A characterization of virtual Bayesian implementation

We provide a characterization of virtual Bayesian implementation in pure strategies for environments satisfying no-total-indifference. A social choice function in such environments is virtually Bayesian implementable if and only if it satisfies incentive compatibility and a condition we term virtual monotonicity. The latter is weaker than Bayesian monotonicity—known to be necessary for Bayesian implementation. Virtual monotonicity is weak in the sense that it is generically satisfied in environments with at least three alternatives. This implies that in most environments virtual Bayesian implementation is as successful as it can be (incentive compatibility is the only condition needed).     

What is strategic management,really? Inductive derivation of a consensus definition of the field

It is commonly asserted that the field of strategic management is fragmented and lacks a coherent identity. This skepticism, however, is paradoxically at odds with the great success that strategic management has enjoyed. How might one explain this paradox? We seek answers to this question by relying first on a large‐scale survey of strategic management scholars from which we derive an implicit consensual definition of the field—as tacitly held by its members. We then supplement this implicit definition with an examination of the espoused definitions of the field obtained from a group of boundary‐spanning scholars. Our findings suggest that strategic management's success as a field emerges from an underlying consensus that enables it to attract multiple perspectives, while still maintaining its coherent distinctiveness. Copyright © 2007 John Wiley & Sons, Ltd.     

Firm-level export performance in an inward-looking economy: The Indian engineering industry

This paper investigates some influences on export activity by the 100 largest engineering enterprises in India in the period 1966–1968 to 1976–1978. Among the interesting findings are that exporting is negatively correlated with profitability and technological activity, but that there are some major exporters who find exporting increasingly profitable and relate their R and D activity more to exporting over time. In general the findings illustrate at a disaggregated level the anti-export bias of the industrialization strategy pursued by India.     

Local public goods and average cost pricing

Existence of a compensated Tiebout equilibrium is proved for an economy with a measure space of consumers. This result is then extended to show the existence of equilibrium for an economy with natural monopolies and contestable markets.     

New Product Development Structures: The Effect of Customer Overload on Post-Concept Time to Market

In corporate policy statements, seminars, journal articles—even in television commercials—the message comes through loud and clear: To remain competitive, we must do a better job of listening to our customers. Through close contact with customers, designers can more accurately identify market requirements, quickly refine product specifications, and thus reduce time to market. However, too much customer input can create confusion and duplication of effort, which ultimately increases time to market. In other words, some firms run the risk of over-listening to their customers. In a study of three global players in the electronic component industry, Srikant Datar, Clark Jordan, Sunder Kekre, Surendra Rajiv, and Kannan Srinivasan explore the effects of having too much input from customers. Specifically, they examine the relationship between a company's new product development structure and the volume of customer input, which in turn can affect time to market. The high-tech, fast-cycle firms examined in this study employ two distinct new product development structures: concentrated and distributed. A concentrated structure locates all product designers in one facility. This facilitates cross-product learning among designers, but limits designers' contact with customers and process engineers. A distributed structure disperses new product development among numerous manufacturing sites, giving designers close contact with customers and process engineers. However, a distributed structure limits designers' opportunities for cross-product learning. Analysis of 220 new product efforts reveals that the distributed structure offered a time-to-market advantage as long as these firms efficiently managed the level of customer interaction. When designers received input on the product design from no more than 25 customers, the distributed structure provided shorter time to market than the concentrated structure. Beyond the 25-customer level, time-to-market performance of the distributed structure degraded quickly and at an increasing rate. In such cases, more effective management of customer interaction might allow firms employing a distributed structure to enjoy the benefits not only of customer input, but also of improved coordination between product designers and process engineers.     

Implementation of the SutteARIMA method to predict short-term cases of stock market and COVID-19 pandemic in USA

Quality & Quantity - The objective of this study is to compare the different methods which are effective in predicting data of the short-term effect of COVID-19 confirmed cases and DJI closed...     

Analyzing the underlying dimensions of firm profitability

In this paper we decompose a traditional measure for firm's performance, return on sales, into four components that capture the impact of productivity, price recovery, product mix and capacity utilization, respectively, on a firm's profitability. The new measures are used as an illustration to explain changes in the performance of firms in the US telecommunications industry following deregulation. Changes in the overall profitability margin of these firms are explained by substantial but offsetting changes in their productivity, price recovery ability, product-mix maximization and capacity utilization, that have occurred as a consequence of deregulation. The new measures enable us not only to illustrate relative differences between firms in a given cross-section but also to shed light on how changes take place over time in the different components that underlie firms' profitability.     

Generalized contest success functions

The key element of models of contest is the contest success function (CSF) which specifies the winning probabilities of agents. The existing axiomatizations of CSFs assume that contestants can make only one type of investment. This paper generalizes these axiomatizations to the case where each agent can have multiple types of investments. This allows us to provide a unified framework to extend and interpret the results of Skaperdas (Econ Theory 7:283–290, 1996) and Clark and Riis (Econ Theory 11:201–204, 1998), and rationalize some seemingly ad hoc CSFs used by applied researchers. This paper has benefitted from the comments of Aicke Hinrichs, Rene Levinsky, and two anonymous referees. We are especially thankful to one of the referees for detailed comments which have helped improve every aspect of this paper.     

Commentary: Relative Presence of Business-to-Business Research in Retailing Literature

Our objective in this article is to correct the record on the contribution of the Journal of Retailing to business-to-business (B2B) research in marketing. In particular, we refute the assertion of LaPlaca and Katrichis (2009 LaPlaca, P. J. and Katrichis, J. M. 2009. Relative presence of business-to-business research in the marketing literature. Journal of Business-to-Business Marketing.,  [Google Scholar]) that the Journal of Retailing “does not regularly publish research concerning business-to-business marketing.” Our analysis of recently published (2002–2008) articles in the Journal of Retailing shows that less than 19% are devoted to B2C or C2C topics. Our comparison of the Journal of Retailing's relative emphasis on nine B2B content areas indicates parity with other marketing journals for some topics and a lesser emphasis for others. The key B2B topics of marketing strategy and channels of distribution appear relatively more frequently in the Journal of Retailing than they do in other marketing journals reviewed by LaPlaca and Katrichis (2009 LaPlaca, P. J. and Katrichis, J. M. 2009. Relative presence of business-to-business research in the marketing literature. Journal of Business-to-Business Marketing.,  [Google Scholar]). Hence, any estimate of the contribution of B2B research to marketing knowledge that dismisses the impact of the Journal of Retailing contains a downward bias.     

Interdependent self-construal in collectivist cultures: Effects on compliance in a cause-related marketing context

This study is a replication and extension of prior work on the effectiveness of cause-related marketing efforts. We show that compliance behavior across cultures can be different depending on the dominant self-construal paradigm prevalent in a given society. The original study had shown that people in independent self-construal societies (individualist countries such as the USA) are unwilling to follow up on their original commitment (to support rainforest protection) if compliance involves bearing the cost of such action (paying a higher price for a product where part of the price is donated to rainforest protection). This study, drawing on a sample of students at a mid-sized university in northern Poland, shows that commitment–consistency works in collectivist, interdependent self-construal societies in a different way: if the cause being supported is of a pro-social nature, people in such societies are willing to pay the higher product price to support it.