Further Ambiguity When Performance Is Measured by the Security Market Line

This paper employs the optimality conditions for expected utility and mean-variance portfolio problems to examine the ambiguities associated with the security market line criterion both at a point in time and through time. At a point in time, we show that the security market line criterion can be irrelevant, even in meanvariance economies. In a multiperiod setting, we show that the analysis of performance based on portfolio choice is inconsistent with the analysis based on return generating models. Empirical work suggests that the inconsistency can lead to dramatically different estimates of a security's required return.     

The local economic impact of construction projects in a small and relatively self-contained economy: The case of Lancaster University

Whilst the local multiplier impacts of the annual operation of universities has been the subject of intensive research, the economic impacts of capital construction projects have been almost completely ignored. This paper presents the results of detailed analysis of capital projects at Lancaster University in 1993-The reasons for the radically different annual operation and construction multipliers estimated in the Lancaster study are examined. Despite the smaller size of construction multipliers it is argued that it is a serious mistake to estimate local construction multipliers by making simplifying assumptions on the size of the key parameters in the multiplier equations.     

Endogenous timing in trade policy games: Should governments use countervailing duties?

Endogenous Timing in Trade Policy Games: Should Governments Use Countervailing Duties? - Trade policy under oligopoly is analysed in two multistage games with endogenous timing of trade policy. At the beginning of the games, the domestic and foreign governments choose whether to set trade policy at stage one or two. It is shown that in the subgame perfect equilibrium of both games, the domestic government will set its tariff (and production subsidy) at stage one and the foreign government its export subsidy at stage two. The domestic country commits not to use a countervailing duty in both games, and both countries are better off than when they set trade policy simultaneously.     

Organic constitutions and common law

Constitutions may be viewed as purely political instruments developed by wise and strong leaders and imposed on a loosely organized society. The alternate view taken in this paper sees a nation's constitution as being rooted in the norms of individuals that form communities and states. Constitutions grow from within; they are not imposed from outside. The history of constitutional development in England is part and parcel of the history of Common Law, which growing informally from small groups finally encompassed the nation-state to form a basis for constitutional government. The integrity of the law was rooted in the integrity of the individuals that formed the constitutional community. Alumni Professor of Economics, Clemson University. The author expresses appreciation to anonymous referees of this journal and to Liberty Fund, Inc. for supporting a conference during which the ideas for this paper were formed. He acknowledges an intellectual debt owed to Robert Staaf for ideas reflected in this paper.     

An Empirical Test of Cognitive Style and Strategic Decision Outcomes*

abstract We examine how cognitive style, as measured by the MBTI, affects strategic decision outcomes. Executives participated in a simulated strategic decision making environment that allowed controlled collection of decision outcomes, including manager decisiveness, decision quality, and perceived effectiveness. We found that iNtuiting/Thinking managers used their intuition to make cognitive leaps based on objective information to craft more decisions of higher quality than other managers. In contrast, Sensing/Feeling types used time to seek socially acceptable decisions, which led to the lowest number of decisions and the lowest perceived effectiveness of all. We found no effect on decisiveness or perceived effectiveness based on a manager's preference for Perceiving or Judging. However, we found that others perceived Extraverted managers as being more effective than Introverted managers when, in fact, the Extraverts were no more decisive than Introverts. Thus, cognitive style influences actual decision outcomes as well as how others perceive one's decision performance.