Share contracts and macroeconomic externalities

Weitzman's analysis of the share economy contrasts fixed-wage and fixed-share contracts; this paper notes that neither is an optimal labor contract, rendering the comparison suspect. Given this comparison, though, share contracts may be superior to wage contracts in an economy characterized by a “macroeconomic externality,” whereby firm-level employment decisions affect the demand for other firms' goods.     

International Approaches to Global Climate Change

This article surveys the issues involved in slowing the climatechange induced by global emissions of greenhouse gases, especiallycarbon dioxide. It addresses the possible social and economicimpacts of global warming, the elements involved in evaluatingthe pros and cons of steps to reduce those impacts, and theissues involved in engaging most of the worlds states in a cooperativeendeavor to reduce greenhouse gas emissions. It expresses doubtsabout the efficacy of a global approach based on national emissiontargets, such as those set by the 1997 Kyoto Protocol, and favorsinstead mutually agreed actions focused on a common emissiontax. It also discusses issues of compliance with an internationalagreement to reduce emissions, actions states can take in theabsence of international agreement, and contingency actionsthat might be considered if the problem proves to be more seriousthan now seems to be the case.      

Estimating elasticities with frontier and other regressions in evaluating two advertising strategies for US Army recruiting

To help resolve a long-standing debate in the US Government on advertising strategies for military recruitment, this study applies ordinary least squares (OLS), which here includes (1) stochastic frontier analysis (SFA) and (2) frontierized least squares (FLS), to evaluate two distinct advertising strategies: Service Specific vs. Joint. Thus, in contrast to the customary use of a single central tendency method, such as OLS, on different models, we here use multiple methods on a single model to cross check and validate results. In addition to serving as cross checks, the methods can be used to identify classic problems, including biases in the data and shortcomings in one or more of the methodologies employed. To avoid dealing with problems on identifying motives underlying various patterns in advertising expenditure, data are drawn from a statistically designed experiment where the expenditures were controlled as part of the experiment to resolve the issue of a choice between the two advertising strategies of interest. In contrast to earlier studies, the current paper finds that all methods used lead to the same conclusion: Service Specific is more efficient than Joint, at least for the US Army—which is, by far, the largest military advertiser. Finally, the paper introduces a new method for reallocating advertising budgets between the Uniformed Services which (a) is simpler than the customary use of cross partial derivatives, (b) avoids the need for the ceteris paribus assumptions for each such allocation, as in customary reallocation methods and (c) simplifies matters so that, for instance, it is not necessary to introduce an entirely new organization to administer the desired coordinating activities.     

Research findings in strategic management with implications for R&D management

Abstract
The author has reviewed the literature, predominantly North American, on the relationships between corporate strategy and corporate performance.
The general context is the question of where and how a firm should diversify. The author considers three areas of decision: corporate strategy, (where to compete), business strategy, (how to compete), and corporate organization (receptiveness to diversification). It appears that the most advantageous corporate strategy is to diversify into a high-profit area but to maintain a substantial relatedness to existing businesses; the best business strategy is to have a market-related perspective, to use R&D to develop new products with a marked competitive advantage rather than new processes, to minimise investment but to enter the market on a sufficiently large scale. This last condition presupposes a high degree of top-management commitment to the venture. Furthermore, consideration has to be given to whether the organizational culture is such as to nurture rather than stifle the venture by insisting on administrative controls appropriate to the firm's traditional base.
The author points to three areas deserving of further investigation: How a firm in a mature industry can find a related area that is sufficiently attractive; how to fix on the correct scale of an entry taking into account the long lead times before the venture shows a net return; and how to ensure that the corporate culture will be able to accommodate novel interests and procedures.
All the above matters pose questions for the management of technology and the direction of R&D.     

The European Union’s Constitutional Crisis—Causes and Consequences

The rejection of the treaty establishing a European constitution by French and Dutch voters has thrown the EU into a deep crisis. What developments in the EU contributed to these referenda results? What consequences are to be drawn for the continuation of integration and the integration goal, the governance of the EU-25 and the further planned enlargements? What flaws are there in the present draft constitution and how can these be dealt with?