Using proxies for the short rate: when are three months like an instant?

The dynamics of the unobservable short rate are frequently estimateddirectly using a proxy. We examine the biases resulting fromthis practice (the 'proxy problem'). Analytic results show thatthe proxy problem is not economically significant for single-factoraffine models. In the two-factor affine model of Longstaff andSchwartz (1992), the proxy problem is only economically significantfor pricing discount bonds with maturities of more than fiveyears. We also describe two different numerical procedures forassessing the magnitude of the proxy problem in a general interestrate model. When applied to a nonlinear single-factor model,they suggest that the proxy problem can be economically significant.     

A resilience perspective of the SEEA

While the SEEA is an important advance in national accounting it remains deficient in a number of ways in regard to natural resources. The dynamic and interactive nature of ecosystems means that any linear, compartmentalised system of accounting will miss significant changes that influence human wellbeing. In particular, losses in resilience of critical capital stocks (through changes in underlying ecosystem variables that do not contribute directly to valued flows, and are therefore not included in the accounts) means that the accounts will not recognise that such stocks are becoming riskier, likely to collapse, and are therefore over‐valued. We present a stock‐based approach to measuring sustainable development (the Inclusive Wealth Approach of [Arrow KJ, Dasgupta P and Maler K‐G. (2003) Evaluating projects and assessing sustainable development in imperfect economies, Environmental and Resource Economics, 26:647-685]) at a regional scale, using an example from South East Australia, which includes an assessment of the resilience of critical capital stocks.     

R&D as a business – what are the implications for performance measurement?

There have been considerable changes in the way that Research and Development (R&D) has been managed over recent years, many of which have been influenced by the external environment. These have been discussed in a number of publications with much of the debate centring around the movement from the so‐called first generation to fifth generation models of R&D management.
What has not been debated to the same extent are the implications of recent and likely future trends in R&D management for the way performance is, and should be, measured. In this paper we focus on these implications, drawing upon both the existing literature on performance measurement (PM) in R&D and our own research into organisations which have chosen to move towards a more profit‐centred approach to the management of their technical resources.
Finally, we present and discuss the findings of our review, which indicate that although there are common features, some differences, requiring careful consideration by management, can be identified when movement from a cost‐ to a profit‐centred approach occurs.     

Is the Short Rate Drift Actually Nonlinear?

Aït-Sahalia (1996) and Stanton (1997) use nonparametric estimators applied to short-term interest rate data to conclude that the drift function contains important nonlinearities. We study the finite-sample properties of their estimators by applying them to simulated sample paths of a square-root diffusion. Although the drift function is linear, both estimators suggest nonlinearities of the type and magnitude reported in Aït-Sahalia (1996) and Stanton (1997). Combined with the results of a weighted least squares estimator, this evidence implies that nonlinearity of the short rate drift is not a robust stylized fact.     

Introduction of a matrix structure into an R & D establishment

Matrix organization is increasingly being written about in terms which suggest that it is almost axiomatic that it is the best way of structuring an R & D lab. In this paper we wish to introduce a note of scepticism into the discussion, for the following reasons. Firstly, we suspect that not everyone has the same thing in mind when discussing matrix organizations. Secondly, we believe that there are many circumstances under which it clearly is not the best way of organizing, although there are plenty under which it is. Thirdly, we have seen in use many variants of the structure, suggesting to us that while there is an underlying, unifying concept at work, it needs to be much modified in most cases before it can successfully be applied. Finally, any reorganizing is a hazardous business, and a change to matrix involves particular difficulties of its own which need highlighting.     

Business orientation: Cliche or substance?

This paper reviews the orthodox treatment of production, product, sales and marketing business orientations in introductory marketing texts and suggests changes. Orientation is an important issue which has a profound effect on long run business success, particularly on the effectiveness of business strategy. It is recommended that the orthodox orientations should be revised to the following: marketing/customer orientation; accounting/cost orientation; production/technology orientation; R&D/innovation orientation. The examination of orientation suggests they should not be regarded as mutually exclusive, but rather that organizations need, to some extent, to be oriented to all four. This treatment of orientation may be a little more complex than the former but it remains simple enough for inclusion in introductory texts.