ON THE FIRST–ORDER EFFICIENCY AND ASYMPTOTIC NORMALITY OF MAXIMUM LIKELIHOOD ESTIMATORS OBTAINED FROM DEPENDENT OBSERVATIONS

Abstract. In this paper we study the first–order efficiency and asymptotic normality of the maximum likelihood estimator obtained from dependent observations. Our conditions are weaker than usual, in that we do not require convergences in probability to be uniform or third–order derivatives to exist.
The paper builds on Witting and Nolle's result concerning the asymptotic normality of the maximum likelihood estimator obtained from independent and identically distributed observations, and on a martingale theorem by McLeish.     

Trust,terrorism, and technology

The development of civilization implies an evolution of complex trust mechanisms which integrate the social system and form bonds which allow individuals to interact, even if they are strangers. Key elements of trust are predictability of consequences and an evaluation of consequences in terms of self-interest or values. Values, ethics, and norms enhance predictability. The terrorist introduces an unpredictable event which has negative consequences, thus destroying trust. However, terrorist-like situations occur in day-to-day activities. Technology itself makes the world more interdependent and less predictable. Furthermore, technological accidents and disasters, which are also unpredictable and negative, may prompt individuals to perceive technology as if it were a terrorist. Louis H. Bluhm is Associate Professor of Sociology at the Mississippi State University. He has written several articles which have been published in Rural Sociology, and with P. M. Shingi he has written a chapter in a book.     

Book Reviews

Richard Robison, Indonesia: The Rise of Capital, Allen and Unwin, Sydney, 1986 pp. xxv + 425. Indexed. $19.95.

W.L. Korthals Altes, Changing Economy in Indonesia: Volume 7: Balance of Payments, 1822–1939, Amsterdam: The Royal Tropical Institute. pp. 167.

Trade Statistics, Java, 1823–73: Trade Statistics, Indonesia 1874–1937. Mededeelingen van het Centraal Kantoor voor de Statistiek nos 160 and 161

Om Prakash, The Dutch East India Company and the Economy of Bengal, 1630–1720, Princeton: Princeton University Press, 1985 pp. xii + 291, map, tables. graphs, glossary, index. Cloth $38.50.

Sediono M.P. Tjondronegoro, Social Organization and Planned Development in Rural Java, Singapore, Oxford University Press for the Institute of Southeast Asian Studies, 1984, pp. xv + 326.

A. Fujimoto and F. Matsuda (eds), An Economic Study of Rice Farming in West Java, Tokyo: NODAI Research Institute, Tokyo, University of Agriculture, 1986.

A. Fujimoto and T. Matsuda (eds), A Comparative Study of the Structure of Rice Productivity and Rural Society in Southeast Asta Two Village Studies in Indonesta and Thailand, Tokyo: University of Agriculture, 1985. Reviewed by C.L J. van der Meer (1986) Bulletin of Indanesian Economic Studies, 22(2) pp. 124–27

David Jenkins, Suharto and His Generals: Indonesian Military Politics, 1975–1983, Ithaca: Cornell Modern Indonesia Project, Monograph Series No. 64, 1984, pp. xiii + 280. US$12.50. David Bourchier, Dynamics of Dissent in Indonesia Sawito and the Phantom Coup, Ithaca: Cornell Modern Indonesia Project, Interim Reports Series, 1984, pp. 128. US$9.00.

Linda G. Martin (ed), The ASEAN Success Story: Social, Economic, and Political Dimensions, East-West Center, distributed by the University of Hawaii Press, Honolulu, 1987, pp. xviii + 253. $15.00.

Mubyarto and Edy Suandy Hamid (eds), Kredit Pedesaan di Indonesia, Badan Penerbit Fakultas Ekonomi, U.G.M., 1986 pp, 160.

Ron Hatley, et al., Other Javas Away from the Kraton, Melbourne: Monash University, 1984, pp. 60.

K.S. Nathan and M. Pathmanathan (eds), Trilateralism in Asia: Problems and Prospects in US-Japan-ASEAN Relations, Antara Book Company, Kuala Lumpur, 1986, pp. xviii + 205. $18.00 (cloth): $12.00 (paper).     

Alliance competence, resources, and alliance success: Conceptualization, measurement, and initial test

This research examines the effect of an alliance competence on resource-based alliance success. The fundamental thesis guiding this research is that an alliance competence contributes to alliance success, both directly and through the acquisition and creation of resources. Using survey data gathered from 145 alliances, empirical tests of the hypotheses provide support for the posited explanation of alliance success. The findings indicate that an alliance competence is not only antecedent to the resources that are necessary for alliance success but also to alliance success itself. C. Jay Lambe (Ph.D., The Darden School at University of Virginia) is an assistant professor of marketing in the Pamplin College of Business at Virginia Tech. For 10 years prior to entering academe, he was engaged in business-to-business marketing for both Xerox and AT&T. His research interests include business-to-business marketing, relationship marketing, marketing strategy, and sales management. He has publications in theJournal of the Academy of Marketing Science, theJournal of Product Innovation Management, theEuropean Journal of Marketing, theJournal of Personal Selling and Sales Management, theInternational Journal of Management Reviews, theJournal of Business-to-Business Marketing, and theJournal of Relationship Marketing. He also serves as a reviewer for theJournal of Business-to-Business Marketing. Prior to joining the faculty at Virginia Tech, he was one of five Texas Tech University faculty members chosen in 1999 from the entire university for the annual Outstanding Faculty Member Award by the Mortar Board and Omicron Delta Kappa (Texas Tech University student organizations that recognize excellence in teaching). Robert E. Spekman is the Tayloe Murphy Professor of Business Administration at the Darden School at the University of Virginia. He was formerly a professor of marketing and associate director of the Center for Telecommunications at the University of Southern California. He is an internationally recognized authority on business-to-business marketing and strategic alliances. His consulting experiences range from marketing research and competitive analysis, to strategic market planning, supply chain management, channels of distribution design and implementation, and strategic partnering. He has taught in a number of executive programs in the United States, Canada, Latin America, Asia, and Europe. His executive program experience ranges from general marketing strategy, to sales force management, to channels strategy, to creating strategic alliances, to business-to-business marketing strategy, to a number of single-company and senior executive management programs. He has edited and/or written seven books and has authored (coauthored) more than 80 articles and papers. He also serves as a reviewer for a number of marketing and management journals, as well as for the National Science Foundation. Prior to joining the faculty at the University of Southern California, he taught in the College of Business at the University of Maryland, College Park. During his tenure at Maryland, he was granted the Most Distinguished Faculty Award by the MBA students on three separate occasions. Shelby D. Hunt is the J. B. Hoskins and P. W. Horn Professor of Marketing at Texas Tech University, Lubbock. A past editor of theJournal of Marketing (1985–87), he is the author ofModern Marketing Theory: Critical Issues in the Philosophy of Marketing Science (South-Western, 1991) andA General Theory of Competition: Resources, Competences, Productivity, Economic Growth (Sage, 2000). He has written numerous articles on competitive theory, macromarketing, ethics, channels of distribution, philosophy of science, and marketing theory. Three of hisJournal of Marketing articles—“The Nature and Scope of Marketing” (1976), “General Theories and Fundamental Explananda of Marketing” (1983), and “The Comparative Advantage Theory of Competition” (1995) (with Robert M. Morgan)—won the Harold H. Maynard Award for the best article on marketing theory. His 1985Journal of Business Research article with Lawrence B. Chonko, “Ethics and Marketing Management,” received the 2000 Elsevier Science Exceptional Quality and High Scholarly Impact award. His 1989 article, ”Reification and Realism in Marketing: in Defense of Reason,” won theJournal of Macromarketing Charles C. Slater Award. For his contributions to theory and science in marketing, he received the 1986 Paul D. Converse Award from the American Marketing Association, the 1987 Outstanding Marketing Educator Award from the Academy of Marketing Science, and the 1992 American Marketing Association/Richard D. Irwin Distinguished Marketing Educator Award.     

Identity, identification, and relationship through social alliances

The authors studied social alliances, a type of corporate societal marketing initiative. Their research finds that social alliances are an important means whereby employees identify more closely with their organizations while gaining a greater sense of being whole, integrated persons. Furthermore, this integration allows both organizations and their members to align their commercial identities with their moral and social identities. As organizational members struggled to resolve conflicts within their own identities, they were aided by social alliances, which in turn led them to identify more with their organizations. Unlike previous research, the findings suggest that the kind of connections referred to by the informants went well beyond the cold, rational associations described in previous research to emotional attachments that appear to be critical to organizational identification. The results also suggest that participation in social alliances may result in multiple forms of identification: intra- and interorganiza-tion identification. Ida E. Berger (bergeri@ryerson.ca) is the associate director of faculty affairs and a professor of marketing in the School of Business Management at Ryerson University. She received her Ph.D. from the University of Toronto. Her articles have appeared in leading marketing journals, including theJournal of Consumer Research, Public Policy and Marketing, theJournal of Consumer Psychology, andCalifornia Management Review. Her current research interests include social alliances, voluntary and nonprofit sector studies, diversity, and the value of sports in social inclusion. Her teaching interests include marketing theory, consumer behavior, and marketing communications. Peggy H. Cunningham (pcunningham@business.queensu.ca) is the Marie Shantz Teaching Associate Professor of Marketing, School of Business, in the Queen’s University. She completed her Ph.D. at Texas A&M University. Dr. Cunningham’s research interests revolve around two related themes: marketing ethics and marketing partnerships (international strategic alliances, partnerships between for-profit and not-for-profit organizations, relationships between firms and their customers). These areas of study are linked by their focus on the concepts of trust, integrity, and commitment. She is the coauthor of the Canadian editions of a number of marketing textbooks (Marketing Management; Principles of Marketing; and Marketing: An Introduction). Her work is published in a number of journals, including theJournal of the Academy of Marketing Science, the Journal of International Marketing, and California Management Review. Minette E. Drumwright (mdrum@mail.utexas.edu) is an associate professor with a joint appointment in the College of Communication (Department of Advertising) and the College of Liberal Arts at The University of Texas at Austin. Previously, Dr. Drumwright was on the marketing faculties of Harvard Business School and the University of Texas Business School. She currently is the faculty chair of the Bridging Disciplines Program in Ethics and Leadership at the University of Texas. She has a Ph.D. in business administration (marketing) from the University of North Carolina at Chapel Hill. Dr. Drumwright’s current research is in the areas of corporate social responsibility, marketing for nonprofit organizations, and business ethics. Her focus is on understanding how managers and consumers integrate noneco-nomic criteria related to society into their decision making. Dr. Drumwright has studied noneconomic criteria in various contexts, including cause-related marketing, partnerships between companies and nonprofit organizations, socially responsible buying behavior, and corporate volunteerism. Her articles and cases have been published in various books and journals, includingCalifornia Management Review, theJournal of Advertising, and theJournal of Marketing.     

Old flames never die – the role of binding social ties for corporate entrepreneurship in family firms

This paper investigates the role of social ties and family embeddedness for corporate entrepreneurship in family firms. Family firms are mostly characterized by close and often inseparable ties between the dominant family coalition and the firm and offer specific resources within a context of both rational as well as non-rational factors that influence entrepreneurial strategies. We empirically test (n =?181) the relationship between binding social ties and innovation, strategic renewal, and corporate venturing. Our findings indicate a strong significance for networks and close and stable relationships both to inside the firm and the outside in decision making for corporate venturing and innovation. In contrast, the results for strategic renewal show no relevance of strong social ties. We link up with the debate on the role of owners as an important stakeholder group.

     

Systematic review of sourcing and 3D printing: make-or-buy decisions in industrial buyer–supplier relationships

Management Review Quarterly - Additive manufacturing (AM) is regarded as a technology that has transformative and disruptive potential in nearly all industries. However, AM is not only about new...     

De produktiestructuur van Nederland in de periode 1950-1966

Summary In 1961 Arrow, Chenery, Minhas and Solow presented their C.E.S. production function, which was based on the relation between the real wage rate and the average labour productivity. They argued that, if the aggregate production function is continuous, lineair and homogeneous, then, with perfect competition and profit maximalization prevailing, the relation between the real wage rate and the average labour productivity is reflection of the production structure. This relation can, therefore, be used for specifying the production structure.In the present paper, the same line of thought is applied to the Dutch economy. Several hypotheses on the relation between wage rate and average labour productivity are tested. Statistically, it turns out that in the Dutch economy the elasticity of substitution between capital and labour is not a constant: it declines with increasing capital-labour ratio. Two statistically acceptable production equations that have this feature are presented.The efficiency parameter appearing as an integration constant in both production equations shows a decline: with labour productivity constant, the capital-labour ratio is falling over time. This means that the relation between labour productivity and capital-labour ratio shifts over time. Another outcome of this study is that technical progress is capitalaugmenting and that it brings about 50 percent of the growth in the labour productivity.De schrijvers zijn dank verschuldigd aan Prof. Dr. F. J. de Jong voor zijn stimulerende kritiek en aan de heren J. G. Althuis, F. J. van Bolhuis, J. D. Flikweert, H. Jager en B. S. Wilpstra, assistenten bij de afdeling Algemene Economie van de Economische Faculteit der Rijksuniversiteit te Groningen, voor hun bereidwillige medewerking aan dit onderzoek.     

Demand better results--and get them

This HBR classic, first published in 1974, asks and answers one of management's most important questions: Why do so few organizations reach their productivity potential? The answer: because most senior executives fail to establish expectations of performance improvement in ways that get results. They fail because making heavy demands involves taking risks and threatens those who have the demands imposed on them. It's safer to ask for less. To avoid facing the reality of underachievement, managers may rationalize that their subordinates are doing the best they can or that better performance requires more authority or greater resources. They may put their faith in incentive plans that don't need their personal intervention. They may actually set high goals but let subordinates escape accountability for results. To get out of these doldrums, executives have to be willing to invest time and energy; responsibility can be delegated only so far. The key to the recovery strategy is to set a specific, modest, measurable goal pertaining to an important problem in the organization. If this goal is met, management uses the success as a springboard for more ambitious demands, each one carefully supported by plans, controls, and persistence directed from the top. Resistance can be expected from many levels. But as the organization registers genuine achievement, consciousness-raising in the form of recognition transforms expectations into positive factors. The fact is, most people like to work in a results-oriented environment. In a retrospective commentary, the author writes that while companies today are more impressed with the need for performance improvement, the ability to establish high expectations is still the most universally underdeveloped managerial skill.