Testing the Competitiveness of a Multistage Food Marketing System: The Canadian Chicken Industry

This paper develops a model for testing competitive behavior in multistage food marketing systems and applies this model to the Canadian chicken industry for the period 1965–66 to 1995–96. The empirical results suggest that the departure from competition in the chicken retailing and processing sectors is statistically significant over the entire time period and for the period in which supply management has operated. However, the rejection of perfect competitive does not enable us to identify in which sector the market power lies. The results of this paper provide support for the view that higher retail prices in Canada are not entirely due to the restriction of supply at the farm level by marketing boards. The presence of market power at either (or both) the processing or retailing level is also likely to result in higher retail prices. Un modèle pour tester le comportement concurrentiel dans les systèmes de commercialisation multipaliers des aliments est appliqué au secteur canadien du poulet sur la période 1965–1966 à 1995–1996. Les résultats empiriques révélent l'existence d'un écart significatif par rapport à l'état de concurrence parfaite dans les secteurs de la vente au détail et de la transformation du poulet sur toute la période d'examen, ainsi que pour celle au cours de laquelle le régime de gestion de I'offre a été en vigueur. Cet écart ne permet toutefois pas de mettre le doigt sur le secteur qui a un pouvoir sur le marché. Notre observation conforte l'opinion voulant que les prix au détail plus élevés enregistrés au Canada ne sont pas entiérement dus à la restriction par les offices de commercialisation de I'offre au niveau de la production. Ils peuvent également être le resultat de l'existence d'influences sur le marché au niveau de la transformation, de la vente au détail ou des deux à la fois.     

Organization and Distributional Equality in a Network of Communes: The Shakers

A bstract A distinctive feature of the Shaker organization of communes was to divide each commune into economically independent subdivisions called "Families." Although the sharing of wealth and egalitarian distribution of output were integral aspects of Shaker religious practice, the organization of their communes based on the Family system led to inequalities among Families . The data from the 1850, 1860, and 1870 US Census enumeration schedules show that income and wealth per capita differed substantially across Shaker communities and even among Families within the same community. One large commune for all Shakers could have avoided distributional inequalities, but the costs of motivation and coordination would have risen with group size. The Family system was a compromise that balanced communal ideals with these costs.     

The hermeneutical invasion of philosophy and economics

This article is adapted from a paper delivered at a Conference on Recent Trends in Philosophy and the Social Sciences held by the London Academic and Cultural Resources Fund and the Institute of Philosophy of the Jagellonian University of Krakow at Krakow, Poland, in April 1987.     

Two executives, one career

For six years, Cynthia Cunningham and Shelley Murray shared an executive job at Fleet Bank. One desk, one chair, one computer, one telephone, and one voice-mail account. To their clients and colleagues, they were effectively one person, though one person with the strengths and ideas of two, seamlessly handing projects back and forth. Although their department was dissolved after the bank merged with Bank of America, the two continue to consider themselves a package-they have one resume, and they are seeking their next opportunity together. Their choice to share a job was not only a quality-of-life decision but one intended to keep their careers on course: "Taking two separate part-time jobs would have thrown us completely off track" they write in this first-person account."We're both ambitious people, and neither of us wanted just a job. We wanted careers" In this article, the two highly motivated women reveal their determination to manage the demands of both family and career. Flextime,telecommuting, and compressed workweeks are just some of the options open to executives seeking greater work/ life balance, and the job share, as described by Cunningham and Murray, could well be the next solution for those wishing to avoid major trade-offs between their personal and professional lives. Cunningham and Murray describe in vivid detail how they structured their unusual arrangement, how they sold themselves to management, and the hurdles they faced along the way. Theirs is a win-win story, for the company and for them.     

A note on Solow's survival problem

Solow's condition for survival in the face of natural resource scarcity needs only minor modification when extraction is costly.