Kathryn M. Hudson and John S. Henderson
Relationships between long-distance exchange, especially of luxury goods, and the centralization of political power represent a fundamental dimension of political and economic…
Abstract
Purpose
Relationships between long-distance exchange, especially of luxury goods, and the centralization of political power represent a fundamental dimension of political and economic organization. Precolumbian American societies, outside familiar European contexts that have shaped analytical perspectives, provide a broadened comparative field with the potential for more nuanced analysis.
Methodology/approach
Analysis focuses on four cases that vary in political centralization, institutional complexity, and geographic scale: Ulúa societies without political centralization; small Maya states; Aztec; and Inka empires. Emphasis on relationships between principals and agents highlights the potential of social practices to perform the functions often associated with state institutions
Findings
In the Ulúa region, commerce flourished in the absence of states and their concomitants. The very wealth of Ulúa societies and the unusually broad dispersion of prosperity across social segments impeded the development of states by limiting the ability of local lords to intensify their status and convert it to political power. Intensity of market activity and long-distance exchange does not correlate well with the florescence of states. Less centralized and non-centralized political systems may in fact facilitate mercantile activity (or impede it less) in comparison with states.
Originality/value
These cases frame a useful perspective on the organizational configuration of long-distance trade. Informal social mechanisms and practices can be an alternative to state institutions in structuring complex economic relations. The implications for understanding trajectories of societal change are clear: the development of states and centralized political organization is not a prerequisite for robust long-distance commerce.
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Taining Wang and Daniel J. Henderson
A semiparametric stochastic frontier model is proposed for panel data, incorporating several flexible features. First, a constant elasticity of substitution (CES) production…
Abstract
A semiparametric stochastic frontier model is proposed for panel data, incorporating several flexible features. First, a constant elasticity of substitution (CES) production frontier is considered without log-transformation to prevent induced non-negligible estimation bias. Second, the model flexibility is improved via semiparameterization, where the technology is an unknown function of a set of environment variables. The technology function accounts for latent heterogeneity across individual units, which can be freely correlated with inputs, environment variables, and/or inefficiency determinants. Furthermore, the technology function incorporates a single-index structure to circumvent the curse of dimensionality. Third, distributional assumptions are eschewed on both stochastic noise and inefficiency for model identification. Instead, only the conditional mean of the inefficiency is assumed, which depends on related determinants with a wide range of choice, via a positive parametric function. As a result, technical efficiency is constructed without relying on an assumed distribution on composite error. The model provides flexible structures on both the production frontier and inefficiency, thereby alleviating the risk of model misspecification in production and efficiency analysis. The estimator involves a series based nonlinear least squares estimation for the unknown parameters and a kernel based local estimation for the technology function. Promising finite-sample performance is demonstrated through simulations, and the model is applied to investigate productive efficiency among OECD countries from 1970–2019.
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Rodney McAdam, Shirley‐Ann Hazlett and Joan Henderson
Increasing competitive pressure from global markets and technological developments has resulted in the continual demand for business improvement philosophies and methodologies in…
Abstract
Increasing competitive pressure from global markets and technological developments has resulted in the continual demand for business improvement philosophies and methodologies in operations management to address this challenge. The Six Sigma approach to business improvement has emerged in both the practitioner and academic literature as having a significant role in this area. There are many documented case studies of organizational applications of Six Sigma, where large‐scale improvements in defect and process measures have been attributed to this approach, mainly in the mass‐manufacturing sector. Moreover, there are claims, less well documented, that Six Sigma can be used as a change management approach at a strategic level and thus it can be applied to other sectors such as service industries. It is contended that there is a paucity of critical reviews of the Six Sigma literature, beyond that of descriptive accounts. Therefore, the aim of this paper is to critically review the literature of Six Sigma in relation to its effect on organizations and those that work in them. A broad theoretical perspective is used to guide the review process. The paper structure is based on the dichotomies within the Six Sigma literature, namely, what is Six Sigma — strategic change or operational methods; is Six Sigma a TQM appendage, or something new; will workers in a Six Sigma environment have more empowerment or be more controlled and is Six Sigma applicable to the service sector or only for that of the manufacturing sector?
Shahram Amini, Michael S. Delgado, Daniel J. Henderson and Christopher F. Parmeter
Hausman (1978) represented a tectonic shift in inference related to the specification of econometric models. The seminal insight that one could compare two models which were both…
Abstract
Hausman (1978) represented a tectonic shift in inference related to the specification of econometric models. The seminal insight that one could compare two models which were both consistent under the null spawned a test which was both simple and powerful. The so-called ‘Hausman test’ has been applied and extended theoretically in a variety of econometric domains. This paper discusses the basic Hausman test and its development within econometric panel data settings since its publication. We focus on the construction of the Hausman test in a variety of panel data settings, and in particular, the recent adaptation of the Hausman test to semiparametric and nonparametric panel data models. We present simulation experiments which show the value of the Hausman test in a nonparametric setting, focusing primarily on the consequences of parametric model misspecification for the Hausman test procedure. A formal application of the Hausman test is also given focusing on testing between fixed and random effects within a panel data model of gasoline demand.
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Milorad M. Novicevic, Thomas J. Hench and Daniel A. Wren
In the closing decades of the twentieth, and at the start of the twenty‐first, centuries, attention has again turned to the critical role of intuition in effective managerial…
Abstract
In the closing decades of the twentieth, and at the start of the twenty‐first, centuries, attention has again turned to the critical role of intuition in effective managerial decision making. This paper examines the history of intuition in management thought by tracing its origins to Chester I. Barnard. This paper reveals not only the intellectual roots linking Barnard’s conceptualization of intuition in management thought to, among others, the influential works of the economist and sociologist, Vilfredo Pareto; Lawrence Henderson’s influence on Barnard through Henderson’s leadership and direction of the Harvard Pareto Circle; the works of the early pragmatist John Dewey; Humphrey’s The Nature of Learning; and Koffka’s Principles of Gestalt Psychology. Further, Barnard’s conceptualization of intuition foreshadowed by nearly two decades nearly all of Polanyi’s thinking and elaboration of tacit knowledge. This paper also examines Barnard’s and Simon’s differing views on intuition and provides a brief overview of contemporary research on intuition in managerial decision making.
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Joseph Crawford and Matthew Knox
The contemporary human resource management (HRM) sector is faced with continual leadership development challenges. Unethical behavior in leaders is not the norm, but it is also…
Abstract
The contemporary human resource management (HRM) sector is faced with continual leadership development challenges. Unethical behavior in leaders is not the norm, but it is also not the exception. Human resource training and development focus significantly on better leadership but have largely failed to create more effective leaders. The result? Employee and follower wellbeing have not seen their best days. In this chapter, authentic relationships comprising authentic leaders and authentic followers are posited as a solution. The call is for more rigor in the theory underpinning leadership development programs, assurance of such programs, and embedding ethics into the core of what leadership developers do.