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981.
Jaap H. Abbring Jeffrey R. Campbell 《Econometrica : journal of the Econometric Society》2010,78(5):1491-1527
This paper extends the static analysis of oligopoly structure into an infinite‐horizon setting with sunk costs and demand uncertainty. The observation that exit rates decline with firm age motivates the assumption of last‐in first‐out dynamics: An entrant expects to produce no longer than any incumbent. This selects an essentially unique Markov‐perfect equilibrium. With mild restrictions on the demand shocks, sequences of thresholds describe firms' equilibrium entry and survival decisions. Bresnahan and Reiss' (1993) empirical analysis of oligopolists' entry and exit assumes that such thresholds govern the evolution of the number of competitors. Our analysis provides an infinite‐horizon game‐theoretic foundation for that structure. 相似文献
982.
Tom Coup 《Journal of the European Economic Association》2003,1(6):1309-1345
In this paper, I study the production of academic research by economics departments and economists. Worldwide rankings are provided based on both citations and publications. These rankings reveal a dominant position of the United States in the production of economics literature. Over time, however, the extent of this dominance is decreasing. (JEL: A10, A14) 相似文献
983.
Arvind Venkat Sunder Kekre Gajanan G. Hegde Jennifer Shang Thomas P. Campbell 《Production and Operations Management》2015,24(11):1706-1723
This study is based on the analysis of field data on the revenues and patient flows that we collected on all adult emergency department (ED) visits to a level‐1 trauma, tertiary referral center. Our objective was to provide researchers in operations a rich overview of the processes, resources, and metrics of financial and operations performance in the ED. We analyze how patients, physicians, hospitals/physician employer groups, and payers are party to the value created and financial workflow of the ED. A waterfall model for professional services revenue is developed that highlights the impacts of changes in processes, resources, scale, complexity, and mix of patients treated in the ED. We also discuss future implications of new compensation models and potential scenarios that will focus upon controlling costs while maximizing population health and patient satisfaction. These models will necessitate re‐engineering of operations in the ED from a strategic perspective. Four major thrusts for selecting the capacity portfolio in the ED operations to align the interests of all the stakeholders are recommended. New avenues for research are also identified. 相似文献