: talent, leadership, innovation, and mergers and partnerships. A company that consistently follows this 4+2 formula has a better than 90% chance of sustaining superior performance, according to the authors.     

Pull the plug on stress

Stress is rampant, stress is growing, and stress hurts the bottom line. A 1999 study of 46,000 workers revealed that health care costs are 147% higher for those who are stressed or depressed, independent of other health issues. But what exactly is stress? It usually refers to our internal reaction to negative, threatening, or worrisome situations--a looming performance report, say, or interactions with a dismissive colleague. Accumulated over time, negative stress can depress you, burn you out, make you sick, or even kill you--because it's both an emotional and a physiological habit. Of course, many companies understand the negative impact of cumulative stress and offer programs to help employees counteract it. The problem is that employees in the greatest need of help often don't seek it. Since 1991, the authors have studied the physiological impact of stress on performance, at both the individual and organizational levels. Their goal largely has been to decode the underlying mechanics of stress. They've sought not only to understand how stress works on a person's mind, heart, and other bodily systems but also to discover the precise emotional, mental, and physiological levers that can counteract it. After working with more than 50,000 workers and managers in more than 100 organizations, the authors have found that learning to manage stress is easier than most people think. They have devised a scientifically based system of tools, techniques, and technologies that organizations can use to reduce employee stress and boost overall health and performance. In this article, they use the story of someone they call Nigel, a senior executive with whom they've worked, to describe how these techniques reduce stress in the real world.     

领先财富管理的运营思路——BCG中国财富管理市场研究报告摘要

波士顿咨询公司(BCG)发布的有关中国财富管理市场的最新报告探讨了在中国建立领先的财富管理业务的关键因素.BCG授权本刊撷取其精要,希望能给予致力于提升中国财富管理水平的机构和理财从业人员有益的启示.