Exact Ruin Probabilities and the Evaluation of Program Trading On Financial Markets

For a compound Poisson process with negative drift and jump distribution consisting of a mixture of exponentials on [0) and on (-, 0), an exact expression is derived for the probability of hitting the level c, c > 0. the problem is motivated by modeling the returns from trading on financial markets.     

Enterprise Bargaining and Productivity in Australia: What do We Know?

There appears to be widespread consensus, at least in industry and government, that enterprise bargaining has been beneficial for productivity. Many academics, however, have argued that the link between bargaining structure and workplace productivity is a contentious one, and that research has been unable to establish a relationship. The present paper re-examines the existing evidence. The review reinforces the need to exercise caution before asserting that enterprise bargaining is necessarily beneficial for workplace productivity. The main conclusion that emanates from this review, however, is not the absence of a clear-cut finding, but how poorly developed the relevant research literature is.     

Emotional and interpersonal competencies and leader development

A variety of recent leader development programs have focused on improving leaders' emotional and interpersonal competencies. Decades of leadership research suggest that these “people skills” are crucial for leader effectiveness. This paper reviews the history of these leader development programs as well as research on emotional and interpersonal competencies. Suggestions for grounding leader development programs in sound research on emotional and social competencies, as well as an agenda for future research on the development of leader emotional and interpersonal skills, are provided.     

An extension of mixed estimation,with an application to forecasting new product growth

This paper extends the mixed estimation technique to handle a case in which the coefficients of a set of linear constraints are known nonlinear functions of an unknown parameter vector for which an extraneous unbiased estimate is available. This novel form of the mixed estimation technique is illustrated by applying it to the Bass innovation/diffusion model of new product growth. It is suggested that this is superior to the traditional method whereby managerial intuition is incorporated into this type of model, and is an attractive alternative to recently-suggested Bayesian methods.I thank an anonymous referee for helpful comments and references.     

Economic progress and skill obsolescence with network effects

Summary. We construct an OLG model with network effects to examine skill obsolescence when individuals can choose technological vintages. In the absence of transfer payments, some regions of the parameter space have unique stationary equilibria, others have unique cyclical equilibria, and others have multiple stationary equilibria. All equilibria are Pareto efficient. However, rat race equilibria can exist in which all agents currently alive prefer a slower rate of progress than occurs in equilibrium. When contemporaneous transfers are allowed, equilibria are unique everywhere, but a cycle still exists, and a rat race can still arise in equilibrium. Allowing intertemporal transfers (debt) ensures that all equilibria are stationary. In the relevant parameter range, the introduction of debt can eliminate cycles and increase the long-run growth rate. No rat race equilibria exist when debt is allowed.Received: 3 January 2002, Revised: 3 June 2004, JEL Classification Numbers: 041, J24, O33. Correspondence to: Ian P. KingEarly versions of this paper were presented at the West Coast Macro Workshop, the Mid-West Macro Meetings, the Canadian Macroeconomics Study Group Meetings, and the Society for Economic Dynamics Meetings. We would like to thank V. V. Chari, Merwan Engineer, Don Ferguson, John Hillas, John Knowles, Dan Peled, Dan Usher, Linda Welling and Julian Wright for helpful comments. We are especially grateful to an anonymous referee for some very useful and substantive comments.     

Finding a lasting cure for U.S. health care

In "Making Competition in Health Care Work" (July-August 1994), Elizabeth Olmsted Teisberg, Michael E. Porter, and Gregory B. Brown ask a question that has been absent from the national debate on health care reform: How can the United States achieve sustained cost reductions while at the same time maintaining quality of care? The authors argue that innovation driven by rigorous competition is the key to successful reform. A lasting cure for health care in the United States should include four basic elements: corrected incentives to spur productive competition, universal insurance to secure economic efficiency, relevant information to ensure meaningful choice, and innovation to guarantee dynamic improvement. In this issue's Perspectives section, eleven experts examine the current state of the health care system and offer their views on the shape that reform should take. Some excerpts: "On the road to innovation, let us not forget to develop the tools that allow physicians, payers, and patients to make better decisions." I. Steven Udvarhelyi; "Health care is not a product or service that can be standardized, packaged, marketed, or adequately judged by consumers according to quality and price." Arnold S. Relman; "Just as antitrust laws are the wise restraints that make competition free in other sectors of the economy, so the right kind of managed competition can work well in health care." Edward M. Kennedy "Biomedical research should be considered primarily an investment in the national economic well-being with additional humanitarian benefits." Elizabeth Marincola.     

Attilla the Hun: leadership as a change agent

This presentation will examine both ideas and successful examples of how some companies are inspiring and empowering their employees through the development of leadership skills within their management ranks. These skills can be learned and used to aid any organization in its goal of continuous improvement. Today's leadership establishes corporate directions while balancing individual and group achievement, both of which can improve the overall company. Power is shared, not used to control. After all, leadership is not about power. It is about setting directions for others, the clearing of obstacles, and then allowing others to believe the direction was their idea. Great leadership is based on the success of others.