Nonlinear dynamics and competing behavioral interpretations: Evidence from intra‐day FTSE‐100 index and futures data

Extant empirical research has reported nonlinear behavior within arbitrage relationships. In this article, the authors consider potential nonlinear dynamics within FTSE‐100 index and index‐futures. Such nonlinearity can be rationalized by the existence of transactions costs or through the interaction between informed and noise traders. They consider several empirical models designed to capture these alternative dynamics. Their empirical results provide evidence of a stationary basis term, and thus cointegration between index and index‐futures, and the presence of nonlinear dynamics within that relationship. The results further suggest that noise traders typically engage in momentum trading and are more prone to this behavior type when the underlying market is rising. Fundamental, or arbitrage, traders are characterized by heterogeneity, such that there is slow movement between regimes of behavior. In particular, fundamental traders act more quickly in response to small deviations from equilibrium, but are reluctant to act quickly in response to larger mispricings that are exposed to greater noise trader price risk. © 2006 Wiley Periodicals, Inc. Jrl Fut Mark 26:343–368, 2006     

Natur und mathematisches Erkennen

Ohne Zusammenfassung     

PLANNING MULTIPLE LOCATION INVENTORIES

Supplying customer demand from comparable alternate inventory locations when an item is out of stock at its primary stocking point creates a virtual inventory for that item. The expectation is that if more inventories can be drawn upon, the inventory for an item would be lower, the fill rate would be higher, or both. While generally true that safety stocks will be lower, regular stocks, on the other hand, may rise with such cross filling of demand. In this study, a methodology is developed that balances the cross filling effects on both regular and safety stocks for determining whether an inventoried item should be cross‐filled. An example and guidelines are given to show how the methodology can be simplified and applied in practice.     

RELATIONSHIP MAGNITUDE AND ITS ROLE IN INTERORGANIZATIONAL RELATIONSHIP STRUCTURE

Close relationships between and among supply chain members are becoming more prevalent. However, there is lack of agreement in the literature and in practice concerning the characteristics of different interorganizational relationships. The resultant confusion is an obstacle to the progression of research and could cause problems among firms in a supply chain. Based on previous research and an exploratory study conducted with company executives responsible for supply chain management activities, this article seeks to introduce the concept of relationship magnitude (i.e., the extent or degree of closeness or strength of the relationship) and differentiate it from relationship type (i.e., classes of relationships that share common traits). Implications for managers and opportunities for future research are provided.     

The Changing Status of Collectivized and Private Agriculture under Central Planning

A bstract . Official perceptions of agriculture's role in economic development in the Eastern European Soviet-type economies have undergone significant alterations over the past several decades. These changes have been especially important in Hungary , a country well known for its unorthodox economic approaches. The modifications of status analyzed below have been consistent with the overall economic policy directives of the Communist party, including the current renewed emphasis on economic rationality, pragmatism , and the revitalization of the economic reform of 1968 .     

Modeling ethical attitudes and behaviors under conditions of environmental turbulence: The case of South Africa

This study explores the impact of environmental turbulence on relationships between personal and organizational characteristics, personal values, ethical perceptions, and behavioral intentions. A causal model is tested using data obtained from a national sample of marketing research professionals in South Africa. The findings suggest turbulent conditions lead professionals to report stronger values and ethical norms, but less ethical behavioral intentions. Implications are drawn for organizations confronting growing turbulence in their external environments. A number of suggestions are made for ongoing research. Michael H. Morris became the Fletcher Jones Chair in Entrepreneurship at the University of the Pacific, Stockton, CA in 1993. He received his Ph.D. in Marketing. He is the author of two books and over forty articles in academic journals, including the Journal of International Business Studies, the Journal of Business Research, the Journal of Management, and the Journal of the Academy of Marketing Science. Dr. Morris' principal research interests include entrepreneurial behavior, industrial marketing strategy, and pricing.Amy Seidel Marks has been a Senior Lecturer in Marketing at the GSB UCT since 1989. She holds a Ph.D. in Marketing from the Kellogg Graduate School of Management, and has worked in the areas of consumer behavior analysis and social marketing for 20 years. During her time in South Africa she has conducted numerous research projects in areas such as AIDS prevention, tobacco control and iodine deficiency, and has also served as a consultant to national projects in tuberculosis drug compliance, tobacco control and adult education.Jeff Allen received his doctorate from the University of Kentucky. He is currently an Assistant Professor of Marketing at the University of Central Florida, Orlando, Florida, Dr. Allen has published in various national and international academic journals on topics of social responsibility, marketing ethics, and health care marketing. Newman S. Perry, Jr. is Professor of Management, School of Business and Public Administration at the University of the Pacific in Stockton California. He has just completed Business, Government, and Society: Managing Competitiveness, Ethics, and Social Issues published by Prentice-Hall and previously coauthored a book on strategic management.