The Quest for Societal ROI in the Midst of the Perfect Storm: Can SCM Set the Standard for Twenty‐First Century Business Education?

The Academy's dual role is to discover and disseminate knowledge. For most of our tenure, we have focused on research's role in fulfilling this societal mandate. We continue that discussion here by calling for more “actionable” research—something that the supply chain discipline is particularly well positioned to do. We now extend the discussion to pedagogy. As the two epigraphs denote, society is looking for a return on its investment—even a reinvention of the university. Increased costs, poor student achievement, and disruptive technology create an environment perfect for disruption. Yet, if we do our job well, current and foreseeable technologies cannot provide the same kind of transformative education that can be cultivated through community‐engaged experiential learning. The good news: The supply chain discipline is perfectly positioned to set the standard for twenty‐first century business education.     

Estimating efficiency spillovers with state level evidence for manufacturing in the US

Unit specific effects are often used to estimate non-spatial efficiency. We extend such estimators to the case where there is spatial autoregressive dependence and introduce the concept of spillover efficiency. Intuitively, we present an approach to benchmark how successful units are at exporting and importing productive performance to and from other units.     

Survey of Recent Developments

Outgoing Indonesian president Susilo Bambang Yudhoyono's second-term record is creditable, measured against the targets he set himself in 2010, but deficient in key areas: economic reform, infrastructure investment, and anti-corruption. Indonesia's 2009–14 parliament has been active in economic policymaking, and will leave as its legacy a raft of protectionist legislation. Both presidential candidates, Joko ‘Jokowi’ Widodo and Prabowo Subianto, have appealed to nationalism in their campaigns, calling for Indonesia to assert its sovereignty and increase its self-sufficiency, but Jokowi's economic platform is more moderate and economically literate than Prabowo's. The incoming president will inherit an economy that continues to slow. Growth is now not expected to approach 6% until 2015 at the earliest. Having engineered a reduction in the current account deficit, Indonesian policymakers now face the more difficult problem of structural fiscal adjustment. Energy subsidies are the most immediate problem, but fiscal reform more generally will emerge as an overriding and unpleasant imperative for whoever wins the presidential election on 9 July. Unless difficult fiscal policy measures are taken, Indonesia will face major trade-offs between deficit control and investment in social programs and economic infrastructure. The new president will struggle to restrict the deficit to the cap of 3% of GDP: a balanced budget will likely not be feasible for several years. He will need to increase the ratio of revenue to GDP and eliminate fuel subsidies—through a more systematic approach than the infrequent price increases of the past. He will need to choose carefully between competing expenditure priorities, such as infrastructure and defence. The new president would also be well advised to tread cautiously in implementing the legal mandates he will inherit, and to work with parliament to avoid further and unwind current earmarking of public expenditure.     

Inquiry and the Practice of Theoretical Conversation: Engaging in Dialogue to Elaborate Hidden Connections

Our goal at JBL is not just to provide a forum for theoretical conversation but also to proactively invite more insightful and interactive conversation. As active inquiry and open dialogue are critical to achieving this goal, we discuss the nature of inquiry and argue for developing the skills and conditions required to promote dialogue over discussion. Only through more profound dialogue can we address the challenges of a tumultuous decision‐making environment, advance theoretical understanding, and improve managerial practice. We then introduce “Dialogue,” a new feature at JBL, which will consist of concise statements of alternative perspectives and diverse views. Through Dialogue, we invite members of the supply chain community to join colleagues in a grand adventure of knowledge discovery. We hope you will agree that the quest for understanding is more fun when we travel the path of discovery together.     

The importance of importance: Its impact on decision-making in mall retail categories during an economic downturn

The study examines how, during an economic downturn, the perceived importance of the value offering of retail store categories, as identified by a major international mall operator based in Australia, influences the relationship between consumers’ shopping attitudes and likelihood of purchasing in those categories. The findings show variance in the importance pertaining to retail store categories between those that have and those that have not altered their shopping behaviour. Different mediating effects were found in the major, mini-major, leisure, apparel, and mobile phone categories, suggestive of each group having differing levels of self-interest in the value offerings of each category, thus, symptomatic of dissimilar decision-making strategies for each group. Contributions to theory and practice are discussed.     

Only income diverges: A neoclassical anomaly

The neoclassical growth model (NGM) is only consistent with the absolute divergence in output levels we observe if some determinants of steady state income are also diverging. In this paper we show that accumulation rates of physical and human capital are actually significantly converging, as are openness to trade and several variables measuring institutional quality. Output divergence in the face of input, policy and institutional convergence is a deep anomaly for the NGM.     

A fresh look at industry and market analysis

Today's strange, new business world needs an augmented model of industry and market analysis that reflects recent developments in industry dynamics, such as globalization, entrepreneurship, technological advances, and the Internet. Here we present such an updated model, built on and expanding the basic premises that underlie Porter's Five Competitive Forces Model. And we offer suggestions for how managers can position their businesses for success in the current competitive environment.