Rezensionen

Ohne Zusammenfassung     

Short-run labor productivity in a dynamic model

A classic empirical finding is that the short-run output elasticity of demand is smaller than unity and is less than in the long run. This phenomenon is called ‘short-run increasing returns to labor’ (SRIRL). In this paper we analyze SRIRL using a dynamic factor demand model for variable and quasi-fixed inputs, where the latter incur increasing marginal internal adjustment costs. Speeds of adjustment of quasi-fixed inputs are endogenous and variable, not constant parameters. Labor hoarding is shown to be neither necessary nor sufficient for SRIRL. These results are illustrated empirically using annual U.S. manufacturing data, 1952-71.     

VII. Erzeugung und handle,warenmärkte

Ohne Zusammenfassung     

II. Allgemeine und angewandte statistik

Ohne Zusammenfassung     

Consumption Externalities and Diffusion in Pharmaceutical Markets: Antiulcer Drugs

We examine the role of consumption externalities in the demand for pharmaceuticals at both the brand level and over a therapeutic class of drugs. Externalities emerge when use of a drug by others affects its value, and/or conveys information about efficacy and safety to patients and physicians. This can affect the rate of market diffusion for a new entrant, and can lead to dominance of one drug despite the availability of close substitutes. We use data for H₂-antagonist antiulcer drugs to estimate a dynamic demand model and quantify these effects. The model has three components: an hedonic price equation that measures how the aggregate usage of a drug, as well as conventional attributes, affect brand valuation; equations relating equilibrium market shares to quality-adjusted prices and marketing levels; and diffusion equations describing the dynamic adjustment process. We find that consumption externalities influence both valuations and rates of diffusion, and that they operate at the brand and not the therapeutic class level.     

Understanding farmers' decision making processes and improving managerial assistance

Few studies have been made of how farmers make decisions. Most research and teaching has focused on the decision event, not the whole process. Current knowledge of the decision making process is reviewed and described as a set of eight functions or elements: values and goals, problem detection, problem definition, observation, analysis, development of intention, implementation, and responsibility bearing. The relevancy of this view of farmers' decision making behavior is tested through a series of case studies. Based on these observations, the conceptual model of the decision process is revised to include four phases and four subprocesses. The four phases are problem detection, problem definition, analysis and choice, and implementation. The four subprocesses are searching and paying attention, planning, evaluating and choosing, and checking the choice. In addition, we note that farmers prefer the ability to continually update their evaluation and plans, a qualitative vs. quantitative analysis, a “quick and simple” vs. detailed and elaborate analysis, small tests and incremental implementation, and feed forward and compensation vs. post-implementation evaluation. Implications of this fuller view of the decision making process for management assistance are discussed.