Reaggregation and firm-level inference in multiplant technologies

We examine conditions under which plant-level data can be used to make firm-level inferences about technology, supply, and demand. Global conditions for such reaggregation involve nonjointness restrictions in both the plant and product dimensions. In the neighborhood of the firm’s fixed overheads, however, restrictions may be eased by appealing to a multiplant generalization of Kohli’s notion of almost nonjointness, which we term “almost reaggregation.” While global conditions for almost reaggregation are the same as for full reaggregation, the local conditions outlined are more easily satisfied. Analysts thus are less likely to commit reaggregation bias when firm-level overheads are constant, and can take advantage of this conclusion through judicious model design.      

Jointness through vessel capacity input in a multispecies fishery

The success of regulations of multispecies fisheries may depend critically on understanding output dependencies correctly. An example is purse seine fisheries that target several species over the season but are specialized in the sense that each species are targeted individually. Such fisheries are typically modeled as either independent single species fisheries or using standard multispecies functional forms characterized by jointness in inputs. We argue that production of each species is essentially independent but that jointness may be caused by competition for fixed but allocable input of vessel capacity. We develop a fixed but allocatable input model of purse seine fisheries capturing this particular type of jointness. We estimate the model for the Norwegian purse seine fishery and find that it is characterized by nonjointness, while estimations for this fishery using the standard models imply jointness.     

Going “purple”: Can military jointness principles provide a key to more successful integration at the marketing-manufacturing interface?

When the colors of all the U.S. armed services’ uniforms are combined, the color purple appears; therefore, military insiders refer to inter-service operations as “purple” operations. Now a core concept, the “jointness” of U.S. military strategic response to a critical operational failure encapsulates principles and processes through which two or more armed services are best able to integrate strategies, strengths, and capabilities in ways that yield genuine synergies, despite the differences in mission and culture that naturally separate the services. The now ingrained ability of military services to “go purple” quickly has materially contributed to strategic and operational successes during the last 20 years. The internal circumstances as well as global environmental challenges faced by domestic firms, particularly at the marketing-manufacturing (M-M) interface, resonate with those faced by the U.S. military. Firms may benefit from evaluating the prospect of “going purple” at this crucial point of interface. This article integrates military-like jointness principles into an organizational framework that functions as a guide to pursuing cross-functional M-M integration more successfully. The framework also provides a methodology through which managers can determine whether and how much purple ought to be pursued.