A Tale of Two Pizzas: Building Up from a Basic Product Versus Scaling Down from a Fully-Loaded Product

Consumers in the U.S. and Italy were asked to either build up from a consumable base product (pizza) by adding components or scale down from a fully-loaded product by subtracting components. In each country consumers ended up with significantly more ingredients, and a pizza for a higher cost, in the Scale Down Condition than in the Build Up Condition. Results are discussed in terms of the principle of loss aversion underlying phenomena such as the endowment effect, marketing implications of this effect, and future research needs.     

Driven to abstraction? Critical realism and the search for the 'inner connection' of social phenomena

This paper examines critically the method of abstraction offeredby critical realism. Our main argument is that critical realismfails to articulate the synthetic side to abstraction. For thisreason, the critical realist method is unable to capture the‘inner connection’ of social phenomena. We arguethat critical realism is prone to extend a method (partially)applicable to the local and specific level of analysis to thehistorical level. The paper develops a method of abstraction,‘systematic abstraction’, that is appropriate tothis historical level. We argue that systematic abstractionconstitutes a radical addition to critical realism, one whichchallenges the fundamental precepts of the critical realistapproach to abstraction.     

The Sufficiency of Single Tax Revenue:

A bstract . Statements claiming that the single tax would raise insufficient revenue to support modern governments have been damaging to Henry George's proposal to tax the rent of land. It is argued that these claims are a misleading way of assessing George's proposal. Firstly, it is shown that estimates of rent usually understate the revenue that would have been raised under the single tax. Secondly, the idea of a counterfactual proposition is used to show that government expenditure would have been lower subsequently had George's proposal been adopted. The conclusion is that there are generally errors of omission in estimating the sufficiency of single tax revenue.     

A New Approach to Modelling Gnp Functions: an Application of Two-Stage Technologies and Modifying Function Framework

This paper first demonstrates that two-stage technologies together with Lewbel's modifying function framework can provide a general procedure for combining profit functions and nominal value-added functions to obtain new specifications of GNP functions suitable for empirical trade analysis. Next, it illustrates the usefulness of this procedure by proposing a new parametric form of a GNP function in which the derived import demand and output supply systems can be easily constrained to be regular, and the functional structure is parsimonious in the number of additional parameters. We also compare our estimates with those obtained using the familiar Translog flexible form. Results indicate that the proposed procedure is feasible and promising as a tool for generating regular and realistic import demand and output supply equations.     

Managing strategic responsibility in the MNC

An issue that confronts the top management of every multinational company is that of determining where in the organization basic strategy decisions should be made. The firm may concentrate responsibility for a broad range of strategic tasks at headquarters, or cede strategic responsibility to foreign affiliates. This paper argues that deriving an appropriate apportionment of strategic responsibility is largely a matter of recognizing the unique strategic imperatives imposed on the multinational firm by the conflicting requirements of integration within a global context, and responsiveness to local environments. For the firm whose businesses can benefit from world-wide co-ordination and standardization of manufacturing and product development, there is strong pressure to consolidate strategic responsibility at headquarters. For the firm whose businesses require attention to the idiosyncracies of national markets, the strategic autonomy of subsidiaries may be requisite for success. A variety of factors renders difficult a clear-cut, one-time identification of the strategic imperative facing a business. For example, even within a single business, certain functions respond to the logic of integration, whereas others require a posture of responsiveness. At times both imperatives exist at full strength within a single functional area. Often, in a multi-business, multinational firm, different businesses are subject to different pressures for integration and responsiveness. It is shown that managing strategic responsibility in situations of such ambiguity forces the firm to look far beyond traditional structural mechanisms in order to enact an appropriate division of strategic responsibility between headquarters and affiliates.