Extensive-form games and strategic complementarities

I prove the subgame-perfect equivalent of the basic result for Nash equilibria in normal-form games of strategic complements: the set of subgame-perfect equilibria is a nonempty, complete lattice—in particular, subgame-perfect Nash equilibria exist. For this purpose I introduce a device that allows the study of the set of subgame-perfect equilibria as the set of fixed points of a correspondence. My results are limited because extensive-form games of strategic complementarities turn out—surprisingly—to be a very restrictive class of games.     

国际战略联盟及其相关理论研究

就国际战略联盟的定义规范、与其他合作形式的区别及其相关的理论进行分析 ,指出多角度、跨学科地研究国际战略联盟是非常必要的。     

Strategic trading and learning about liquidity

Many practitioners point out that the speculative profits of institutional traders are eroded by the difficulty in gauging the price impact of their trades. In this paper, we develop a model of strategic trading where speculators face such a dilemma because of incomplete information about time-varying market liquidity. Unlike the competitive market makers that they trade against, informed traders do not know the distribution of liquidity (“noise”) trades. Instead, they have to learn about liquidity from past prices and trading volume. This learning implies that strategic trades and market statistics such as informational efficiency are path-dependent on past market outcomes. Our paper also has normative implications for practitioners.     

Organizational resources enabling service responsiveness: Evidence from Greece

This article examines the implementation of relationship marketing strategy based on a sample of business-to-business firms operating in Greece. Organizational resources, including a focus on learning and flexibility/adaptation in strategic planning, are demonstrated to be antecedents of effective relationship marketing strategies. The possession of these resources lead to superior customer performance (as measured by customer satisfaction and loyalty) and, ultimately, superior financial performance (as measured by profit levels, profit margin, and ROI). Our results provide support for the development of organizational resources that foster and enable relationship marketing in business-to-business environments since such resources are linked with improved firm performance.     

对战略管理会计相关问题的再认识

伴随着战略管理而产生的战略管理会计通过企业外部环境和竞争对手等相关战略信息的提供,协助企业制定、实施战略计划以取得竞争优势。本文对战略管理会计的基本内涵、研究的主要问题以及战略管理会计在我国的实践运用应注意的问题进行了初步地分析。     

我国战略性贸易政策实践

本文对改革开放以来我国的战略性贸易政策实践进行了分析。虽然我国政府从未明确提出要实行战略性贸易政策,但是通过和日本经济高速增长时期的战略性贸易政策相比较,可以发现,在我国广泛推行的产业政策中,战略性贸易政策早就存在。只是由于产业组织政策失效所导致的市场竞争程度低下,使得我国战略性贸易政策的实施效果很不理想。因此,协调产业政策和竞争政策,打破地方保护,建立国内统一大市场就成为我国今后战略性贸易政策成功的关键。     

深圳建设世界城市的战略思考

当今世界正处于政治、经济格局重新组合的历史时期,中国正在成为世界经济发展中新的增长级。深圳作为中国改革开放的前沿城市,随着国家东部沿海大都市圈发展战略的实施,深圳将面临世界城市崛起的历史机遇和空间机会。本文在国内外研究基础上,结合深圳自身特色,提出深圳建设世界城市的几点战略思考。首先,深圳要建设世界城市必须要依托国家崛起因素和依靠政府力量规划推动,通过战略设计,把城市的个性特点和资源积淀发挥到最大;其次,深圳要依托珠三角地区的发展走区域性世界城市的发展道路,加强深港合作,共同形成世界经济的新增长极;再次,深圳应抓住前海发展的契机,建设港深金融中心,抢占全球金融第三级;最后,要崛起成为新的世界城市,先要成为能够革除世界城市传统弊病的可持续发展的"理想城市",深圳要通过生态战略的制定,促进城市的可持续发展,向建设世界城市迈进一步。     

Decision-making in incomplete markets with ambiguity—a case study of a gas field acquisition

We apply utility indifference pricing to solve a contingent claim problem, valuing a connected pair of gas fields where the underlying process is not standard Geometric Brownian Motion and the assumption of complete markets is not fulfilled. First, empirical data are often characterized by time-varying volatility and fat tails; therefore, we use Gaussian generalized autoregressive score (GAS) and GARCH models, extending them to Student’s t-GARCH and t-GAS. Second, an important risk (reservoir size) is not hedgeable. As a result, markets are incomplete which makes preference free pricing impossible and thus standard option pricing methodology inapplicable. Therefore, we parametrize the investor’s risk preference and use utility indifference pricing techniques. We use Least Squares Monte Carlo simulations as a dimension reduction technique in solving the resulting stochastic dynamic programming problems. Moreover, an investor often only has an approximate idea of the true probabilistic model underlying variables, making model ambiguity a relevant problem. We show empirically how model ambiguity affects project values, and importantly, how option values change as model ambiguity gets resolved in later phases of the projects. We show that traditional valuation approaches will consistently underestimate the value of project flexibility and in general lead to overly conservative investment decisions in the presence of time-dependent stochastic structures.     

Scenarios and design: Scoping the dialogue space

This paper examines the intersections between two futures-oriented domains of practice and research: scenario planning and design. Both are practice-led, with uneasy but productive relationships with theorizing. Exploring their relations offers ways to address challenges faced by interdisciplinary management research, which struggles to connect research and practice. The authors describe how they brought the two fields together. We outline how we convened, designed and facilitated the fourth Oxford Futures Forum held in May 2014. This event brought together leading practitioners and researchers in a collective inquiry based on self-organizing, generative and reflexive making and dialogue. How participants engaged, from responding to the invitation to take part, as well as their practical and discursive encounters with one another during the event, threw up similarities and differences between the two fields. We present nine themes that capture the links and spaces between design and scenarios, yet suggest that they are not a straightforward overlap or a simple relationship, but rather a range of interactions between the fields, including feeding in, bridging, tension and repulsion. The paper's contribution is to suggest how scenario planning can engage with design, resulting in new opportunities for research and projects. These modes of engagement provide a framing to explore dialogues between other management disciplines.     

Why we hate performance management—And why we should love it

Individual performance is a building block of organizational success. Not surprisingly, virtually all organizations have in place some type of performance management system. Yet, managers and employees are equally skeptical that performance management adds value; usually, it is seen as a waste of time and resources. We argue that the potential benefits of performance management are not realized because most systems focus exclusively on narrow and evaluative aspects such as performance appraisal. Herein, we offer a broader view of performance management, including discussion of how it differs from performance appraisal. We highlight specific and important benefits of performance management for employees, managers, and organizations. We also describe research-based conclusions regarding how performance management systems should be designed and implemented to realize these benefits. We hope our article will demonstrate that well-constructed performance management systems should not be hated, but rather embraced.