A NOTE ON THE PROPERTY RIGHTS THEORY AND THE EX ANTE VALUE OF INFORMATION

This paper examines the ex ante value of information in the property rights model where the possibility exists that an investing agent can be provided with relevant information before investments are undertaken. When contracts are incomplete, from an ex ante perspective, informing the investing agent does not necessarily increase the expected surplus resulting from a relationship between two economic agents. The paper highlights the fact that the second‐best nature of the problem that arises from contractual incompleteness can ensure this.     

Contracting for information under imperfect commitment

We study optimal contracting under imperfect commitment in a model with an uninformed principal and an informed agent. The principal can commit to pay the agent for his advice but retains decision‐making authority. Under an optimal contract, the principal should (i) never induce the agent to fully reveal what he knows—even though this is feasible—and (ii) never pay the agent for imprecise information. We compare optimal contracts under imperfect commitment to those under full commitment as well as to delegation schemes. We find that gains from contracting are greatest when the divergence in the preferences of the principal and the agent is moderate.     

Building breakthrough businesses within established organizations

Many companies assume that once they've launched a major innovation, growth will soon follow. It's not that simple. High-potential new businesses within established companies face stiff headwinds well after their inception. That's why a company's emphasis must shift: from ideas to execution and from leadership excellence to organizational excellence. The authors spent five years chronicling new businesses at the New York Times Company, Analog Devices, Corning, Hasbro, and other organizations. They found that a breakthrough new business (referred to as NewCo) rarely coexists gracefully with the established business in the company (called CoreCo). The unnatural combination creates three specific challenges--forgetting, borrowing, and learning--that NewCo must meet in order to survive and grow. NewCo must first forget some of what made CoreCo successful. NewCo and CoreCo have elemental differences, so NewCo must leave behind CoreCo's notions about what skills and competencies are most valuable. NewCo must also borrow some of CoreCo's assets--usually in one or two key areas that will give NewCo a crucial competitive advantage. Incremental cost reductions, for example, are never a sufficient justification for borrowing. Finally, NewCo must be prepared to learn some things from scratch. Because strategic experiments are highly uncertain endeavors, NewCo will face several critical unknowns. The more rapidly it can resolve those unknowns--that is, the faster it can learn--the sooner it will zero in on a winning business model or exit a hopeless situation. Managers can accelerate this learning by planning more simply and more often and by comparing predicted and actual trends.     

Are Open Markets Good for Foreign Investors and Emerging Nations?

Although policymakers of emerging nations routinely brand foreign capital as "hot money" and hold it responsible for the ills of their economies, this article suggests that the experience of opening up their markets to overseas investors has been largely beneficial for the host countries. Based on their own recent study, the authors report that when emerging economies open their markets, the level of stock prices tends to rise without an associated increase in volatility, and more capital becomes available for domestic investment at a lower cost. The stock markets also appear to become more efficient, thus resulting in a better allocation of resources. Furthermore, the inflow of foreign capital does not lead to higher inflation or stronger currencies, nor does the volatility of inflation or exchange rates increase. If some countries experience large capital outflows with damaging consequences, the culprit is not foreign investors, but rather policymakers' futile attempt to defy market forces and the failure of their economies to put the capital to productive uses.
The authors' analysis also suggests that, when the recent turmoil in emerging markets is set in the context of a longer-run historical perspective, nothing appears to have changed that would materially alter the prospects for investing in emerging markets. The recent market volatility and currency crises in emerging nations are by no means extraordinary—indeed, the currencies of many developing countries fall routinely. What distinguishes the Mexican and Thai currency crises from such run-of-the-mill devaluations is that both governments resisted the inevitable until market forces brought about a crash. The recent emerging market currency crises should accordingly be viewed as more or less predictable "road bumps" that can be expected when the policymakers of emerging economies gradually—and grudgingly—relinquish their power to the markets.     

Timing, diffusion, and substitution of successive generations of technological innovations: The IBM mainframe case

Based on the behavioral assumptions of diffusion theory, this article proposes an extension of the Bass diffusion model that simultaneously captures the substitution pattern for each successive generation of a durable technological innovation, and the diffusion pattern of the base technology. Normative guidelines based on the model suggest that a firm should either introduce a new generation as soon as it is available or delay its introduction to a much later date at the maturity stage of the preceding generation. The decision depends on a number of factors including the relative size of the market potentials, gross profit margins, the diffusion and substitution parameters, and the discount factor of the firm. This “now or at maturity” rule is thus an extension and generalization of the “now or never” rule of Wilson and Norton [25]. Empirical and normative implications of the proposed model are explored for four successive generations on IBM mainframe computers: first generation (vacuum tubes); second generation (transistors); 360 family (integrated circuits); and 370 family (silicon chips). The model describes the growth of these generations well. The application of normative guidelines suggests that IBM introduced the two successive generations of 360 and 370 families too late, i.e., their time to market should have been shorter. Limitations and further extensions of the model and the application are discussed.     

Shedding light on the CMO revolving door: a study of the antecedents of Chief Marketing Officer turnover

Investigating Chief Marketing Officer (CMO) tenure through a longitudinal study of the antecedents of CMO turnover, the authors find that CMO turnover increases if firms’ sales growth is poor, while profitability has a similar though smaller effect when a new CEO is appointed, highlighting marketing’s contextual role vis-à-vis performance metrics. Coupled with other results related to industry sales growth and stability that make CMO turnover less likely, these findings underscore marketing’s demand- or customer-facing role in the firm. The authors also show that some of these results are distinct to turnover among CMOs compared to other top management team (TMT) executives. While this research does show support for extant theory, its focus on the CMO within the TMT results in important contributions to the turnover literature. These include the inverted-U effect of TMT marketing experience on CMO turnover and the nuanced attenuation by CMO insider-ness of a similar relationship between CMO tenure and turnover. Overall, the results lead to important practical implications for managing CMO turnover.     

Organizational culture and partner interaction in the management of international joint ventures in India

Different from previous research that focused on the formation phase of partnering processes in joint ventures, this study focuses on the post-formation phase and argues that partner interaction processes of communication, cooperation, and conflict resolution play a key role in the implementation and management of joint ventures. We examine how organizational culture differences (OCD) and integration acculturation strategy (IAS) affect international joint venture (IJV) performance through the mediation of partner interaction processes. We develop hypotheses and test them by survey data from 202 executives of IJVs in India. The results suggest that the interaction processes fully mediate the negative effect of OCD but partially mediate the positive effect of IAS on partners?? satisfaction with the joint venture performance. We discuss the implication of these findings for research and practice on post-formation management of IJVs.     

Stochastic dominance, efficiency and separation in financial markets

A portfolio problem exhibits separation when all of its solutions can be expressed as affine combinations of a small number of mutual funds. The concept of separation is one of the cornerstones of modern portfolio theory, underlying everything from the mean-variance portfolio selection rule of [7. and 8.] and [11.] to the equilibrium pricing model of [10.], [6.] and [2.]. A great deal of effort has been put into investigating conditions which validate separation assumptions: [3.] as well as [4.] study this problem in terms of utility functions while [9.] takes a distributional approach. The purpose of this note is to show that for the distributional approach, the so-called weak and strong forms of separation are actually equivalent.