Efficient Use of Information and Social Value of Information

This paper analyzes equilibrium and welfare for a tractable class of economies (games) that have externalities, strategic complementarity or substitutability, and heterogeneous information. First, we characterize the equilibrium use of information: complementarity heightens the sensitivity of equilibrium actions to public information, raising aggregate volatility, whereas substitutability heightens the sensitivity to private information, raising cross‐sectional dispersion. Next, we define and characterize an efficiency benchmark designed to address whether the equilibrium use of information is optimal from a social perspective; the efficient use of information reflects the social value of aligning choices across agents. Finally, we examine the comparative statics of equilibrium welfare with respect to the information structure; the social value of information is best understood by classifying economies according to the inefficiency, if any, in the equilibrium use of information. We conclude with a few applications, including production externalities, beauty contests, business cycles, and large Cournot and Bertrand games.     

Regional rail planning; a study of the importance of ‘steering’ and ‘pragmatism’ in stakeholder networks

This paper investigates the significance of networks in regional rail planning and how these networks can help regional planners meet the needs of local stakeholders. The research question focuses on the identification of the relative importance of three core factors in regional planning – communicative discourse, steering and environment. A case study of the Highlands and Islands region of Scotland was studied, with qualitative data analysed by triangulation through semi-structured interviews and social network analysis (SNA).     

Managing Corporate Knowledge Experiences with SODA and V·I·S·A

It is often said that success in today's competitive environment depends on the acquisition and application of sound, relevant knowledge. This paper introduces two management science approaches that have been used for the effective management of knowledge, towards the development of strategy, planning and decision making, in a wide range of organizational settings. Both approaches make use of computer technology to provide a flexible and interactive environment incorporating a visual representation of the problem. The paper briefly describes each approach, together with a case study illustrating its use in practice. A number of common themes relevant to the management of knowledge are identified and discussed. The themes highlight the benefits which arise through the use of computer technology alongside a number of issues relevant to the management of the group process.     

‘Bureaucracy‐lite’ and Continuities in Managerial Work

This paper questions three frequently asserted, interrelated claims about developments in management: that centralized, regulated bureaucratic organizations characterized by hierarchy and rules are inevitably giving way to decentralized and empowered post‐bureaucratic organizations characterized by internal networks and an internal market; that, as a consequence, the traditional managerial role of command and control is being superseded by one of facilitation and coordination; and that, in turn, managerial work as routine administration of work processes is being supplanted by the ‘new managerial work’ of non‐routine leadership and entrepreneurship. It is argued that these claims often rest on caricatures of bureaucracy and network organization and are neither new nor well supported by evidence. Against these claims, the paper adduces case‐study evidence which shows that, despite claims about ‘decentralization’ and ‘empowerment’, organizational change may entail not a radical shift to network organization, but more limited change to a different form of bureaucracy in which hierarchy and rules have been retained but in an attenuated and sharper form –‘bureaucracy‐lite’. Consequently, managerial roles continue to be defined in terms of individual responsibility and vertical accountability for an organizational sub‐unit, and managerial work continues to be preoccupied with monitoring and maintaining work processes, routine direction and control of staff and processing information in order to deal with the ambiguities inherent in the dimensions of managerial ‘responsibility’.     

Costly Self‐Control and Random Self‐Indulgence

We study the random Strotz model, a version of the Strotz (1955) model with uncertainty about the nature of the temptation that will strike. We show that the random Strotz representation is unique and characterize a comparative notion of “more temptation averse.” Also, we demonstrate an unexpected connection between the random Strotz model and a generalization of the Gul–Pesendorfer (GP) (2001) model of temptation which allows for the temptation to be uncertain and which we call random GP. In particular, a preference over menus has a random GP representation if and only if it also has a representation via a random Strotz model with sufficiently smooth uncertainty about the intensity of temptation. We also show that choices of menus combined with choices from menus can distinguish the random GP and random Strotz models.     

On the distance paired domination of generalized Petersen graphs <Emphasis Type="Italic">P</Emphasis>(<Emphasis Type="Italic">n</Emphasis>,1) and <Emphasis Type="Italic">P</Emphasis>(<Emphasis Type="Italic">n</Emphasis>,2)

Let G=(V,E) be a graph without an isolated vertex. A set D⊆V(G) is a k -distance paired dominating set of G if D is a k-distance dominating set of G and the induced subgraph 〈D〉 has a perfect matching. The minimum cardinality of a k-distance paired dominating set for graph G is the k -distance paired domination number, denoted by γ _p ^k (G). In this paper, we determine the exact k-distance paired domination number of generalized Petersen graphs P(n,1) and P(n,2) for all k≥1.     

End‐of‐Day Price Manipulation and M&As

Based on mergers and acquisitions (M&As) from over 45 countries from 2003 to 2014, we show that the presence of end‐of‐day (EOD) target price manipulation prior to M&As increases the probability of an M&A deal withdrawal, and decreases the premium paid. More detailed exchange trading rules that govern manipulation across countries and over time lower the probability of withdrawal, mitigate the negative impact of EOD manipulation on withdrawal and raise premiums paid. Finally, while there are fewer cases of acquirer price manipulations prior to M&As, the data indicates positive acquirer price manipulation in share M&As and increases the probability of deal withdrawal.     

Manufacturing in the Nineties By H.J. STRUDEL and P.DESRUELLE&amp;lpar;Van Nostrand Reinhold,New York, 1992&amp;rpar;. &amp;pound;31.50.

Abstract

Looking for a world model for the manufacturing information flow diagram has brought us to the conclusion that it is impossible to build an all-encompassing, all-inclusive system. The redundancy and overlap would make the system excessively complex and ineffective. The best way to generalize a model of this type is to simplify. The result is that we eliminate nearly the entire production control mechanism that is found in the labour intensive MRP system (Fig. 1). We come up with a system that is much closer to the material intensive JIT system (Fig. 2). The conclusion is that effective production control requires that you choose which resource you wish to optimize, and then select a system that controls the plant around the selected resource base. This is the function of books like International Management and Production. A second conclusion would be that complexity (MRP—Fig. 1) gains very little over simplicity (JIT—Fig. 2 or World Model—Fig. 4) in productivity or efficiency. As Shozo Hibino says in his book Breakthrough Thinking, we need to run our plants smarter, not harder.     

Co‐opetition and Investment for Supply‐Chain Resilience

This paper considers the problem of disruption risk management in global supply chains. We consider a supply chain with two participants, who face interdependent losses resulting from supply chain disruptions such as terrorist strikes and natural hazards. The Harsanyi–Selten–Nash bargaining framework is used to model the supply chain participants' choice of risk mitigation investments. The bargaining approach allows a framing of both joint financing of mitigation activities before the fact and loss‐sharing net of insurance payouts after the fact. The disagreement outcome in the bargaining game is assumed to be the result of the corresponding non‐cooperative game. We describe an incentive‐compatible contract that leads to First Best investment and equal “gain” for all players, when the solution is “interior” (as it almost certainly is in practice). A supplier that has superior security practices (i.e., is inherently safer) exploits its informational advantage by extracting an “information rent” in the usual spirit of incomplete information games. We also identify a special case of this contract, which is robust to moral hazard. The role of auditing in reinforcing investment incentives is also examined.     

“Chemophobia” Today: Consumers’ Knowledge and Perceptions of Chemicals

This mixed‐methods study investigated consumers’ knowledge of chemicals in terms of basic principles of toxicology and then related this knowledge, in addition to other factors, to their fear of chemical substances (i.e., chemophobia). Both qualitative interviews and a large‐scale online survey were conducted in the German‐speaking part of Switzerland. A Mokken scale was developed to measure laypeople's toxicological knowledge. The results indicate that most laypeople are unaware of the similarities between natural and synthetic chemicals in terms of certain toxicological principles. Furthermore, their associations with the term “chemical substances” and the self‐reported affect prompted by these associations are mostly negative. The results also suggest that knowledge of basic principles of toxicology, self‐reported affect evoked by the term “chemical substances,” risk‐benefit perceptions concerning synthetic chemicals, and trust in regulation processes are all negatively associated with chemophobia, while general health concerns are positively related to chemophobia. Thus, to enhance informed consumer decisionmaking, it might be necessary to tackle the stigmatization of the term “chemical substances” as well as address and clarify prevalent misconceptions.     

Competitive Strategies and Firm Performance: a Comparative Analysis of Pure,Hybrid and ‘Stuck‐in‐the‐middle’ Strategies in Spanish Firms

The purpose of this study was to examine the viability of hybrid competitive strategies, which combine differentiation and cost elements, and their impact on organizational performance in comparison to pure strategies and ‘stuck‐in‐the‐middle’ combinations. Previous studies have focused above all on US data. The analysis carried out in this paper has centred on a multisectorial sample of 164 Spanish firms. The findings show that a large number of the organizations use different types of hybrid strategies and also that such strategies tend to be associated with higher levels of firm performance, particularly those strategies which place emphasis on a greater number of strategic dimensions, and specifically on innovation differentiation.     

Quantile Uncertainty and Value‐at‐Risk Model Risk

This article develops a methodology for quantifying model risk in quantile risk estimates. The application of quantile estimates to risk assessment has become common practice in many disciplines, including hydrology, climate change, statistical process control, insurance and actuarial science, and the uncertainty surrounding these estimates has long been recognized. Our work is particularly important in finance, where quantile estimates (called Value‐at‐Risk) have been the cornerstone of banking risk management since the mid 1980s. A recent amendment to the Basel II Accord recommends additional market risk capital to cover all sources of “model risk” in the estimation of these quantiles. We provide a novel and elegant framework whereby quantile estimates are adjusted for model risk, relative to a benchmark which represents the state of knowledge of the authority that is responsible for model risk. A simulation experiment in which the degree of model risk is controlled illustrates how to quantify Value‐at‐Risk model risk and compute the required regulatory capital add‐on for banks. An empirical example based on real data shows how the methodology can be put into practice, using only two time series (daily Value‐at‐Risk and daily profit and loss) from a large bank. We conclude with a discussion of potential applications to nonfinancial risks.     

Optimal Production and Admission Policies in Make‐to‐Stock/Make‐to‐Order Manufacturing Systems

In this article, we study optimal production and admission control policies in manufacturing systems that produce two types of products: one type consists of identical items that are produced to stock, while the other has varying features and is produced to order. The model is motivated by applications from various industries, in particular, the automobile industry, where a part supplier receives orders from both an original equipment manufacturer and the aftermarket. The product for the original equipment manufacturer is produced to stock, it has higher priority, and its demands are fully accepted. The aftermarket product is produced to order, and its demands can be either accepted or rejected. We characterize the optimal production and admission policies with a partial‐linear structure, and using computational analysis, we provide insights into the benefits of the new policies. We also investigate the impact of production capacity, cost structure, and demand structure on system performance.     

Customers’ Capital Market Information Quality and Suppliers’ Performance

We empirically examine the association between downstream firms’, i.e., customers’ capital market information quality, and the operating performance of upstream firms, i.e., suppliers. Customers’ capital market information quality is measured by the customers’ provision of earnings forecasts, the customers’ reported earnings quality, and the customers’ coverage by financial analysts and credit rating agencies. We hypothesize and find a positive association between customers’ capital market information quality and suppliers’ operating performance measured by the DuPont profitability ratios. The association is stronger for suppliers with higher sales volatility, no order backlogs, customers who are less dependent on their input, and shorter business relation with customers. Collectively, the results suggest that the quality of information provided by the customers to the capital market has a spillover effect in the input market, i.e., helps the suppliers improve their performance.     

Dynamic Pricing and Lead‐Time Policies for Make‐to‐Order Systems*

Make‐to‐order firms use different approaches for managing their lead‐times and pricing in the face of changing market conditions. A particular firm's approach may be largely dictated by environmental constraints. For example, it makes little sense to carefully manage lead‐time if its effect on demand is muted, as it can be in situations where leadtime is difficult for the market to gauge or requires investment to estimate. Similarly, it can be impractical to change capacity and price. However, environmental constraints are likely to become less of an issue in the future with the expanding e‐business infrastructure, and this trend raises questions into how to manage effectively the marketing mix of price and lead‐time in a more “friction‐free” setting. We study a simple model of a make‐to‐order firm, and we examine policies for adjusting price and capacity in response to periodic and unpredictable shifts in how the market values price and lead‐time. Our analysis suggests that maintaining a fixed capacity while using lead‐time and/or price to absorb changes in the market will be most attractive when stability in throughput and profit are highly valued, but in volatile markets, this stability comes at a cost of low profits. From a pure profit maximization perspective, it is best to strive for a short and consistent lead‐times by adjusting both capacity and price in response to market changes.     

Institutions and the Diversity and Prevalence of Multinationals’ Knowledge‐Augmenting Subsidiaries

Multinational corporations (MNCs) increasingly seek to gain access to, and exploit, locationally specific sources of advanced knowledge and technological capabilities, creating a need to explain (1) the diversity among these facilities and (2) how institutions influence MNCs’ abilities to invest in different subsidiary types. Extending debates on firms’ knowledge‐augmenting activities, the authors integrate institutions into their analytical framework to a greater extent than previous work has done. Moreover, existing contributions provide typologies of R&D subsidiaries. In contrast, the authors focus on a particular subset of subsidiaries, knowledge‐augmenting ones, and put forward a theory to explain their variety and their prevalence, enabling them to identify previously neglected subsidiary types that have important managerial and policy implications. By downplaying the diversity of these subsidiaries, existing work has not been able to capture the full range of managerial challenges as well as the costs and benefits of different subsidiary types to host countries. The authors, therefore, problematize firms’ abilities to gain access to foreign knowledge‐generating assets, highlight the importance of institutional environments, provide policy recommendations and identify areas for future research.