Industry Specific Strategy & Policy eJournal最新文献_第3页

A New Strategic Agenda for E&P 勘探开发新战略议程

Industry Specific Strategy & Policy eJournal Pub Date : 2014-11-01 DOI: 10.2139/ssrn.2516809

N. Lowes, D. Mair, P. Markwell, J. Pettit

{"title":"A New Strategic Agenda for E&P","authors":"N. Lowes, D. Mair, P. Markwell, J. Pettit","doi":"10.2139/ssrn.2516809","DOIUrl":"https://doi.org/10.2139/ssrn.2516809","url":null,"abstract":"With crude oil prices down nearly 25% since June – when oil & gas companies were already strained by numerous industry challenges and increasingly active shareholders, conversations in the oil patch are converging on the same range of topics and with an increased sense of urgency.Conventional discovery volumes are in decline and there are fewer numbers of large fields. Moreover, the volumes are higher cost and lower value than in the past – more deep-water, more gas, and more unconventionals. The year 2013 marked the lowest level of conventional oil and gas discovered in decades, and conventional discovery volumes in 2014 look set to be about 30% lower again.A decline in conventional exploration accentuates the impact of other factors such as less quality and difficulty with access. Oil and gas companies are producing high quality, conventional barrels, but increasingly having to replace them with lower quality barrels (higher cost, more risk, poor reservoirs, heavy oil or harder to commercialize natural gas). Moreover, overspending in North American (NA) shale has driven down returns – the industry is pursuing higher cost resources globally.As prices continue to soften, oil and gas companies must respond to these trends and changes in the industry with a new strategic agenda, described herein.","PeriodicalId":348605,"journal":{"name":"Industry Specific Strategy & Policy eJournal","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114542895","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

Impact of Visual Merchandising on Consumer Behavior: A Study of Furniture Outlets 视觉营销对消费者行为的影响:以家具卖场为例

Industry Specific Strategy & Policy eJournal Pub Date : 2014-06-01 DOI: 10.13189/UJM.2014.020601

Neha Mehta, P. Chugan

引用次数: 23

Transplant Centers as Focused Factories 移植中心是重点工厂

Industry Specific Strategy & Policy eJournal Pub Date : 2014-02-07 DOI: 10.2139/ssrn.2392556

Sara Parker-Lue, M. Lieberman

{"title":"Transplant Centers as Focused Factories","authors":"Sara Parker-Lue, M. Lieberman","doi":"10.2139/ssrn.2392556","DOIUrl":"https://doi.org/10.2139/ssrn.2392556","url":null,"abstract":"Many advocates for health care reform have suggested applying the \"focused factory\" concept from strategic operations to improve the operation of hospitals. The benefits of focused operations have been extolled as improving both efficiency and profitability; yet this concept was developed for manufacturing, and its application to the health care industry is a recent innovation pursued by a handful of hospitals seeking competitive advantage. It is not clear whether such superiority holds in the more service-oriented health care industry. I examine this question in the setting of kidney transplant centers diversifying into liver transplants. I estimate the effect of diversification on the risk-adjusted mortality rates of kidney transplant recipients, controlling for selection bias. I find that while there is a “diversification discount” for mortality overall, the effect disappears for patients whose own health issues tend to be “diversified.” This suggests that firms’ patient (or customer) mix and characteristics will determine whether a firm experiences detrimental effects from diversification or not. In turn, these results imply that for firms where consumers are also an input into production (such as health care or education), the characteristics of consumers as inputs must be considered as part of a firm’s overall strategy.","PeriodicalId":348605,"journal":{"name":"Industry Specific Strategy & Policy eJournal","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128324942","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

R&D Behavior of German Manufacturing Companies During the 2008/09 Recession 2008/09年经济衰退期间德国制造业企业的研发行为

Industry Specific Strategy & Policy eJournal Pub Date : 2014-01-01 DOI: 10.2139/ssrn.2388137

Alexander Friedrich Eickelpasch

{"title":"R&D Behavior of German Manufacturing Companies During the 2008/09 Recession","authors":"Alexander Friedrich Eickelpasch","doi":"10.2139/ssrn.2388137","DOIUrl":"https://doi.org/10.2139/ssrn.2388137","url":null,"abstract":"This paper investigates to what extent the R&D behavior of manufacturing companies was influenced by the 2008/09 crisis. Based on a broad official data set for German manufacturing companies, only a few companies that engaged in R&D during 2008 gave it up in the following year. Some companies even started R&D during crisis. R&D expenditures declined in 2009 compared to 2008, but expanded in 2010. The development of R&D expenditures was less volatile than sales. Probit analyses show that the occurrence of R&D in 2009 is very much determined by engagement in R&D in 2008 and that changes in demand are not relevant. However, fluctuation in demand proved to be relevant in the regressions computed where the intensity of R&D expenditures was the dependent variable. This result suggests that companies reacted counter cyclically in 2008/09, i.e. the reduction in R&D was smaller than the decline in demand, or the expansion of R&D expenditures was greater than the change in demand. Similar regressions for using R&D staff as the dependent variable did not find any influence of changes in demand. The results suggest that companies see R&D as a longer term task necessary to retain competitiveness.","PeriodicalId":348605,"journal":{"name":"Industry Specific Strategy & Policy eJournal","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125558266","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 4

The New Frontier for National Oil Companies 国家石油公司的新领域

Industry Specific Strategy & Policy eJournal Pub Date : 2014-01-01 DOI: 10.2139/SSRN.2380850

P. Markwell, J. Pettit, A. Swanson, Jim Thomas

{"title":"The New Frontier for National Oil Companies","authors":"P. Markwell, J. Pettit, A. Swanson, Jim Thomas","doi":"10.2139/SSRN.2380850","DOIUrl":"https://doi.org/10.2139/SSRN.2380850","url":null,"abstract":"Western countries abandoned the National Oil Company (NOC) model many years ago, but the rise of NOCs has shifted the balance of control over the world’s hydrocarbon resources. In the 1970s, NOCs controlled less than 10% of the world’s energy resources, but now they control more than 90% of reserves and 75% of production. This shift comes in concert with increased access to capital, expertise and technology, as NOCs build in-house capabilities that allow them to operate increasingly independently. NOCs have been increasing their ability to contract and manage operations through oilfield services companies. We see an evolution in roles and strategies for all oil and gas companies – including NOCs, international oil companies and independents. NOCs have seen their power and influence grow. Moreover, the demands on NOCs continue to evolve with changes in the global energy landscape – changes in demand, discovery of new sources, and national and geopolitical developments. As managers of their country's natural resources, NOCs have generally owned and managed their complete oil and gas supply chain from upstream to downstream activities, but now they are emerging as both potential partners and competitors on the international scene in search of upstream and downstream assets. While the rise of NOCs, accelerated by high oil prices, has seen the balance of control over hydrocarbon resources shift in their favor, we see an increasingly disparate range of political and economic roles, strategies, and performance. In this paper we discuss several important themes in terms of NOC strengths, weaknesses, opportunities and challenges.","PeriodicalId":348605,"journal":{"name":"Industry Specific Strategy & Policy eJournal","volume":"49 6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134205578","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 2

Learning from Peers: Knowledge Transfer and Sales Force Productivity Growth 向同行学习:知识转移和销售队伍生产力增长

Industry Specific Strategy & Policy eJournal Pub Date : 2013-11-02 DOI: 10.2139/ssrn.1874710

T. Chan, Jia Li, L. Pierce

{"title":"Learning from Peers: Knowledge Transfer and Sales Force Productivity Growth","authors":"T. Chan, Jia Li, L. Pierce","doi":"10.2139/ssrn.1874710","DOIUrl":"https://doi.org/10.2139/ssrn.1874710","url":null,"abstract":"We study how peers impact worker productivity growth among salespeople in the cosmetics department of a department store. We first exploit a shift assignment policy that creates exogenous variation in salespersons' peers each week to identify and quantify sources of worker learning. We find that peer-based learning is more important than learning-by-doing for individuals, and there is no evidence of forgetting. Working with high-ability peers substantially increases the long-term productivity growth of new salespeople. We then examine possible mechanisms behind peer-based learning by exploiting the multiple colocated firms in our setting that sell products with different task difficulties and compensate their sales forces using either team-based or individual-based compensation systems. The variation in incentives to compete and cooperate within and across firm boundaries, combined with variation in sales difficulty for different product classes, allows us to suggest two mechanisms behind peer-based learning: observing successful sales techniques of peers and direct teaching. Our paper advocates the importance of learning from one another in the workplace and suggests that individual peer-based learning is a foundation of both organizational learning curves and knowledge spillovers across firms.","PeriodicalId":348605,"journal":{"name":"Industry Specific Strategy & Policy eJournal","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124323462","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 106

'To Infinity and Beyond!' - A Genre-Specific Film Analysis of Movie Success Mechanisms “飞向无限!”——电影成功机制的特定类型电影分析

Industry Specific Strategy & Policy eJournal Pub Date : 2013-09-04 DOI: 10.2139/ssrn.2076540

Daniel Kaimann

引用次数: 3

Measuring Pattern, Amplitude and Timing Differences between Monetary and Non-Monetary Seasonal Factors of Tourism - The Case of Aruba 衡量旅游的货币性和非货币性季节因素的模式、幅度和时间差异——以阿鲁巴为例

Industry Specific Strategy & Policy eJournal Pub Date : 2013-08-08 DOI: 10.2139/ssrn.2307509

Jorge Ridderstaat, P. Nijkamp

{"title":"Measuring Pattern, Amplitude and Timing Differences between Monetary and Non-Monetary Seasonal Factors of Tourism - The Case of Aruba","authors":"Jorge Ridderstaat, P. Nijkamp","doi":"10.2139/ssrn.2307509","DOIUrl":"https://doi.org/10.2139/ssrn.2307509","url":null,"abstract":"Seasonality is a frequent and important occurrence in the tourism industry, with simultaneous effects on both the volume and financial flows of tourism. The seasonal characteristics of these monetary and non-monetary tourism indicators can show diverging paths. Lack of synchronization between the seasonal patterns of these two types of indicators of tourism development can produce suboptimal situations, with less than best choices when formulating and implementing anti-seasonal policies. The purpose of this study is to measure pattern, amplitude and timing differences between the seasonal factors of monetary and non-monetary indicators of tourism development in Aruba. The study contributes to the gap in the literature on the dynamics in the co-movement of these two types of seasonal factors, while concurrently incorporating three measurement dimensions of this relation. Moreover, the study introduces novel calculation techniques in two of the three measurement dim ensions. The methodology involves decomposing time series on both monetary and non-monetary variables using Census X12-ARIMA, with subsequent calculation of Pearson's correlation coefficients, median relative differences, and median timing differentials. The results show important quarterly differences in pattern, amplitude and timing of the seasonal factors, in terms of the applied timeframe, periodicity, variables and markets involved. The findings implicate the need for synchronizing strategies and a differentiated anti-seasonal policy.","PeriodicalId":348605,"journal":{"name":"Industry Specific Strategy & Policy eJournal","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134114377","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

Bank Risk-Taking, Managerial Overconfidence, and Punishment Threats 银行风险承担、管理层过度自信与惩罚威胁

Industry Specific Strategy & Policy eJournal Pub Date : 2013-07-24 DOI: 10.2139/ssrn.2297785

Richard J. Fairchild

{"title":"Bank Risk-Taking, Managerial Overconfidence, and Punishment Threats","authors":"Richard J. Fairchild","doi":"10.2139/ssrn.2297785","DOIUrl":"https://doi.org/10.2139/ssrn.2297785","url":null,"abstract":"It has been recognised that a major contributory factor to the current financial crisis has been the excessive risk-taking behaviour of the banking sector. The UK Banking Commission Report proposes, as a remedy, that bankers who take excessive risks that lead their banks into bail-out situations should be threatened with prison sentences. In this paper, we develop a game-theoretic analysis that considers the combined effect of punishment threats and managerial overconfidence on banks’ risk-taking activities. Our model demonstrates that punishment threats may not be as fully effective as policy-makers believe. We consider three managerial types: a) fully rational managers, who may be deterred by the punishment threat from taking ‘proper’ and appropriate risks (such as lending to innovative entrepreneurial start-ups and SMEs), b) highly overconfident managers who do not fully appreciate or understand the risks that they are taking, and hence ignore the punishment threat, and c) a group of medium overconfidence managers for whom the punishment threat is effective. Overall, our model suggests that an optimal level of punishment may exist that deters excessive, value-reducing risk-taking without deterring proper and appropriate risk-taking by banks.","PeriodicalId":348605,"journal":{"name":"Industry Specific Strategy & Policy eJournal","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125196870","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

The E&P Investment Guide (2013): A Private Capital Guide 《勘探开发投资指南(2013):私人资本指南》

Industry Specific Strategy & Policy eJournal Pub Date : 2013-06-01 DOI: 10.2139/SSRN.2262424

Kurt A. Barrow, B. Fryklund, J. Pettit

引用次数: 0