Estimation and decomposition of inefficiency when producers maximize return to the outlay: an application to Norwegian fishing trawlers

This paper deals with estimation of a production technology where endogeneous choice of input and output variables is explicitly recognized. In particular, we assume that producers maximize return to the outlay (RO). For simplicity and tractability we start with a Cobb–Douglas transformation function with multiple inputs and outputs and show how the first-order conditions of RO maximization can be used to derive an estimating equation which is nothing but a partial input productivity equation. This equation does not suffer from the econometric endogeneity problem although the output and input variables are endogenous. First, we consider the case where producers are fully efficient allocatively but technically inefficient. The model is estimated using a single equation stochastic frontier approach. The model is then extended to allow allocative inefficiency and it is estimated as a system using generalized method of moment. Algebraic expressions are derived to decompose the effect of technical and allocative inefficiencies on RO. We also consider translog specifications that are estimated as (1) a single equation frontier model as well as (2) a system. We use a panel of Norwegian fishing trawlers data to estimate the model. Outputs are different species caught while inputs are labor and vessel size. We also control for number of days of operation, age of the vessel and year effects. Empirical results show that the average rate of RO is reduced by about 20 to 30 % due to technical inefficiency. On the other hand, average allocative efficiency is found to be about 78 %. The average overall efficiency is found to be around 60 %.     

Macroeconomic Stability or Cycles? The Role of the Wage‐Price Spiral

We formulate a small and stylised dynamic macroeconomic model, and study how different specifications of the supply side affect the model's dynamic properties. The wage‐price equilibrium‐correction model (ECM) and the Phillips curve model (PCM) that both can be used to represent the supply side of a New Keynesian macro model, are synthesised in a generalised model of the wage‐price spiral. We show that the choice of ECM or PCM has implications for the long‐run stability of the macro model, without need of a NAIRU. We also find that the range of theoretically admissible dynamics is wide. For example, both the ECM and PCM may display endogenous cyclical fluctuations in inflation and unemployment, showing that even simple structures can give rise to complex dynamics. In practice that may entail that forecasting the effects of shocks and policy changes is difficult even in the best of circumstances.     

The ‘Plateau‐ing’ of the European Better Regulation Agenda: An Analysis of Activities Carried out by the Barroso Commission

In this paper we examine cases commonly characterised as risk‐risk tradeoffs (i.e., creating new risks while solving existing ones), in an attempt to learn lessons that can be valuable for future regulatory decision‐making. A broad range of environmental and health literature was reviewed and numerous cases of proclaimed risk‐risk tradeoffs were analysed in order to determine: 1) why regulatory measures were initially taken, 2) why these measures caused a countervailing risk to emerge, 3) how tradeoffs could have been avoided, and 4) whether the case is a good example of a risk‐risk tradeoff. The analysis reveals that only a small number of these cases can actually be considered risk‐risk tradeoffs. In a large number of cases safer alternatives are and were available at the time decisions were made. In some cases the proclaimed risk‐risk tradeoff simply did not exist or occur, and in some cases countervailing risks were ignored for reasons unknown. In many cases, the countervailing risks could have been anticipated and avoided by proactively seeking safer alternatives, completing a tradeoff and impact assessment, or increasing stakeholder input in the decision‐making process. We conclude that concerns about risk‐risk tradeoffs are not a reasonable argument against future application of the precautionary principle. Indeed, sound decision‐making processes in the face of uncertainty should always consider and attempt to mitigate reasonable risk‐risk tradeoffs.     

Regional strategies for injury prevention: Experiences from six county-wide programs in Sweden∗

Abstract

Community approaches predominate in safety promotion, and most experience has been gained at the local municipal level. Regional and national programs are also underway, partly influenced by the same theoretical and methodological principles as applied locally. In this paper, six already initiated regional (county-wide) injury prevention programs in Sweden are examined with regard to strategic considerations and in the light of principles discussed in the literature. It is argued that the community approach is less suitable for larger settings, such as counties, and that there is a need for additional and complementary approaches for higher societal levels and formal governmental and administrative structures.     

Time Inconsistency and the Exchange Rate Channel of Monetary Policy

This paper analyses time–inconsistency problems related to the exchange rate channel of monetary policy. Within a simple open–economy macroeconomic model, where the exchange rate is the only forward–looking variable, we show that a difference emerges between optimal policy under discretion and under commitment. Moreover, the nature of the time–inconsistency problem resembles that resulting from standard New Keynesian models: when cost–push shocks occur, the exchange rate channel gives rise to excessive output stabilisation and insufficient inertia in monetary policy under a discretionary policy.
JEL classification : E 42; E 52; E 61     

Sanctions and Leniency to Individuals,and its Impact on Cartel Discoveries: Evidence from the Netherlands

Many competition authorities employ a leniency programme to fight cartels. We examine the impact of the introduction of sanctions and leniency for individuals responsible for the cartel, on the number of cartel discoveries. In our empirical study of the Dutch leniency programme, we find that this did not lead to more cartels being desisted as the number of cartel discoveries decreases over time. An analysis of characteristics of cartel members shows harsher enforcement after the revision, which indicates that the decrease in cartel discoveries is in line with higher cartel deterrence. Nevertheless, the number of cartel cases involving leniency actually decreases after the revision.     

Off-sites that work

Of all the meetings top executives go to in a year, none is more important than the strategy off-site, where the most essential conversations for the future of the business occur. Yet it is the rare management team that can say its strategy off-site truly changed the way the business is run. At best, participants do some vague direction setting and work on team-building skills; at worst, they write off the retreat as a waste of time and resources. It needn't be like that. From their two decades of experience designing and facilitating strategy off-sites in companies large and small around the world, the authors have distilled a set of best practices that businesses can use to make the most of this annual opportunity. Essentially, the problem with most strategy off-sites is that they're insufficiently structured. People think that if you schedule a meeting, invite top leaders (and perhaps an outside expert), and block off units of time to discuss big subjects, the rest will take care of itself. In reality, formlessness leads to aimlessness. Oddly enough, only rigorously designed meetings give rise to truly candid strategy discussions. That rigor starts before the meeting, when the scope of the matters discussed must be limited, the participant list drawn up accordingly, the relevant materials (and only those) sent out and absorbed, and a detailed agenda established. During the meeting, the pace and quality of the conversation can be managed through attention to politics and by using carefully tailored frameworks, decision points, and group exercises. After the meeting, an action plan ensures clear accountability and follow-through. If you and your executive team spend four days a year rafting down rivers together, you'll eventually get good at rafting down rivers. Spend four days a year having well -designed strategy conversations together, and you will transform your annual off-site from a meaningless junket into a genuine turning point for your business.