Topical modelling issues in Solvency II

The main reasons for giving European insurance companies the option to apply internal models for calculating the main solvency requirement within the Solvency II framework is to enhance better risk management in the firms, and to provide the opportunity to derive a more accurate risk-oriented capital requirement than the standard Solvency Capital Requirement (SCR) could provide. The possibility to use internal models within pillar 1 basically means freedom to calculate the solvency requirement using some other formula and even principles than those given by the standard formula. This freedom is more limited with partial models.

This paper gives a brief introduction and update to the Solvency II project, reviews and discusses some topical aspects of internal models from the supervisory point of view, and points out some relating results of the Quantitative Impact Studies carried out, thus far, in the EU by CEIOPS.     

The evolving domain of entrepreneurship research

Research on entrepreneurship has flourished in recent years and is evolving rapidly. This article explores the history of entrepreneurship research, how the research domain has evolved, and its current status as an academic field. The need to concretize these issues stems partly from a general interest in defining the current research domain and partly from the more specific tasks confronting the prize committee of the Global Award for Entrepreneurship Research. Entrepreneurship has developed in many sub-fields within several disciplines—primarily economics, management/business administration, sociology, psychology, economic and cultural anthropology, business history, strategy, marketing, finance, and geography—representing a variety of research traditions, perspectives, and methods. We present an analytical framework that organizes our thinking about the domain of entrepreneurship research by specifying elements, levels of analysis, and the process/context. An overview is provided of where the field stands today and how it is positioned relative to the existing disciplines and new research fields upon which it draws. Areas needed for future progress are highlighted, particularly the need for a rigorous dynamic theory of entrepreneurship that relates entrepreneurial activity to economic growth and human welfare. Moreover, applied work based on more careful design as well as on theoretical models yielding more credible and robust estimates seems also highly warranted.     

Provoking identities: entrepreneurship and emerging identity positions in rural development

This article discusses entrepreneurship in a depleted community in transition. The purpose is to develop knowledge about how discourses are used in the positioning of identity in regional development. The concept positioning illustrates how identities are provoked, challenged, negotiated and moved into identity positions that break away from the idea of imitating successful and wealthy regions; instead, locality, place and history emerge as important resources from where local actors obtain agency and recognize new opportunities. Ethnographic data of a single case were collected over a six-year period between 2005 and 2010. The longitudinal nature of the study made it possible to incorporate how local stakeholders took on new identity positions, while handling their inspiration as well as their frustration. Results show how rural change was conditioned by discourses and how entrepreneurship challenged and reframed dominating structures through interaction between entrepreneurship and community. Four discourses, expressed as dichotomies available to people in this depleted community, illustrate the interactive process of positioning: change vs. traditions, rational vs. irrational, spectacular vs. mundane and individual vs. collective. The results support research emphasizing perspectives that acknowledge interaction between entrepreneurship and context as well as discursive aspects of regional development.     

Multibranded Platform Development: A Corporate Strategy with Multimanagerial Challenges

Product platforms have become a principal fundament and a prerequisite for profitable product development in almost every industry today. Since platforms have a desirable potential to reduce development and production costs, there is an extensive bulk of knowledge describing underlying platform principles and challenges. But the vast majority of the identified challenges are based on single firms and brand contexts, which imply that previous findings might not be applicable when platform development involves several brands, here called multibranded platforms. In the present article it is therefore suggested that there is lack of knowledge describing managerial challenges of multibranded platform development. To be able to capture such a strategy that holds certain complexity and unknown dimension, an explorative and longitudinal field study is supposed to achieve the finest insights into a yet incompletely documented phenomenon. Because of the field‐study approach, findings from the study are theoretically validated in relation to existing knowledge from other contributions. To start developing a multibranded product platform development framework, the present study identifies three distinctively different strategic forces that must be handled in such multibranded platform development: (1) the creation of a common architecture; (2) accomplishing product differentiation within an expanded and multibranded product scope; and (3) corporate responsibility in the transition from single‐branded to multibranded platform development. Three dimensions of managerial challenges are identified. The first is technology management challenges, which deal with commonalization in terms of the development of common multibranded architectures. The major challenge to achieve architectural commonalization is that no individuals from any brand have the proper multibranded architectural knowledge. Instead, multibranded architectures must evolve from the beginning and be founded on a new and expanded brand scope. Architectural commonalization also includes elements of unlearning since previous experiences have little relevance. The second challenge is brand management challenges and deals with brand differentiation in terms of portfolio management. Differentiation is an effect of increased diversification that particularly challenges brands of opposite generic competitive strategies. The third challenge dimension is called corporate management challenges and deals with the combination of the two others. From a corporate management perspective, it seems important to provide new organizational structures that support and combine interests of technology and brand management. Finally, multibranded platform development is a corporate strategy that affects business units and functional units thoroughly.     

Human, technological and organizational aspects influencing the production scheduling process

This study of scheduling work in practice addresses how the production-scheduling processes in four companies are influenced by human, technological, and organizational aspects. A conclusion is that the outcome of the scheduling process is influenced by the scheduler adding human capabilities that cannot be automated, by technical constraints in the scheduled production system and by the available scheduling software tools. Furthermore, the outcome is influenced not only by how the scheduling process is formally organized, but also by the scheduler's informal authority and the role taken to interconnect activities between different organizational groups. The findings from the study support a number of previous studies done on scheduling in practice whilst giving new insights into their interpretation.     

Domestic tourism expenditures: The non-linear effects of length of stay and travel party size

The independent variables length of stay and travel party size are recurrent determinants of expenditures in micro level tourism studies. In most of this research it has been tacitly assumed that these variables have linear effects on tourism spending. This study, situated in a Norwegian setting, questions this approach by explicitly scrutinizing the possible non-linearities in the relationships between tourism expenditures on the one hand and length of stay and travel party size on the other. The empirical results suggest a positive but diminishing relationship between length of stay and tourism expenditures and a convex (i.e. U) relationship between travel party size and tourism expenditures. The study also considers how a number of other key independent variables affect tourism expenditures. Finally, some managerial and scholarly implications are discussed.     

Control Aversion and The Search for External Financing in Swedish SMEs

The discussion on growth (see Storey, 1997) and control aversion (Cressy, 1995; Chittenden et al., 1996; Cressy and Olofsson, 1996) in small and medium sized firms has been attracting an increasing amount of attention. Our purpose in this article is to identify under what circumstances small and medium sized firms are prepared to accept outside control in the business firm in order to grow. In the article it is argued that technology development, financial strength, size and perceived need to grow, change firms attitudes towards external financiers. The change in attitude towards more openness eventually leads to an actual behaviour where the principals choose to apply for external finance in the form of bank loans. A linear structural equation modelling program, LISREL, is used to analyse a sample of 281 Swedish firms. The firms all have less than 200 employees, and the sample includes both manufacturing and service firms. This revised version was published online in August 2006 with corrections to the Cover Date.     

The Extent of Overestimation of Small Firm Job Creation – An Empirical Examination of the Regression Bias

Davis, Haltiwanger and Schuh (1993; 1996a; 1996b) suggested that the belief that small firms are major contributors of new jobs is largely based on methodological flaws. In particular, their reasoning about the "regression fallacy", i.e., that temporary fluctuations in size systematically biases estimates in favor of small firm job creation, has caught on interest among researchers and concern among policy makers. In this article we attempt to estimate empirically the extent of overestimation of small firm job creation due to the "regression fallacy". It is concluded that the effect is very small and that correcting for it does not lead to qualitative change of the results. There may be good reasons to question to what extent small firms can lead economic development, and whether it is good or bad if they do create most new jobs, but concern for the "regression fallacy" does not seem to be an important issue in this context.     

Perspective: Changing Product Development Strategy—A Managerial Challenge

By changing its product development strategies to match more closely the wants and needs of the marketplace, a firm can transform product development into a formidable competitive weapon. Just as formidible, however, is the effort that this transformation requires. Established organizational structures and corporate politics present significant barriers to acheiving fundamental changes in product development strategy. Christer Karlsson and Pär Åhlstrom present a case study of one firm's efforts to build capabilities for creating new products quickly and efficiently. Rather than focus on the content of the firm's product development strategies, however, they emphasize the process this electromechanical manufacturing firm used for changing its product development strategy. Drawing on their experiences as clinical researchers in this effort, they describe key lessons learned during the change process, and they offer suggestions for managing the process of changing product development strategy. They highlight five key lessons learned during the strategy development process. First, rather than viewing product development as a line function, a firm should view product development as a key executive area with responsibility for the company's competitive position. Second, market issues are the responsibility, not only of marketing, but also of product development and production. Third, to avoid corporate myopia, management control systems must consider not only time and money, but also acheivement of goals. Fourth, strategic planning flows more smoothly if the participants start by mapping the firm's past and present position before attempting to define the desired position. Finally, formulation of a product development strategy is the responsibility of a multifunctional team of executives. Managers should keep a few rules in mind when devising a process for formulating a product development strategy. First, adopt a learning strategy throughout the change process. Formulation of a product development strategy involves many abstract concepts, and a successful strategy requires cross-functional consensus. Second, combine tangible, direct activities with long-term strategic aims. Third, avoid the pitfall of best practice. The form that the product development organization takes depends, to a great extent, on the type of development work. Finally, before discussing future strategies, the strategy formulation process should focus on analyzing the current situation.     

European SME Financing: An Overview

Small Business Economics -