Strategy

We consider organizations that optimally choose the level of adaptation to a changing environment when coordination among specialized tasks is a concern. Adaptive organizations provide employees with flexibility to tailor their tasks to local information. Coordination is maintained by limiting specialization and improving communication. Alternatively, by letting employees stick to some pre-agreed action plan, organizations can ensure coordination without communication, regardless of the extent of specialization.

We characterize supply chain settings in which perfect coordination can be achieved with simple wholesale pricing schemes: either retailer-specific constant unit wholesale prices or retailer-specific volume discount schemes. We confine ourselves to two-echelon supply chains with a single supplier servicing a network of retailers who compete with each other by selecting sales quantities.

In this paper, we provide an exact particle filtering and parameter learning algorithm. Our approach exactly samples from a particle approximation to the joint posterior distribution of both parameters and latent states, thus avoiding the use of and the degeneracies inherent to sequential importance sampling. Exact particle filtering algorithms for pure state filtering are also provided. We illustrate the efficiency of our approach by sequentially learning parameters and filtering states in two models.

How can an investor learn from poker experts David Slansky and Puggy Pearson? What does guppy mate selection tell us about stock market booms? Do Tupperware parties have anything to tell us about how we select stocks? These are just some of the questions Michael Mauboussin considers in More Than You Know.

Can one identify a "philosophy of regulation" that underlies the regulatory advocacy of the Fed under Chairman Greenspan? Although the Fed's advocacy on various matters may appear somewhat contradictory or, at least, philosophically heterodox, the Fed has behaved in a manner that is remarkably predictable, once one takes account of the political arena in which both regulatory and monetary policy are made. There is fairly straightforward logic to the Fed's regulatory advocacy.

When a boom ends, the downturn is generally sharp and short. When growth resumes, the boom is more gradual. Our explanation rests on learning about productivity. When agents believe productivity is high, they work, invest, and produce more. More production generates higher precision information. When the boom ends, precise estimates of the slowdown prompt decisive reactions: Investment and labor fall sharply. When growth resumes, low production yields noisy estimates of recovery. Noise impedes learning, slows recovery, and makes booms more gradual than downturns.

Records of over half a million participants in more than 600 401(k) plans indicate that participants tend to allocate their contributions evenly across the funds they use, with the tendency weakening with the number of funds used. The number of funds used, typically between three and four, is not sensitive to the number of funds offered by the plans, which ranges from 4 to 59. A participant?s propensity to allocate contributions to equity funds is not very sensitive to the fraction of equity funds among offered funds.

Recent empirical research documents that the strong short-term relationship between U.S. monetary aggregates on one side and inflation and real output on the other has mostly disappeared since the early 1980s. Using the direct estimate of flows of U.S. dollars abroad we find that domestic money (currency corrected for the foreign holdings of dollars) contains valuable information about future movements of U.S. inflation and real output.

This paper investigates the interaction between synergies and internal agency conflicts that emerges endogenously in multi-division firms. A divisional manager's entrenchment choice depends directly on the specificity of her division's assets, because the specificity governs whether entrenchment activities reduce the likelihood of her division being divested. The presence of synergies, by modifying the difference between the value of assets in their current use and in alternative uses, may alter the divisional manager's entrenchment incentive.