Using DEA to improve the management of congestion in Chinese industries (1981–1997)

Congestion is said to be present when increases in inputs result in output reductions. An “iron rice bowl” policy instituted in China shortly after the revolution led by Mao Tze Tung resulted in congestion that ultimately led to bankruptcy in the textile industry, and near bankruptcy in other industries. A major policy shift away from the “iron rice bowl policy” in 1990 led to massive layoffs and increasing social tensions. Were these massive layoffs necessary? Extensions of data envelopment analysis models effected in the present paper identified inefficiencies in the management of congestion. Using textiles and automobiles for illustration, it is shown how elimination of such managerial inefficiencies could have led to output augmentation without reducing employment. Thus, even in the presence of congestion, it proved to be possible to identify additional (managerial) inefficiencies that provided opportunities for improvement. In the heavily congested textile industry, these output augmentations could have been accompanied by reductions in the amounts of capital used (as an added bonus). In any case, we show how to identify and evaluate new types of efficiency—viz., the efficiency with which needed (or desired) inefficiencies are managed.     

Strategic experimentation: Understanding change and performance in new ventures

This research was motivated by an interest in understanding more about the extent to which entrepreneurs initiate changes along various dimensions of strategy, the nature of those changes and their implications for firm performance. Our interest in this topic began with the observation that, within the large body of strategic-change literature, the research effort has focused almost exclusively on large and established firms. Moreover, a fundamental assumption underlying much of this work is that strategic change involves movement from one dominant strategic approach to another. This premise does little to motivate or contribute to the understanding of change and strategy in new ventures, where it is less likely that a dominant approach exists. Thus, we drew upon the literature in managerial cognition to develop the idea of strategic experimentation as the conceptual foundation for studying change and strategy in new ventures. Our basic premise is that in new ventures, changes along dimensions of strategy are reflective of a process of trial and error learning, whereby the entrepreneur seeks to develop an understanding of the competitive situation and determine how to compete within that context. Further, we suggest that some aspects of the firm's strategy are more likely to be the focus of experimentation than others.Building on these premises we developed a series of research hypotheses which propose that the greater the level of perceived environmental hostility, the higher the level of strategic experimentation that will be undertaken. We also propose that experimentation will always be greater along some dimensions of strategy than others, and that the degree of environmental hostility will influence the extent to which there are performance benefits associated with strategic experimentation. Our hypotheses are tested using data from a three-year study of over 400 young businesses. Overall, we find support for our assertions.For entrepreneurs and their advisors, this study has several important implications. First, it suggests that strategic experimentation is a normal part of the process by which entrepreneurs seek to position their businesses. Although the present study does not empirically address the linkage between formal planning and experimentation, the learning and cognition literature upon which the construct of strategic experimentation is based suggests that, no matter how much attention to detail is involved in the preparation of the business plan, the actual formation and development of the business will involve considerable adjustment to and/or deviation from that plan. This is because the process of new business development involves iterative changes in the way the entrepreneur positions his/her firm as he/she develops an understanding about what does and does not work. The results of this study further suggest that some dimensions of the firm's strategy are more likely to change than others. Specifically, it appears that peripheral changes (competitive emphasis and time allocation) are more likely to be the focus of such learning and adaptation efforts than core features (product scope and partnership status). This, in part, is because the former dimensions are easier to change than the latter. Moreover, our results show that ventures in more hostile environments clearly face difficult dilemmas. Although poor performance may stimulate experimentation along various dimensions of strategy, the complexity of learning within a hostile environment suggests that entrepreneurs will have a particularly difficult time determining the type of changes that will make a difference.     

Seizing Opportunities: The Moderating Role of Managerial Characteristics on the Relationship between Opportunity‐Seeking and Innovation Efficacy in Small Businesses

We draw from regulatory focus theory to examine the relationship between a focus on opportunities through strategic orientation and entrepreneurial culture and managerial reports of innovation efficacy in small businesses. We propose that manager goals and behaviors moderate these relationships. Hypotheses were tested on a sample of 352 small employer firms. Findings support that strategic orientation positively associates with innovation efficacy and that this relationship is stronger under low managerial direction behaviors. Entrepreneurial culture positively associates with innovation efficacy when managers focus on profit and growth goals and under high managerial direction behaviors.     

STRATEGIC SUPPLY CHAIN MAPPING APPROACHES

There are a number of compelling reasons to build a strategic supply chain map. However, widely accepted conventions for this kind of mapping do not yet exist. The strategic map provides a tool for linking corporate strategy to supply chain strategy and for helping to manage and modify the supply chain structure. Before the discipline addresses the process of building strategic supply chain maps, there is a need for mapping conventions and a framework for categorizing strategic supply chain maps.     

Overturning Mundell: Fiscal Policy in a Monetary Union

Central to ongoing debates over the desirability of monetary unions is a supposed trade-off, outlined by Mundell (1961) : a monetary union reduces transactions costs but renders stabilization policy less effective. If shocks across countries are sufficiently correlated, then, according to this argument, delegating monetary policy to a single central bank is not very costly and a monetary union is desirable.
This paper explores this argument in a setting with both monetary and fiscal policies. In an economy with monetary policy alone, we confirm the presence of the trade-off and find that indeed a monetary union will not be welfare improving if the correlation of national shocks is too low. However, fiscal interventions by national governments, combined with a central bank that has the ability to commit to monetary policy, overturn these results. In equilibrium, such a monetary union will be welfare improving for any correlation of shocks.     

Impediments to Exports in Small Transition Economies

MOCT-MOST: Economic Policy in Transitional Economies -     

Technical entrepreneurship: what do we know?

The factors influencing the birth of new, high-technology firms have been investigated in a number of separate studies. This paper summarizes and reports upon this research. New, technologically-based firms have had, in the aggregate, substantial economic impact. The birth of these companies has been concentrated in particular places and at particular times. The decision to found a new company appears to be influenced by three major factors. The characteristics of the entrepreneur, including the many aspects of his background which make him more or less inclined toward entrepreneur-ship, are important. The organization for which he has been working, which might be termed ‘the incubator organization’ also influences the entrepreneurial decision in various ways. A third factor consists of a complex of external influences, including the availability of venture capital and the collective attitudes toward entrepreneurship. Feedback processes appear to be at work such that past entrepreneurship makes future entrepreneurship more likely.     

New Industrial Financial Services: What Distinguishes the Winners

Robert Cooper and Ulricke de Brentani report the results of their study of firms participating in the industrial financial services industry. Using a self-administered questionnaire, they obtained data on 56 successful and 50 failed products and found that success and failure are strongly associated with eleven important dimensions: synergy, product/market fit, quality of execution of the launch, unique/superior product, quality of execution of marketing activities, market growth and size, service expertise, quality of execution of technical activities, quality of service delivery, quality of execution of pre-development activities, and the presence of tangible elements of the service offering. They report some surprises, including their observation that while new to the firm, products entail more risk than "close to home" ones, the resulting level of success is not sharply reduced.