“Damocles shadowing”

Since the widening of the fluctuation bands in the European Monetary System in 1993 the previous core countries have pursued a “D-Mark shadowing”. The characteristic feature of this shadowing is the participating countries' willingness to voluntarily return to, and maintain, the old exchange rate parities. Our author analyses this process and its consequences for the planned monetary union.     

Navigating Rough Waters: Global Shipping and Challenges for the North Range Ports

Intereconomics - Ports and shipping have been in the spotlight in 2021 with surging demand, skyrocketing freight rates and week-long queues. This development stands against the background of the...     

Collaborative Decision-Making in Non-formal Planning Settings

Planning initiatives outside the formal planning system can constitute a favourable environment for implementing and analysing collaborative decision-making processes. The conceptualisation of the decision-making context in the light of the Policy Network analysis helps to better understand the underlining conditions, as well as their influence in the outcomes. In the case under analysis, were the decision-making conditions were of co-responsibility and power-sharing, the challenge has been to warrant the effectiveness of the decisions, which lies, as is argued, in the reliability of the framework for decision-making and in the ability to translate the collaborative participation outputs into actions at different time-frames. Moreover, as the case-study deals with strategic spatial planning, a future oriented approach is needed to warrant the flexibility and robustness of the plan in addressing the uncertainty associated with long term objectives. Those are the critical issues to be handled in the multi-criteria analysis (MCA) framework which sustains the analytical hierarchy process (AHP) that was used to support the decision-making process.     

Economic relations with the Third World

While foreign policy as well as economic, ideological and purely humanitarian considerations all continue to play a role in economic relations between the CMEA countries and the Third World, a shift in the relative weights of these various aspects has become discernible in recent years. What conclusions can be drawn as to the future behaviour of the CMEA countries towards the developing countries?     

Does Corporate Diversification Destroy Value?

We analyze several hundred firms that expand via acquisition and/or increase their number of business segments. The combined market reaction to acquisition announcements is positive but acquiring firm excess values decline after the diversifying event. Much of the excess value reduction occurs because our sample firms acquire already discounted business units, and not because diversifying destroys value. This implies that the standard assumption that conglomerate divisions can be benchmarked to typical stand-alone firms should be carefully reconsidered. We also show that excess value does not decline when firms increase their number of business segments because of pure reporting changes.     

Monopsonistically/monopolistically competitive regional development: Public correction of market outcomes

A model of regional market development is constructed which captures the inefficiencies typical in most of the related literature, and a variety of corrective policy options are explored. For taxes and subsidies, there is no dominant policy with each limited by the zero-profit constraint on entry, informational problems, or adverse distributional considerations. Discriminatory pricing decreases efficiency, but uniform pricing achieves optimal allocations. Public production has certain informational advantages.     

Career patterns of top management team members in five countries: an optimal matching analysis

This paper introduces optimal matching analysis (OMA) to the field of top management research. With this method, we develop six career patterns of top management team (TMT) members from five countries based on their international experience, organizational tenure and professional experience. The results provide strong support for the significance of these patterns, since each country (Denmark, Germany, Japan, the United Kingdom and the United States) shows one to four predominant career patterns of their managers and the occurrence of these patterns also differs significantly between the fields of activity within the TMT (chairperson, head of a division, primary activities and support activities).     

Does truth win when teams reason strategically?

We study behavior in the race game with the aim of assessing whether teams can create synergies. The race game has the advantage that the optimal strategy depends neither on beliefs about other players nor on distributional or efficiency concerns. Our results reveal that teams not only outperform individuals but that they can also beat the “truth-wins” benchmark. In particular, varying the length of the race game we find that the team advantage increases with the complexity of the game.