Increasing manufacturing flexibility is a key strategy for efficiently improving market responsiveness in the face of uncertain future product demand. Process flexibility results from being able to build different types of products in the same plant or production facility at the same time. In Part I of this paper, we develop several principles on the benefits of process flexibility. These principles are that 1) limited flexibility (i.e., each plant builds only a few products), configured in the right way, yields most of the benefits of total flexibility (i.e., each plant builds all products) and 2) limited flexibility has the greatest benefits when configured to chain products and plants together to the greatest extent possible. In Part II, we provide analytic support and justification for these principles. Based on a planning model for assigning production to plants, we demonstrate that, for realistic assumptions on demand uncertainty, limited flexibility configurations (i.e., how products are assigned to plants) have sales benefits that are approximately equivalent to those for total flexibility. Furthermore, from this analysis we develop a simple measure for the flexibility in a given product-plant configuration. Such a measure is desirable because of the complexity of computing expected sales for a given configuration. The measure is ∏(M*), the maximal probability over all groupings or sets of products (M) that there will be unfilled demand for a set of products while simultaneously there is excess capacity at plants building other products. This measure is easily computed and can be used to guide the search for good limited flexibility configurations.

On November 17, 1988, the board of directors of Nestlé AG decided to allow foreign investors to hold Nestlé registered stock, reversing a longstanding practice. This decision had a tremendous impact on the prices of the firm's three classes of common stock, as well as on the prices of several other corporations traded on the Zürich stock exchange. These price changes can be explained by the hypothesis that demand curves slope down.

This study investigates the liquidity effects of reverse stock splits using bid-ask spread, trading volume, and the number of nontrading days as proxies for the liquidity of the stock. Results indicate a decrease in bid-ask spread and an increase in trading volume after reverse splits. More importantly, the number of nontrading days significantly declines following reverse splits. For the control group, however, no such changes are observed. These results suggest that reverse splits enhance the liquidity of the stock.

According to endogenous growth theory, permanent changes in certain policy variables have permanent effects on the rate of economic growth. Empirically, however, U. S. growth rates exhibit no large persistent changes. Therefore, the determinants of long-run growth highlighted by a specific growth model must similarly exhibit no large persistent changes, or the persistent movement in these variables must be offsetting. Otherwise, the growth model is inconsistent with time series evidence. This paper argues that many AK-style models and R&D-based models of endogenous growth are rejected by this criterion. The rejection of the R&D-based models is particularly strong.

Abstract Total Quality Management (TQM) has become, according to one source, ‘as pervasive a part of business thinking as quarterly financial results,’ and yet TQM's role as a strategic resource remains virtually unexamined in strategic management research. Drawing on the resource approach and other theoretical perspectives, this article examines TQM as a potential source of sustainable competitive advantage, reviews existing empirical evidence, and reports findings from a new empirical study of TQM's performance consequences. The findings suggest that most features generally associated with TQM—such as quality training, process improvement, and benchmarking—do not generally produce advantage, but that certain tacit, behavioral, imperfectly imitable features—such as open culture, employee empowerment, and executive commitment—can produce advantage. The author concludes that these tacit resources, and not TQM tools and techniques, drive TQM success, and that organizations that acquire them can outperform competitors with or without the accompanying TQM ideology.

Regressions of multiple-period changes in the log exchange rate on the deviation of the log exchange rate from its "fundamental value," display evidence that long-horizon changes in log nominal exchange rates contain an economically significant predictable component. To account for small-sample bias and size distortion in asymptotic tests, inference is drawn from bootstrap distributions generated under the null hypothesis that the log exchange rate is unpredictable. The bias-adjusted slope coefficients and R^2's increase with the forecast horizon, and the out-of-sample point predictions generally outperform the driftless random walk at the longer horizons.

[This paper considers how time pressure and knowledge separately and jointly affect tax researchers' ability to locate relevant authority. Tax professionals and graduate tax students participated in a computer interactive experiment in which subjects selected relevant key words relating to a partnership tax issue. The results indicate that declarative and procedural knowledge enhance tax researchers' ability to select relevant key words in a time-restricted task. The most significant finding is that subjects with procedural knowledge responded more positively to time pressure than did subjects without such knowledge, thereby demonstrating an interaction between time pressure and knowledge.]