Testing Low-Balling Strategy in Rural Road Procurement

A “low-balling strategy” by bidding contractors has increasingly been recognized as an important issue in public infrastructure procurement. Public works contracts are often imperfect and renegotiated after the contract award. Given the expectation for ex post adjustments, bidders seem motivated to take advantage of the low-balling strategy. This paper analyzes the endogeneity between the bid strategy and ex post adjustments. Using procurement data on rural road projects in Nepal, it shows that the bid strategy and adjustments are determined endogenously in the system. Anticipating cost and time overruns, firms would likely undercut normal bid prices. Then, ex post contract adjustments actually happen, because of their too aggressive bids.     

CONSISTENCY BETWEEN MACRO- AND MICRO-DATA SETS IN THE JAPANESE HOUSEHOLD SECTOR

This paper makes a comparative analysis of the micro-data, the Family Income and Expenditure Survey (FIES) and the National Survey of Family Income and Expenditure (NSFIE) data, with the macro-data, the System of National Accounts (SNA), figures for the Japanese household sector. The overall FIES/SNA ratio is about 80 percent. In comparing the results to those of other countries, the figure seems to be not bad. However, the treatment of categories such as Gross Rent, Fuel and Power, and Medical Care and Health Expenses, require further consideration. In this regard we consider imputed rent for owner-occupied dwellings for the SNA and a sampling scheme for the FIES.     

Efficient estimation and inference in linear pseudo-panel data models

We consider pseudo-panel data models constructed from repeated cross sections in which the number of individuals per group is large relative to the number of groups and time periods. First, we show that, when time-invariant group fixed effects are neglected, the OLS estimator does not converge in probability to a constant but rather to a random variable. Second, we show that, while the fixed-effects (FE) estimator is consistent, the usual t statistic is not asymptotically normally distributed, and we propose a new robust t statistic whose asymptotic distribution is standard normal. Third, we propose efficient GMM estimators using the orthogonality conditions implied by grouping and we provide t tests that are valid even in the presence of time-invariant group effects. Our Monte Carlo results show that the proposed GMM estimator is more precise than the FE estimator and that our new t test has good size and is powerful.     

Effects of a short-stay vacation on the mental health of Japanese employees*

Many studies have focused on the effects of tourism on mental health. This study revealed that short-stay vacations at mental health rejuvenation facilities could reduce Japanese employees’ stress levels. We conducted two studies with two groups of participants (N?=?34 and 26, respectively), in order to obtain both objective and subjective evaluations. The results suggested that taking a short-stay vacation at a mental health rejuvenation facility was effective for helping employees to maintain good mental health, and that stress reduction was particularly evident in the highly stressed group. Practical and theoretical implications are discussed with a view to providing suggestions for addressing work-related stress in Japanese employees.     

The wise leader

In an era of increasing discontinuity, wise leadership has nearly vanished. Many leaders find it difficult to reinvent their corporations rapidly enough to cope with new technologies, demographic shifts, and consumption trends. They can't develop truly global organizations that operate effortlessly across borders. And they find it tough to ensure that their people adhere to values and ethics. The authors assert that leaders must acquire practical wisdom, or what Aristotle called phronesis: experiential knowledge that enables people to make ethically sound judgments. Wise leaders demonstrate six abilities: (i) They make decisions on the basis of what is good for the organization and for society. (2) They quickly grasp the essence of a situation and fathom the nature and meaning of people, things, and events. (3) They provide contexts in which executives and employees can interact to create new meaning. (4) They employ metaphors and stories to convert their experience into tacit knowledge that others can use. (5) They exert political power to bring people together and spur them to act. (6) They use apprenticeship and mentoring to cultivate practical wisdom in orders.