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121.
Summary. We identify conditions under which preferences over subsets of a consumption world can be reduced to preferences over bundles of "commodities". We distinguish ordinal bundles, whose coordinates are defined up to monotone transformations, from cardinal bundles, whose coordinates are defined up to positive linear transformations.Received: 27 March 2002, Revised: 17 March 2003, JEL Classification Numbers:
D11.I am grateful to S. Barberá, C. Chambers, K. Nehring, and O. Sprumont for stimulating conversations and useful remarks. I also thank a referee for helpful comments, and the Social Sciences and Humanities Research Council of Canada for support. 相似文献
122.
What makes a company strategically agile--able to alter its strategies and business models rapidly in response to major changes in its market space, and to do so repeatedly without major trauma? Three years of in-depth case research on a dozen large companies worldwide showed the authors that one key factor is a new leadership model at the top. Senior executives at agile companies assume collective rather than individual responsibility for results. They build interdependencies among units and divisions, motivating themselves to engage with one another, and carefully manage their dealings to promote collaboration that is frequent, intense, informal, open, and focused on shared issues and the long term. Challenges to conventional thinking are encouraged. This is the new deal, and it's not easy to strike, because it requires executives to act in ways that are far from comfortable. After all, the corporate ladder at most firms favors independent types with a deep need for power and autonomy. At executive meetings, disagreement is suppressed or expressed passive-aggressively, eroding any real sense of belonging to a team. Switching to the new deal almost always requires a huge shift in the company's culture, values, and norms of interaction. The authors describe three approaches to making the shift: Executives can be given formal responsibility not for a business unit but for different stages in the company's value chain. This worked well for SAP, which has a relatively focused business portfolio. When a company's portfolio is less uniform, like Nokia's, business and functional units can be organized to crisscross on a matrix. And when a company is widely diverse, like easyGroup, it can emphasize the learning opportunities that units with common business models may share. 相似文献
123.
Summary. We show that the set of balanced steady state (resp. golden rule) equilibria, parameterized by endowments, of stationary
overlapping-generations economies are smooth manifolds diffeomorphic to Euclidean spaces. These properties extend similar
properties of the Walrasian equilibria and enable one to apply the natural projection approach to the study of these equilibria.
Received: October 30, 1995; revised version: October 10, 1996 相似文献
124.
This research advances our understanding of the manifestation of tensions and ethical issues in entrepreneurial finance. In doing so, we offer an overview of ethics in entrepreneurship and finance, delineating the curious paucity of research at their intersection. Using twelve vignettes, we put forward the asymmetries between entrepreneurs and investors and discuss a set of ethical problems that arise among key actors centring on the dynamics of venture partner entry and exit, applying the multiple-lens ethical perspective to analyse these issues. This analysis culminates in the introduction of a general classification scheme for ethical problems across venture partners. Our analysis highlights the moral dimension inherent in the entry and exit of venture partners and the importance of considering moral judgement, as well as intention in future analysis of any decision-making. Our study also points to the moral responsibility in finance, especially to the mutual moral responsibilities of investors and entrepreneurs. By integrating ethics into finance, this research also demonstrates that in the case of venture partner exit, an ethical approach and decent governance go beyond compliance to the law. We conclude with implications for practitioners, specifically with some proposals for a solution to the problem of blocked and forced exit. Together, we make several contributions to the literature by integrating ethics, finance and entrepreneurship, and we call for future research to stimulate a growing body of research within this presently overlooked area. 相似文献
125.
Summary. This paper aims to identify the cost characteristics of exiting firms whenever firms are playing an infinite horizon supergame
with time-invariant cost and demand functions. With more than two firms, the problem of which firms exit is quite similar
to a coalition formation one. Solving this coalition formation problem, we obtain that the exiting firms are those with higher
average cost functions whenever reentry is costless while, whenever reentry is unprofitable, the exiting firms are those with
lower marginal (and possibly average) cost functions. Since reentry costs are typically sunk, our analysis points out that
the presence of sunk costs affects not only the size (as it is well known) but also the composition of the industry.
Received: April 5, 1995; revised version: January 28, 1998 相似文献
126.
This paper contributes to the debate on peasant differentiation and market integration in the food sovereignty literature by examining the smallholder‐oriented oil palm sector in Ghana's eastern region. Against the background of loosening entry barriers in global value chains, and through an analysis of farmers' different positions in palm oil's multiple markets, we witness peasant‐like patterning of production and strategic market participation among well‐situated non‐contract farmers. We propose that such interface settings where commodity relations are present, but do not penetrate fully offer valuable entry points for revisiting the role of global markets in peasant reproduction in the Global South. We consequently argue the need to replace the idealized category of “peasant” with an analytical category that can recognize social differentiation and reproduction through partial engagement with commodity markets. 相似文献
127.
In the presence of non‐response, it is usual to impute missing values, to reweight responding units and to adapt the estimators accordingly. The computation of the precision of the estimators becomes rapidly complex; it must take into account the sampling design, the treatment and the refinement of the estimators. In the absence of non‐response, it is possible to linearise estimators with respect to the sampling indicators to compute explicit variance estimators. In this paper, we extend this linearisation method to deal with non‐response. It becomes particularly straightforward to compute explicit variance estimators. Some known results are revisited in a simpler way than the usual developments, and new results for complex estimators are proposed. A simulation study evaluates the proposed methodology. 相似文献
128.
We develop a word-of-mouth search model where information flows from the old to the new generation for an experience good with unknown quality. We study the features of the social network that determine product quality and welfare and characterize the demand-side (under provision of search effort) and supply-side (inefficient entry by firms) factors that result in inefficiencies. One striking result is to show that the more connected but also the less-unequal a friendship network is (in the sense of second order stochastic dominance of the degree distribution), the less can disreputable (low-quality) firms thrive in equilibrium. 相似文献
129.
When two surveys carried out separately in the same population have common variables, it might be desirable to adjust each survey's weights so that they give equal estimates for the common variables. This problem has been studied extensively and has often been referred to as alignment or numerical consistency. We develop a design-based empirical likelihood approach for alignment and estimation of complex parameters defined by estimating equations. We focus on a general case when a single set of adjusted weights, which can be applied to both common and non-common variables, is produced for each survey. The main contribution of the paper is to show that the impirical log-likelihood ratio statistic is pivotal in the presence of alignment constraints. This pivotal statistic can be used to test hypotheses and derive confidence regions. Hence, the empirical likelihood approach proposed for alignment possesses the self-normalisation property, under a design-based approach. The proposed approach accommodates large sampling fractions, stratification and population level auxiliary information. It is particularly well suited for inference about small domains, when data are skewed. It includes implicit adjustments when the samples considerably differ in size. The confidence regions are constructed without the need for variance estimates, joint-inclusion probabilities, linearisation and re-sampling. 相似文献
130.
Sooner or later, most companies can't attain the growth rates expected by their boards and CEOs and demanded by investors. To some extent, such businesses are victims of their own successes. Many were able to sustain high growth rates for a long time because they were in high-growth industries. But once those industries slowed down, the businesses could no longer deliver the performance that investors had come to take for granted. Often, companies have resorted to acquisition, though this strategy has a discouraging track record. Over time, 65% of acquisitions destroy more value than they create. So where does real growth come from? For the past 12 years, the authors have been researching and advising companies on this issue. With the support of researchers at Harvard Business School and Insead, they instituted a project titled "The CEO Agenda and Growth". They identified and approached 24 companies that had achieved significant organic growth and interviewed their CEOs, chief strategists, heads of R&D, CFOs, and top-line managers. They asked, "Where does your growth come from?" and found a consistent pattern in the answers. All the businesses grew by creating new growth platforms (NGPs) on which they could build families of products and services and extend their capabilities into multiple new domains. Identifying NGP opportunities calls for executives to challenge conventional wisdom. In all the companies studied, top management believed that NGP innovation differed significantly from traditional product or service innovation. They had independent, senior-level units with a standing responsibility to create NGPs, and their CEOs spent as much as 50% of their time working with these units. The payoff has been spectacular and lasting. For example, from 1985 to 2004, the medical devices company Medtronic grew revenues at 18% per year, earnings at 20%, and market capitalization at 30%. 相似文献