The Impact of Enterprise Zones on Job Creation in Mississippi

The designation of enterprise zones has been touted as an effective tool in efforts to reduce poverty, but scant evidence exists to support this. In 1983, Mississippi passed legislation authorizing the creation of enterprise zones in the most distressed counties of the state as a way of directing new jobs toward those areas. This study examines the effect of enterprise zone designation on the creation of jobs in new or expanding manufacturing establishments. Using a model estimated from panel data, the study found that qualifying as an enterprise zone had a positive effect on a county's rate of job creation. (JEL O180 , H710 )     

The spill over effects of monetary policies and the welfare effects of the currency appreciation in an open economy -A simple discussion

Based on new open-economy macroeconomics, this paper provides simple discussions about the equilibrium conditions of labour market, goods markets and money market in a two-country world model economy. Given one-period wage sticky assumption, the following conclusions are obtained, the monetary policy can impact labour supply and thereby the equilibrium of labour market in the short run; The spill over effect of monetary policy in home and foreign countries implies an important international transmission channel in terms of equilibrium relationships between home and foreign countries, which also demonstrates the welfare effects of currency appreciation.     

TECHNICAL EFFICIENCY AND PRODUCTIVITY POTENTIAL OF COCOA FARMERS IN WEST AFRICAN COUNTRIES

This paper uses survey data to examine the technical efficiency and productivity potential of cocoa farmers in West and Central Africa. Separate stochastic frontier models are estimated for farmers in Cameroon, Ghana, Nigeria, and Côte d’Ivoire, along with a stochastic metaproduction frontier to obtain alternative estimates for the technical efficiencies of farmers in the different countries. The mean productivity potential of cocoa farmers is also estimated, by using a decomposition result applied to both the national and the metaproduction frontiers. The determinants of technical efficiency are assessed to identify the reasons for differences across countries.     

Does the sequencing of related and unrelated export diversification matter? Evidence from Colombian exporters

How does related or unrelated geographic diversification affect future related or unrelated product diversification of exporting firms, and vice-versa? This question addresses an unresolved debate, and it is important for firms in developing countries that seek to expand their product and geographical markets. Our study contributes to a current debate by highlighting the relevance of the temporal sequence and the relatedness of international diversification. Expanding the classic transaction costs and the resource-based explanations, we argue that organizational learning as well as organizational and sales (in-)efficiencies (notably through resource and product cannibalization, negative transfer and coordination costs) affect the interrelationships between product and geographic diversification. Using a panel dataset of over 14,000 firm-year observations from exporters based in Colombia, we find that (1) related geographic diversification tends to increase future product diversification; (2) related product diversification tends to decrease future geographic diversification; and (3) unrelated product diversification tends to increase future geographic diversification.     

Sequential sampling models of choice: Some recent advances

Choice models in marketing and economics are generally derived without specifying the underlying cognitive process of decision making. This approach has been successfully used to predict choice behavior. However, it has not much to say about such aspects of decision making as deliberation, attention, conflict, and cognitive limitations and how these influence choices. In contrast, sequential sampling models developed in cognitive psychology explain observed choices based on assumptions about cognitive processes that return the observed choice as the terminal state. We illustrate three advantages of this perspective. First, making explicit assumptions about underlying cognitive processes results in measures of deliberation, attention, conflict, and cognitive limitation. Second, the mathematical representations of underlying cognitive processes imply well documented departures from Luce’s Choice Axiom such as the similarity, compromise, and attraction effects. Third, the process perspective predicts response time and thus allows for inference based on observed choices and response times. Finally, we briefly discuss the relationship between these cognitive models and rules for statistically optimal decisions in sequential designs.     

Managing for creativity

A company's most important asset isn't raw materials, transportation systems, or political influence. It's creative capital--simply put, an arsenal of creative thinkers whose ideas can be turned into valuable products and services. Creative employees pioneer new technologies, birth new industries, and power economic growth. If you want your company to succeed, these are the people you entrust it to. But how do you accommodate the complex and chaotic nature of the creative process while increasing efficiency, improving quality, and raising productivity? Most businesses haven't figured this out. A notable exception is SAS Institute, the world's largest privately held software company. SAS makes Fortune's 100 Best Companies to Work For list every year. The company has enjoyed low employee turnover, high customer satisfaction, and 28 straight years of revenue growth. What's the secret to all this success? The authors, an academic and a CEO, approach this question differently, but they've come to the same conclusion: SAS has learned how to harness the creative energies of all its stakeholders, including its customers, software developers, managers, and support staff. Its framework for managing creativity rests on three guiding principles. First, help employees do their best work by keeping them intellectually engaged and by removing distractions. Second, make managers responsible for sparking creativity and eliminate arbitrary distinctions between "suits" and "creatives". And third, engage customers as creative partners so you can deliver superior products. Underlying all three principles is a mandate to foster interaction--not just to collect individuals' ideas. By nurturing relationships among developers, salespeople, and customers, SAS is investing in its future creative capital. Within a management framework like SAS's, creativity and productivity flourish, flexibility and profitability go hand in hand, and work/life balance and hard work aren't mutually exclusive.     

The Impact of a Business School on Regional Economic Development: a Case Study

This paper investigates the impact of a major extension to Lancaster University's Management School on the North West regional economy. It differs from earlier university impact studies since the estimated impact is not confined to backward linkage effects but focuses specifically on the forward linkage effects that will occur as a result of greater engagement with firms in the region's SME sector. The paper demonstrates that the expansion of the university sector can have far greater beneficial effects on their regional economies than is indicated by conventional impact studies. Specifically, the provision of business advice to SMEs can be a significant factor in increasing their sales volume.     

Explaining the Decline in UK Agricultural Productivity Growth

This paper reports the results of a study of total factor productivity (TFP) growth in UK agriculture, from 1953‐2000. It shows that prior to 1984 TFP grew at 1.68% per annum and after that date at only 0.26%. International comparisons show that the UK has fallen far behind the leading EU countries. Yield growth declined even more and only labour productivity continues to grow rapidly. In part, the result is due to better data that incorporates more quality adjustment, but the real decline can be explained mainly by cuts in R&D, less patents, less growth in farm size and the demise of public extension. There are other negative factors, which have not been quantified, including asset fixity, convergence and ozone pollution, and a background argument that recent growth rates cannot be sustained.     

Corporate Restructuring in Response to Performance Decline: Impact of Ownership, Governance and Lenders

Firms in performance decline may choose a variety of restructuringstrategies for recovery with conflicting welfare implicationsfor different stakeholders such as shareholders, lenders andmanagers. Choice of recovery strategies is therefore determinedby the complex interplay of ownership structure, corporate governanceand lender monitoring of such firms. For a sample of 297 U.K.firms experiencing relative stock return decline during 1987–93,we examine the impact of these factors as well as other controlfactors on their turnaround strategies. Strategy choices duringthe decline year and two post-decline years are modelled withlogit regressions. Our results show that turnaround strategychoices are significantly influenced by both agency and controlvariables. While there is agreement among stakeholders on certainstrategies there is also evidence of conflict of interests amongthem. Thereis further evidence of shifting coalitions of stakeholdersfor or against certain strategies.