On the Effectiveness of Monetary Policy and of Fiscal Policy

There has been a major shift within macroeconomic policy over the past two decades or so in terms of the relative importance given to monetary policy and to fiscal policy in both policy and theoretical terms. The former has gained considerably in importance, with the latter being rarely mentioned. Furthermore, the nature of monetary policy has shifted away from any attempt to control some monetary aggregate (prevalent in the first half of the 1980s), and instead monetary policy has focused on the setting of interest rates as the key policy instrument. There has also been a general shift towards the adoption of inflation targets and the use of monetary policy to target inflation. This paper considers the significance of this shift in the nature of monetary policy. This enables us to question the effectiveness of monetary policy, and to explore the role of fiscal policy. We examine these questions from the point of view of the "new consensus" in monetary economics and suggest that it is rather limited in its analysis. When the analysis is broadened out to embrace empirical issues and evidence the clear conclusion emerges that monetary policy is relatively impotent. The role of fiscal policy is also considered, and we argue that fiscal policy (under specified conditions) remains a powerful tool for macroeconomic policy. This is particularly an apt conclusion under current economic conditions.     

How right should the customer be?

If your salespeople aren't sure who their boss is--the district manager? the regional manager? the customer?--it could be a sign that your company's sales force controls are working at cross-purposes and that your sales function is in trouble. Sales force controls are the policies and practices that govern the way you train, supervise, motivate, and evaluate your sales staff. They include the types of compensation you offer your people and the criteria your sales managers use to evaluate the reps' performance. These controls let salespeople know which trade-offs the company would prefer them to make when the inevitable conflicts arise between what they want to do (spend lots of time and money to get a sale) and what they actually can do (use limited resources and still get the sale). When sales force controls aren't aligned--when, say, the system simultaneously encourages reps to be entrepreneurial but also to file detailed call reports and check in frequently with their bosses--individuals become discouraged and unproductive, and they eventually leave the company. The authors' research suggests there are significant differences between the control systems of companies that encourage salespeople to put the customer first-outcome control (OC) systems--and those that encourage reps to put their managers first--behavior control (BC) systems. In this article, they list the characteristics of OC and BC systems, describe the potential fallout from conflicts within these systems, and explain how you can tell which control system is appropriate for your firm. In most cases, the right choice will be a consistent system somewhere in the middle of the OC-BC continuum.     

Reflections on international marketing: destructive regeneration and multinational firms

Constant in the evolution of the business enterprise has been its relentless search for competitive advantage. What has been phenomenally different about this quest is that it is, increasingly, a global landscape that defines the firm’s opportunities and challenges. The global marketplace has always been dynamic and complex in terms of the changes it brings, but the last two decades have been exceptionally transformational. In terms of opportunities, firms pursuing international customers have never before faced such open markets, rise in discretionary income, and modern tools for accessing global markets. In terms of challenges, intense competition, complexity of managing multiple markets and coordinating marketing strategy, a host of risk elements, and the sheer difficulty of managing geographic, cultural, and political barriers are among the factors which impede the firm’s success in global markets. Often, these changes come in the form of radical, transformative disruptions. This essay draws attention to major disruptions impacting international marketers and provides insights for appropriate firm response.     

Latin American trade elasticities

An important issue in applied international economics is the extent to which trade flows adjust to changes in income, relative prices, and exchange rates. While there have been numerous surveys regarding merchandise trade elasticities in industrial economies such as Japan and the United States, relatively little work has been completed with respect to developing regions of the world. Material in this article examines the literature on empirical estimates of import and export elasticities published for Latin America. (JEL F140) Partial funding for this research was provided by the Center for the Study of Western Hemispheric Trade at the University of Texas at El Paso, the Public Policy Center at the University of Texas at El Paso, El Paso Electric Company, and the Fulbright Council for International Exchange of Scholars. Helpful comments were provided by an anonymous reference. Econometric research assistance was provided by Roberto Coronado.     

Trade-offs and disappearing acts: shifting societal discourses of diversity in Canada over three decades

In the past few decades, research on minority and disadvantaged groups in the workplace has focused on the discourse of diversity management; however, most of this research has emphasized individual and organizational discourse rather than broader, societal contexts. Our critical analysis of societal/macro level discourse explores the discursive constructions of equity and diversity in Canada, and provides original findings on how these discourses have been produced in the public sphere. We apply quantitative and qualitative textual analysis to articles published from 1986 to 2014 in The Globe and Mail, a nationally distributed newspaper, and the Canadian Employment Equity Act Annual Reports from 1988 to 2013. This paper describes a range of discursive patterns including those focusing on compliance-based equity oriented toward social justice as well as voluntary ‘diversity management’ grounded in corporate self-interest. It demonstrates important trade-offs in who is protected and promoted through the contrasting discourses, and in the types of actors legitimizing these discourses. We provide detailed evidence of these patterns by applying Habermas’ Theory of Communicative Action, and conclude with a discussion of implications for practice and for theory that are suggested in our analysis.     

Welfare effects of automatic-IRAs

Several states require employers who do not offer retirement benefits to automatically enroll their employees in individual retirement accounts (IRAs). We quantify the welfare effects of this program for individuals who follow a rule-of-thumb to make savings decisions. We find workers who save more than 3% would be willing to give up 0%–1.4% of lifetime consumption to avoid an IRA. We also consider a fully rational model with credit frictions, stochastic income and pre-retirement withdrawals, and costly IRA opt-outs. We find that being enrolled in an IRA is most likely to benefit workers who do not borrow during the life-cycle.     

Piracy in China

In a global marketplace, doing business in China is inevitable. Companies that conduct business in China, especially manufacturing and distribution, are particularly sensitive to piracy. It is common knowledge that piracy can be found everywhere in China, and in virtually every industry. This article analyzes Intellectual Property Rights and the business structure in China. Herein, the legal system is evaluated and common problems facing companies operating in China are discussed. We conclude with suggestions for companies currently operating in China, as well as those which plan to enter China in the near future. The opportunities of doing business in China outweigh the threat and fear of piracy.     

Publikationen deutschsprachiger Forscher in Top-Journals (4. Quartal 2010)

Aktuelle Publikationen

Publikationen deutschsprachiger Forscher in Top-Journals (4. Quartal 2010)     

Natural Resource Agencies and Their Motivations to Partner: The Public Lands Partnership Model

Public land management agencies, such as the USDA Forest Service (USFS), utilize partnerships to accomplish a variety of tasks and meet specific targets. However, public agency personnel invest considerable time and energy to develop and maintain partnerships. Research on partnering motivations typically focuses on volunteers, nonprofit organizations and corporations, leaving the motivations of public agency personnel relatively unknown. This paper presents findings from a multiple partnership case study design on six national forests. The Public Lands Partnership Model (PLPM) is presented as a conceptualization of 13 motivations, classified into 3 distinct motivation types (i.e., interpersonal, intrapersonal, and institutional), that influence the propensity of agency personnel to partner. Additional influences, such as national forests’ external environment and internal commitment, need further exploration to confirm the PLPM and generalize results to the USFS and other agencies engaged in public land management partnerships.     

Bringing the elephant into the room? Enacting conflict in collective prosocial organizing

Cross-sector partnerships have the capacity to bring together partners from very different backgrounds and circumstances toward collective prosocial efforts. We conducted a longitudinal inductive field study of eight cross-sector partnerships formed as new ventures addressing a variety of fundamental social challenges in the context of deep inequality in post-Apartheid South Africa. This allowed us to develop theory and a process model that explains how some partnerships are able to achieve collective prosocial efforts while others engage in only one-sided efforts or become inactive. The key differences hinge on processes of enacting or failing to enact conflicting material interests among relevant stakeholders. Our results have implications for the inclusion of material interests in theories of cross-sector partnering and for our understanding of entrepreneurship under conditions of inequality. The theory we develop provides a platform for future research on collective prosocial organizing in the contexts that need it most.