Joint Production and the Structure of Technology: A Generalization

In this paper, we have a peek inside the black box of technology in an attempt to get a better understanding of the concept of joint production. We introduce the notion of input and output subtechnologies; these are then used as building blocks to define various types of production processes, either joint or nonjoint. Thus, in the 2×2 case, we are able to identify up to 36 different production structures, some of which are well known, but most of which are new. These are all described in the primal quantity space as well as in the dual price space. Comparative statics results for the 2×2 joint production process are derived.     

Corporate taxes,capital structure,and valuation: Combining Modigliani/Miller and Miles/Ezzell

The valuation of a firm with discounted cash flow (DCF) approaches requires assumptions about the firm’s financing strategy. The approaches of Modigliani and Miller and Miles and Ezzell assume that either a passive debt management with predetermined debt levels or active debt management with capital structure targets is applied. Over the last decades, various extensions of these approaches have been developed to allow for a more realistic depiction of financial decision making. However, recent empirical analyses indicate that current theories still have limited power to explain large variances in capital structure across time. We provide an alternative explanation for the empirical observation by assuming that firms combine both capital structure targets and predetermined debt within future periods, and we show how to value a firm given such a partially active debt management. The approaches of Modigliani and Miller and Miles and Ezzell are embedded into a common valuation framework, with the familiar valuation formulas shown as special cases. In a simulation analysis, we illustrate that the textbook valuation formulas may produce considerable valuation errors if a firm applies a partially active debt management.     

External technology commercialisation projects: objectives,processes and a typology

Firms increasingly consider external technology commercialisation (ETC) – the commercialisation of technology assets – as an important part of their strategies. ETC goes beyond the marginal activity of commercialising residual technologies, yet prior research has not systematically analysed its monetary and strategic benefits, nor has much been published about the process of managing ETC. Accordingly this paper offers a classification of ETC objectives based on case studies of 25 technology-oriented companies. A detailed segmentation of the process of managing these projects is established by focussing on large industrial companies whose main business is internal technology exploitation (i.e. the application of technologies in their own products and/or services). Based on these classifications, four types of external technology exploitation projects are identified and the different managerial challenges are described along the process segmentation.