Changing Patterns in Industrial R&D Management

A successful R&D manager is, in many ways, an agent of change. R&D managers must respond effectively to changes in domestic and global competition, product and process technologies, customer requirements, regulatory matters, and senior management's perception of the role R&D plays in a firm. The responses to these changes flow downstream from R&D to other parts of the organization, in the form of new materials, methods, processes, and products. To help us understand the changes facing R&D management, Ashok K. Gupta and David Wilemon present the results of a study that examines the ideas and experiences of 120 R&D directors from technology-based companies. The study explores the major changes that R&D management has undergone in recent years, the changes R&D managers expect to encounter during the next few years, and the causes of those changes. The respondents also identify the skills and knowledge they view as necessary for effective R&D management, and they assess their organizations' capabilities in those areas. According to the respondents, major changes that R&D has encountered include increased emphasis on such issues as cross-functional teamwork, R&D's contribution to both short- and long-term business results, R&D's capability to quickly bring to market new products that customers value, efficient use of R&D resources, and R&D alliances. Other changes noted by respondents include greater pressure to find new markets, increased attention on the effective management of technical personnel, and increased regulations and sensitivity to environmental issues. The knowledge domains that the respondents highlighted as having the greatest effect on R&D performance include such capabilities as understanding customer needs, monitoring market developments, commercializing new technologies, building cross-functional teams, managing multiple R&D projects, and accelerating new product development. According to the respondents, the largest gaps between required and current capabilities exist in several of the areas listed as being most important to effective R&D management, including monitoring market developments that can affect R&D activities and overall business performance, maintaining a spirit of inquiry while ensuring that R&D contributes to overall corporate performance, developing technology commercialization capabilities, fostering mutually profitable strategic alliances, and accelerating the development and commercialization of new products.     

A Refined Binomial Lattice for Pricing American Asian Options

We present simple and fast algorithms for computing very tight upper and lower bounds on the prices of American Asian options in the binomial model. We introduce a new refined version of the Cox-Ross-Rubinstein (1979) binomial lattice of stock prices. Each node in the lattice is partitioned into nodelets, each of which represents all paths arriving at the node with a specific geometric stock price average. The upper bound uses an interpolation idea similar to the Hull-White (1993) method. From the backward-recursive upper-bound computation, we estimate a good exercise rule that is consistent with the refined lattice. This exercise rule is used to obtain a lower bound on the option price using a modification of a conditional-expectation based idea from Rogers-Shi (1995) and Chalasani-Jha-Varikooty (1998). Our algorithms run in time proportional to the number of nodelets in the refined lattice, which is smaller than n^4/20 for n > 14 periods.     

BAYESIAN ESTIMATION OF T–G RIDGE MODEL

Ridge type analysis of the Theil–Goldberger mixed model, considered earlier by Saxena and Bhatta–charya (1983) for the non–Bayesian set–up, is discussed from the Bayesian view–point when a has a closed prior and the loss–function being squared error.     

Bounds for the variance of an inverse binomial estimator

Summary  B est [1] found the variance of the minimum variance unbiased estimator of the parameter p of the negative binomial distribution. M ikulski and Sm [2] gave an upper bound to it, easier to calculate than B est's expression and a good approximation for small values of p and large values of r (the number of successes). In this paper both lower bounds and closer upper bounds are derived.     

Charisma Suffocating Creativity

Charisma is perceived as one of the most cherished and desirable qualities for organizational success. A charismatic leader inspires and motivates members to produce creative ideas. The problem with a charismatic leader is charisma itself. The current paper describes and explains the effects of charisma on charismatic leaders and followers with the hope that it may elicit introspection among organizations regarding the role charisma may play.     

Generalized contest success functions

The key element of models of contest is the contest success function (CSF) which specifies the winning probabilities of agents. The existing axiomatizations of CSFs assume that contestants can make only one type of investment. This paper generalizes these axiomatizations to the case where each agent can have multiple types of investments. This allows us to provide a unified framework to extend and interpret the results of Skaperdas (Econ Theory 7:283–290, 1996) and Clark and Riis (Econ Theory 11:201–204, 1998), and rationalize some seemingly ad hoc CSFs used by applied researchers. This paper has benefitted from the comments of Aicke Hinrichs, Rene Levinsky, and two anonymous referees. We are especially thankful to one of the referees for detailed comments which have helped improve every aspect of this paper.     

Are "Decoupled" Farm Program Payments Really Decoupled? An Empirical Evaluation

This analysis utilizes farm-level data to evaluate the extent to which U.S. farm program benefits, particularly direct payments, bring about distortions in production. The issue is important in WTO negotiations and in the debate over the distortionary effects of decoupled ("green-box") payments. Our results suggest that the distortions brought about by AMTA payments, though statistically significant in some cases, are very modest. Larger effects are implied for market loss assistance payments. Probit models suggest that AMTA payments do not influence the likelihood that agents will acquire more land. Our results are reinforced using an aggregate county-level acreage model.