The impact of different fibre access network technologies on cost,competition and welfare

Using a novel approach to the evaluation of new network technologies that combines an engineering cost model with a differentiated multi-player oligopoly model with wholesale access regulation this article evaluates the choice among different Fibre-to-the-Home (FTTH) architectures. The cost modelling relies upon an engineering bottom-up approach that feeds into a competition model. For addressing competition the pyramid model was chosen, which is an extension of the Hotelling model to multiple firms/services. The paper solves for price setting Nash equilibria between an incumbent, wholesale-access-based entrants and cable as an additional fully integrated network competitor. Welfare tradeoffs are highlighted with respect to cost differences and QoS differences between the various FTTH architectures and between the modes of regulation. According to the analysis architectures that can be unbundled (and that allow for greater speeds) outperform, from a social welfare perspective, architectures that (realistically) allow only for bitstream access.     

Towards a model of dynamic capabilities in innovation-based competitive strategy: Insights from project-oriented service firms

With the growing significance of services in most developed economies, there is an increased interest in the role of service innovation in service firm competitive strategy. Despite growing literature on service innovation, it remains fragmented reflecting the need for a model that captures key antecedents driving the service innovation-based competitive advantage process. Building on extant literature and using thirteen in-depth interviews with CEOs of project-oriented service firms, this paper presents a model of innovation-based competitive advantage. The emergent model suggests that entrepreneurial service firms pursuing innovation carefully select and use dynamic capabilities that enable them to achieve greater innovation and sustained competitive advantage. Our findings indicate that firms purposefully use create, extend and modify processes to build and nurture key dynamic capabilities. The paper presents a set of theoretical propositions to guide future research. Implications for theory and practice are discussed. Finally, directions for future research are outlined.     

Designing the innovating organization

The innovating organization described is one that recognizes and formalizes the roles, processes, rewards, and people practices that naturally lead to innovations. The point we have emphasized throughout this article is that the organization that purposely designs these roles and processes is more likely to generate innovations than is an organization that doesn't plan for this function. Such a purposely designed organization is needed to overcome the obstacles to innovation. Because innovation is destructive to many established groups, it will be resisted. Innovation is contrary to operations and will be ignored. These and other obstacles are more likely to be overcome if the organization is designed specifically to innovate.Managers have tried to overcome these obstacles by creating venture groups, by hiring some entrepreneurs, by creating “breakthrough funds,” or by offering special incentives. These are good policies but by themselves will not accomplish the goal. Figure 1 conveyed the message that a consistent set of policies concerning structure, process, rewards, and people are needed. The innovating organization is illustrated in Figure 7. It is the combination of idea people, reservations in which they can operate, sponsors to supervise them, funding for their ideas, and rewards for their success that increase the odds in favor of innovation. Simply implementing one or two of these practices will result in failure and will only give people the impression that such practices do not work. A consistent combination of such practices will create an innovating organization that will work.     

Privatization And Economic Restructuring in Poland: An Assessment of Transition Policies

A bstract . Poland was among the first of the Central European countries to attempt to transform its economy from a centrally planned socialist system to a market-oriented one. Although its International Monetary Fund-inspired "shock therapy" approach sought to transform the economy quickly, Poland's implementation of privatization of state enterprises , a keystone of the reform strategy, lags seriously behind other economic changes. Poland's experiments with privatization were derailed by economic, political, social and administrative problems. The lessons of experience from Poland's transitional period during the early 1990s are that the development of small- and medium-sized enterprises and the spread of entrepreneurial activity were far more important than privatization of state enterprises in moving Poland toward a market system.     

Military reserves and social welfare

We consider the contribution of reserves to the efficient mobilization of military manpower. Our analysis suggests that offering recruits an option to serve as reservists enhances social welfare if there is a sufficiently strong relationship between recruit performance in the military and their expected civilian income.     

Leading from the boardroom

These days, boards are working overtime to comply with Sarbanes-Oxley and other governance requirements meant to protect shareholders from executive wrongdoing. But as directors have become more hands-on with compliance, they've become more hands-off with long-range planning. That exposes corporations and their shareholders to another--perhaps even greater--risk, say professors Lorsch, of Harvard Business School, and Clark, of Harvard Law School. Boards are giving the long term short shrift for a number of reasons. Despite much heavier workloads, directors haven't rethought their patterns of operating - their meetings, committees, and other interactions. Compliance has changed their relationship with executives, however, turning directors into micromanagers who closely probe executives' actions instead of providing high-level guidance. Meanwhile, the pressure to meet quarterly expectations intensifies. Directors need to do a better job of balancing compliance with forward thinking. Boardroom effectiveness hinges most on the quality of directors and their interactions, the authors' research shows. Directors must apply their wisdom broadly, handling compliance work more efficiently and staying out of the weeds on strategic issues. Using their power with management to evangelize for long-term planning, they must take the lead on discussions about financial infrastructure, talent development, and strategy. Reserving sacrosanct time for such discussions, as Philips Electronics' board does at annual retreats, is an effective practice: After one recent retreat, Philips decided to exit the semiconductor business, where it was losing ground. Individual directors also must not shy away from asking tough questions and acting as catalysts on critical issues, such as grooming a successor to the CEO. In short, directors must learn to lead from the boardroom.     

Incentive Compensation and the Likelihood of Termination: Theory and Evidence from Real Estate Organizations

We analyze two managerial compensation incentive devices: the threat of termination and pay for performance. We first develop a simple model predicting that these devices are substitutes: when termination incentives are low, optimal contracts provide stronger pay‐for‐performance incentives. We then use data from real estate organizations to provide two independent tests of the model’s central prediction. First, we use the fact that chief executive officers of Real Estate Investment Trusts (REITs) and general partners of Real Estate Limited Partnerships (RELPs) perform similar tasks, yet organizational features of RELPs ensure that the latter are much harder to terminate. Consistent with the model, we find that pay‐for‐performance sensitivity is much higher for general partners of RELPs, where the termination threat is less credible. Second, we use a recent cross‐section of REITs to show that in property types where it is expected to be more costly to replace managers, those managers have stronger pay‐for‐performance incentives.     

Farmer Participation,Processing, and the Rise of Dairy Production in Greater Beijing,P. R. China

With rapid income growth, dairy production and consumption in China have increased significantly. The emergence of the dairy sector provides opportunities for farmers to participate in a high-value, potentially more lucrative enterprise. The overall goal of this paper is to analyze the major determinants of farmer participation in dairy production. Our main questions include whether or not the pace of the emergence of the dairy processing industry has affected the ability of farmers (especially small and relatively poor ones) to participate in dairy production; and whether or not it has limited the expansion of their herd size. Based on household, village, and processor surveys conducted in the Greater Beijing region, our analysis indicates that the location of dairy processing firms is one key factor that determines the participation of farmers in dairy production. Although other factors affect participation and herd size, including road access and the ability to find employment off the farm (which affects the opportunity cost of household members), the proximity to a dairy processor is shown to be one of the major factors that has encouraged the growth of dairy production for a given farmer in a specific region during the past decade. The results also show that poor, less educated farmers with relatively less access to land are not excluded from the expansion of the Greater Beijing dairy market. La production laitière et la consommation ont augmenté considérablement en Chine, en raison de la croissance rapide du revenu. Pour les producteurs, la croissance du secteur laitier offre des occasions de se lancer dans des activités à forte valeur, potentiellement plus lucratives. L’objectif global du présent article consiste à analyser les principaux déterminants de la participation des producteurs à la production laitière. Nous nous sommes alors posé deux questions. Le rythme d’émergence de l’industrie de la transformation de produits laitiers influence-t-il ou non la capacité des producteurs (en particulier les petits producteurs de condition modeste) à se lancer dans la production laitière? Le rythme d’émergence de cette industrie limite-t-il ou non l’expansion de la taille de leurs troupeaux? Une analyse des enquêtes menées auprès des ménages, des villages et des transformateurs dans l’agglomération pékinoise a révélé que le lieu où se trouvent les entreprises de transformation de produits laitiers est l’un des principaux facteurs qui déterminent la participation des producteurs à la production laitière. Bien que d’autres facteurs influencent la participation des producteurs et la taille des troupeaux, notamment l’accès routier et la capacitéà trouver un emploi à l’extérieur de la ferme (qui influence le coût d’opportunité/d’option des membres du ménage), la proximité d’une usine de transformation serait l’un des principaux facteurs qui ont encouragé la croissance de la production laitière, pour un producteur donné dans une région en particulier, au cours des dix dernières années. Les résultats ont également indiqué que les producteurs de condition modeste, moins instruits et ayant un accès restreint à des terres ne sont pas exclus de l’expansion du marché laitier dans l’agglomération pékinoise.