Strategic provision of local public inputs for oligopolistic firms in the presence of endogenous location choice

We develop a model in which two regional governments compete for a mobile oligopolistic firm by providing local public inputs. The central mechanism of our model is the interaction of an agglomeration advantage (partial nonrivalness of the local public inputs) and an agglomeration disadvantage (costs associated with the change of location of firms). We show that a central government of both regions induces an interregionally optimal allocation of firms by providing the optimal levels of local public inputs. The decentralized provision of local public inputs by regional governments, however, leads in most cases to a (interregionally) suboptimal allocation.     

Aggregation of economic relations: A note

Summary This note considers aggregation of economic relations over individuals, where individual behavior differs according to individual characteristics, such as income, wealth and tastes. Assuming a multivariate distribution of these characteristics among individuals, aggregate per capita behavior is approximated in terms of the behavior of the average individual, plus a term depending on the nonlinearity of the relation and the covariance matrix of the distribution of the characteristics.Netherlands Central Bureau of Statistics. This note was written while the author was at the Erasmus University Rotterdam. Comments by B. M. Balk, T. Kloek, D. Sikkel and the referee are gratefully acknowledged.     

Strategic orientations of nascent entrepreneurs: antecedents of prediction and risk orientation

Small Business Economics - The green potential of the sharing economy to exploit underutilised or redundant resources has generated a considerable interest and expectations on the part of...     

Equilibrium selection in similar repeated games: experimental evidence on the role of precedents

We report on an experiment examining behavior and equilibrium selection in two similar, infinitely repeated games, Stag Hunt and Prisoner’s Dilemma under anonymous random matching. We are interested in the role that historical precedents may play for equilibrium selection between these two repeated games. We find that a precedent for efficient play in the repeated Stag Hunt game does not carry over to the repeated Prisoner’s Dilemma game despite the possibility that efficient play can be sustained as an equilibrium of the indefinitely repeated game. Similarly, a precedent for inefficient play in the repeated Prisoner’s Dilemma game does not extend to the repeated Stag Hunt game. We conclude that equilibrium selection between similar repeated games may have less to do with historical precedents and might instead depend more on strategic considerations associated with the different payoffs of these similar repeated games.     

Leader Emergence in Nascent Venture Teams: The Critical Roles of Individual Emotion Regulation and Team Emotions

This study advances a theory of how different aspects of emotion regulation influence individual leader emergence in the intensely emotional context of nascent venture teams. Despite the growing amount of research on the role of leadership in the entrepreneurial process, the emergence of leaders in nascent venture teams has rarely been explored. Drawing on theories and research on leadership emergence and emotion regulation, we argue that the two aspects of emotion regulation (i.e., reappraisal and suppression) exert opposite effects on the degree to which nascent venture team members come to perceive an individual as a leader. We also theorize that team emotions arising from affective events moderate the relationship between reappraisal and leader emergence in such teams. Data from 103 nascent venture teams without prior leaders show a negative relationship between individuals’ trait disposition to suppress emotions and their emergence as leaders, and a positive relationship between their trait disposition to reappraise emotions and their emergence as leaders. Moreover, we find that negative team emotions magnify the positive association between reappraisal and leader emergence, while positive team emotions mitigate it. We discuss the implications of our findings for the literature on entrepreneurial leadership, entrepreneurial emotions, and leadership in general.     

The shape of small sample biases in pricing kernel estimations

Numerous empirical studies find pricing kernels that are not-monotonically decreasing; the findings are at odds with the pricing kernel being marginal utility of a risk-averse, so-called representative agent. We study in detail the common procedure which estimates the pricing kernel as the ratio of two separate density estimations. In the first step, we analyse theoretically the functional dependence for the ratio of a density to its estimated density; this cautions the reader regarding potential computational issues coupled with statistical techniques. In the second step, we study this quantitatively; we show that small sample biases shape the estimated pricing kernel, and that estimated pricing kernels typically violate the commonly believed monotonicity at the centre even when the true pricing kernel fulfils these. This contributes to an alternative, statistical explanation for the puzzling shape in pricing kernel estimations.     

NPO branding: preliminary lessons from major players

• Are nonprofits (NPOs) exhibiting the brand orientation believed to be critical to successful outcomes? To answer this question, we investigate the brand orientation and brand management of the Young Men's Christian Association (YMCA), American Red Cross (ARC), and The Salvation Army to assess the implementation of brand concepts in two different locations within the USA compared to each agency's central body. Despite the support of some propositions, there exists inconsistent evidence of strong brand management in the organizations studied. The variation of brand visuals, missions, and taglines indicates that good structure, policy, and guidelines are not enough. There must be true brand orientation, which includes oversight of consistent application of all brand constructs to achieve organizational goals. This study provides a framework upon which future in‐depth empirical research may be based. The authors outline these next steps as a foundation for enhancing the study and practice of brand management in NPOs.

Copyright © 2009 John Wiley & Sons, Ltd.     

How to brand your private labels

Private labels have become ever-more important and are slowly turning into brands of their own. Retailers increasingly offer three-level ‘good, better, best’ private-label programs that include economy, standard, and premium private-label tier goods. For each of these tiers, retailers must decide under what name to brand their private label. They can either assign their store banner name to a private-label tier or go for a unique brand name that is separate from the retailer banner. The purpose of this article is to outline the advantages and limitations of these two branding strategies: store-banner branding versus stand-alone branding. Herein, we also provide a series of recommendations regarding when to use each brand strategy, based on characteristics of the retailer and the environment in which it operates.     

Should entrepreneurs plan or just storm the castle? A meta-analysis on contextual factors impacting the business planning–performance relationship in small firms

Entrepreneurship research engages in an intense debate about the value of business planning. Prior empirical findings have been fragmented and contradictory. This study contributes insights to the business planning discussion by following an evidence-based research approach. We conduct a meta-analysis on the business planning–performance relationship and specifically focus on contextual factors moderating the relationship. Results indicate that planning is beneficial, yet contextual factors such as newness of the firms and the cultural environment of firms significantly impact the relationship. Based on this evidence, we propose a concomitant and dynamic approach that combines planning and learning.