Environmental Change, Leadership Succession and Incrementalism in Local Government

A theoretical model of strategic budgetary choices in local government is developed and tested. The model assumes that expenditure decisions are a function of changes in environmental circumstances and the characteristics of local leaders. Environmental change is operationalized through measures of workload, munificence and regulatory controls. Leadership succession is defined as the turnover in managerial and political élites. These environmental and leadership variables are included in a multivariate statistical model of budgetary incrementalism. The model is tested on the spending decisions of 402 English local authorities from 1981 to 1996. The empirical results suggest that the extent of budgetary change is influenced strongly by environmental change but weakly by leadership succession. Furthermore, environmental constraints became tighter during the study period. The characteristics of public sector organizations that impose limits on the strategic choices of new leaders are identified.     

Managing the Managers: Japanese Management Strategies in the USA

One of the greatest difficulties Japanese multinationals have had is managing American managers in their US subsidiaries. The reason for this is fundamental and profound: Americans and Japanese conceive of management very differently and have strikingly different conceptions of themselves as managers and of correct management practice.
We do two things in this paper. First, borrowing from social psychology, we explore the idea of the 'management self'. Second, we report our research on management self-conception and style in Japanese-owned factories or 'transplants' in the USA.
The research reports the results of 34 interviews conducted with 19 US and Japanese managers in three electronics transplants. Each factory had adopted different combinations or 'hybridizations' of the management styles of the two countries. The three factories had very different characters. One was dominated by Japanese management practice, another by American practice, and the third was a hybrid of the two styles. We found four factors critical determinants of management style: the nationality of the general manager, a stated preference (or lack thereof) for bicultural management, control over the budget-setting process, and the strength of the Japanese assignees     

Are multi‐resort ski conglomerates more efficient?

This paper compares the efficiency of large ski resort conglomerates with independent ski resorts using data on four countries (Canada, France, United States, Switzerland). Using the stochastic frontier production approach, I find that ski resorts that are owned and managed by the Intrawest group are significantly more efficient than independent ski resorts. The efficiency gap is about nine percentage points on average. The remaining ski resort conglomerates (American Skiing, Vail Resorts Inc., and Compagnie des Alpes SA) do not operate more efficiently than independent ski resorts. Copyright © 2009 John Wiley & Sons, Ltd.     

Measuring volatility with the realized range

Realized variance, being the summation of squared intra-day returns, has quickly gained popularity as a measure of daily volatility. Following Parkinson [1980. The extreme value method for estimating the variance of the rate of return. Journal of Business 53, 61–65] we replace each squared intra-day return by the high–low range for that period to create a novel and more efficient estimator called the realized range. In addition, we suggest a bias-correction procedure to account for the effects of microstructure frictions based upon scaling the realized range with the average level of the daily range. Simulation experiments demonstrate that for plausible levels of non-trading and bid–ask bounce the realized range has a lower mean-squared error than the realized variance, including variants thereof that are robust to microstructure noise. Empirical analysis of the S&P500 index-futures and the S&P100 constituents confirms the potential of the realized range.     

The So-Called 2015 Migration Crisis and Euroscepticism in Border Regions: Facing Re-Bordering Trends in the Danish–German Borderlands

ABSTRACT

This paper examines the role of Euroscepticism on regional cross-border cooperation between Germany and Denmark. It demonstrates that Euroscepticism, while absent from local mainstream politicians, had already caused civic unrest in the 1997 attempts to construct a return to history Euro-region Schleswig. It resulted in a re-scaling of the Euro-Region to Region and Schleswig to “Sønderjylland/Schleswig”, omitting any reference to Europe, European identity or a commitment to a closer European union in the relevant agreements. Border controls, on the agenda in 2011 and again since 2015, have demonstrated the institutional weakness of cross-border politics when faced with determined initiatives from the national center. Furthermore, the Eurosceptic Danish People’s Party had its best results in the border precincts both at the latest European and Danish national elections. Euroscepticism, even though difficult to measure on a regional level, seems to have been an ever present underneath current despite a political rhetoric of successful cooperation and cross-border reconciliation. The Danish-German case’s development might be more distinct, but nonetheless representative for European border (and cross-border) regions. While European metropolises develop into thriving cosmopolitan post-nation state societies, this is not necessary the case at Europe’s borders, where categorization and bordering remain common social practices by the large majority of national borderlanders with only a small portion of transnational borderlanders or ‘regionauts’ getting involved in border crossing social practices on a larger scale.