Least Squares Asymptotics in Spurious and Cointegrated Panel Regressions with Common and Idiosyncratic Stochastic Trends*

This article makes an analytical study of the effects of the presence of both common and idiosyncratic stochastic trends on the pooled least squares estimator. The results suggest that the usual result of asymptotic normality depends critically on the absence of the common stochastic trend.     

Real-life cost of vitamin K antagonist treatment in patients with non-valvular atrial fibrillation in France in 2013

Aims: Data highlighting the cost drivers for non-valvular atrial fibrillation (NVAF) patients in terms of vitamin K antagonist (VKA) treatment and monitoring are lacking in France. This study aimed to evaluate the real-life daily cost of VKA treatment in 2013, in French patients suffering from NVAF.

Methods: This longitudinal observational study was performed using the EGB (Echantillon Généraliste des Bénéficiaires) database, a random sample of the French national insurance (NHI) database, which covers 80% of the population. All adult patients whose first NVAF anticoagulant treatment in 2013 was a VKA were analyzed. Costs were calculated for the duration of follow-up and then divided by the number of days of therapy. The analysis was performed both from the French NHI perspective (amount reimbursed by the NHI) and from a collective perspective.

Results: In this study, 3,254 NVAF patients treated with VKA in 2013 were included, and this sample comprised 52.6% males. The mean daily cost of VKA treatment was €1.13 (±1.18) according to the collective perspective (89.4% of this cost was associated to INR measurement) and €1.05 (±1.16) according to the NHI perspective.

Limitations: As diagnoses associated with procedures are not available in the EGB database, proxies were used, and an algorithm was created to define the AF population.

Conclusions: This analysis is the first to consider an exhaustive spectrum of the costs of VKA treatment in France using EGB data. VKA medication requires exhaustive follow-up, and, thus, associated costs are important. The results of the present study confirmed this close follow-up for VKA patients, making the cost of treatment by VKA nearly 10-times more expensive than the cost of medication itself.     

The new public management and the UK Police Service

This article explores the impact of the introduction of the New Public Management (NPM) within the UK Police Service since the mid-1990s. A specific focus upon individual performance management (one of the central features of NPM) is examined from the perspective of the police sergeant who has primary responsibility for managing performance and ultimately the delivery of policing services within one of the UK's ‘essential’ public services. After a discussion of the literature on individual performance management within the context of the NPM, the article identifies four major research questions relating to: the job role demands of performance management; access to valid and reliable performance management information; the capacity to provide follow-up development and support; and the wider integration of performance management with organization strategy and service objectives. After reporting on interview data collected from role sets in which the sergeant is a focal member, the article concludes with a discussion of the constraints upon effective performance management within the NPM.     

Local Government Modernization: UK and Comparative Analysis from an Organizational Perspective

This article analyses three strands of local government modernization. The first takes an overview of the development of 'modernization' and 'improvement' of local government in the UK under the Labour government since 1997 and the overall programme of reform. We discuss both the shifts and the continuities with the previous decade and a half of the 'new public management' of Conservative administrations. We examine the implicit assumptions about how to achieve organizational and cultural change, arguing that much modernization is premised on a mechanistic metaphor of organizational change. The second section of the article examines other metaphors and theories of organizational change, arguing for the need to consider institutional and organizational perspectives in analysing local government modernization. The third section of the article then applies some organizational concepts to the comparative analysis of local government modernization.     

Outsourcing Canadian Armed Forces logistics in a foreign theatre

Successful outsourcing of military logistics depends much on cooperation and efficiency, and this article provides an in‐depth analysis of challenges this may pose using collaborative competence theory. Using an exploratory approach, this paper is based on a review of the existing literature and on the experience of the Canadian Armed Forces in a foreign theatre. Specifically, the information collected comes from on‐site observation during the UN mission in Bosnia, semistructured interviews, and archives. Our analysis shows that outsourcing military logistics activities in a foreign theatre should be seen as building and managing a “temporary network.” In order to overcome challenges in such a situation, the Armed Forces must specifically act on the adaptability of all individuals in the theatre. The approach should be based on “collaborative competence.” Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

The Effect of International Trade on Labor-Demand Elasticities: Intersectoral Matters

This paper studies the impact of trade on the price-elasticity of aggregate labor demand, based on the idea that a variation in the cost of (a given type of) labor has an effect on the sectoral trade specialization of an economy, at the expense of the domestic productions using this factor intensively, even when the trade balance is kept unchanged. As this effect is more important the more open the economy, trade openness induces an increase in the associated labor-demand elasticity, at least if the country has a comparative disadvantage in the industries using intensively the type of labor considered. This argument is illustrated by a simple model, based on an Armington hypothesis, with an empirical assessment for France.     

Estimation of physical intensity models for default risk

The estimation of physical intensity processes in the context of default risk is investigated here. Using data from Moody's Corporate Bond Default Database, a term structure of default probabilities for different rating classes is constructed each year from 1970 to 2001. Two specifications used for modeling the dynamics of the (risk‐neutral) intensity process in the bond‐pricing literature are then examined empirically: the Ornstein–Uhlenbeck and square‐root cases. The results reveal that the Ornstein–Uhlenbeck case is not an adequate modeling alternative with a rejection of this specification in five out of seven credit classes and nonsignificant mean reverting behavior for all credit classes. The square‐root case obtains better results with four credit classes out of seven for which this specification cannot be rejected and significant mean reversion parameters in many cases. © 2008 Wiley Periodicals, Inc. Jrl Fut Mark 29:95–113, 2009     

The Logical Framework Approach–Millennium

The Logical Framework Approach (LFA) has proved to be a valuable tool for project approval, design, and evaluation. However, a few pitfalls make it hard to use within today's project management framework and to integrate with other project management tools. This article proposes an updated version of the LFA to improve its compatibility with today's corporate culture, project management framework, and tools. We propose to call the updated tool the Logical Framework Approach–Millennium (LFA‐M). The LFA‐M is a seven‐step approach leading to the development of the Logframe‐Millennium (LF‐M), a five‐column and four‐line matrix describing major project commitments and providing an overall understanding of the project. It was successfully implemented at the Canadian Space Agency and the Canadian Nuclear Safety Commission. The LFA‐M fits well within today's project management framework and corporate culture and leads easily to other project management tools.