What's in it for me? Creating and appropriating value in innovation-related coopetition

There has been a substantial increase in collaboration with external stakeholders in R&D and innovation activities in modern economies. In particular, collaborating with competitors (coopetition) has been found to be an effective way of creating both incremental and radical innovations, especially in high-tech industries. However, coopetition also includes some major risks and disadvantages, which makes it undesirable in certain cases. The focus in this study is on the factors that distinguish coopetition from collaboration. We propose that the ability of a firm to reap benefits in innovation-related coopetition is contingent on factors that enable collective value creation, and on those that facilitate the individual isolation of the innovations and any subsequent profits. Further, we suggest that the effectiveness of these factors depends on the novelty of the innovation with respect to current markets and technology. In explicitly analyzing such issues we aim to expand current understanding of how firms can create and appropriate value in collaborative R&D and innovation with competitors as specific partners.     

Sharing the Burden? Empirical Evidence on Corporate Tax Incidence

This study investigates the direct incidence of the corporate income tax (CIT) through wage bargaining, using an industry‐region level panel dataset on all corporations in Germany over the period 1998–2006. For the first time we account for employment effects which result from tax‐induced wage changes. Workers share in reductions of the CIT burden; yet, the net effect of wage bargaining on the corporate wage bill, after an exogenous €1 decrease in the CIT burden, is as little as 19–28 cents. This is about half of the effect obtained in prior literature focussing on wages alone.     

Relative Price Changes, Wages and Unemployment in a Specific Factors Model with Search Frictions

This paper analyzes the effects of changes in the relative product price on wages and unemployment of a small open economy in a specific factors model characterized by search frictions. It shows that unemployment and wages move in opposite directions, i.e., high unemployment is associated with low wages and low unemployment with high wages. The reason for the employment effect is found to be individual wage bargaining.     

DO STATE EMPLOYMENT ELIGIBILITY VERIFICATION LAWS AFFECT JOB TURNOVER?

State laws requiring employers to verify workers' employment eligibility may reduce employment and earnings among unauthorized workers and make it difficult for them to switch jobs. Using data from the 2005–2014 Quarterly Workforce Indicators, we find evidence of a reduction in employment and job turnover among Hispanics as a whole in states that require all employers to verify employment eligibility. These adverse effects become larger as the share of likely unauthorized Hispanic workers falls. The drop in job turnover may be due to the laws trapping some Hispanic workers in their jobs. There is little effect on employment or job turnover among non‐Hispanic whites or blacks. There is no effect on average pay for all groups of workers. (JEL J15, J61, J68)     

A model for supply management of agile manufacturing supply chains

This paper addresses the configuration problem of Manufacturing Supply Chains (MSC) with reference to the supply planning issue. Assuming that the manufacturing system is composed of different stages, we present a technique for the strategic management of the chain addressing supply planning and allowing the improvement of the MSC agility in terms of ability in reconfiguration to meet performance. More in detail, we enhance a previous design method by some of the authors that employs digraph modeling and integer linear programming to optimally design the MSC. The original approach avoids supply chain disruption and stock out and, at the same time, can manage spare parts distribution. In order to take into account the level of demands and maximum production capacities with single/multiple sourcing, in this new formulation we introduce supplier capacity constraints. A case study is presented describing the optimal MSC configuration of an Italian manufacturing firm. The obtained results show that the design method provides managers with key answers to issues related to the supply chain strategic configuration and agility, e.g., choosing the right location for distributors and retailers for enhanced MSC flexibility and performance.