Kirk O'Hara, C. Merle Johnson, Terry A. Beehr, Organizational Behavior Management in the Private Sector: A Review of Empirical Research and Recommendations for Further Investigation, The Academy of Management Review, Vol. 10, No. 4 (Oct., 1985), pp. 848-864

The association between contractual arrangement and the marketing practices of export intermediaries and domestic supplies is examined. Based on data collected from a national sample of export management companies, the effect of structuring the export arrangement as a contractual, administrative, or conventional channel is analyzed. Prior research suggests that contractual form establishes the framework within which all the economic and sociopolitical interactions between the supplier and export middleman take place. Hypothesized relationship between export practices and channel structure are empirically tested, and the central role of structure in the operation of export channels is largely confirmed.

In a multivariate regression model relating individual returns to the market return, CAPM implies non-linear restrictions on the parameters. Several asymptotically valid tests of these restrictions have been suggested. The existing Monte Carlo evidence shows that some of these tests are unreliable for reasonable sample sizes, but does not indicate well which tests are reliable. This paper reports the results of an extensive Monte Carlo experiment. Shanken's CSR test and Jobson and Korkie's corrected likelihood ratio test are quite accurate in all cases we consider.

Changes in the Japanese financial system over the coming decade will play a significant role in the functioning of U.S. financial markets and, indeed, of the entire U.S. economy. From World War II through at least the mid–1970s, the United States was a major exporter of investment capital in the form of foreign direct and portfolio investment. More recently, low U.S. savings rates, recurring federal budget deficits, reduced sovereign lending by U.S. banks, and, possibly, high real returns on domestic investment have combined to make the United States a major importer of capital. At the same time, large trade surpluses and very high savings rates in Japan have more than offset increases in government borrowing to make Japan the world's principal capital exporter, a position it is likely to hold for some time. These are fundamental changes.

The role of incubator organizations, those organizations where entrepreneur work before starting their own firms, is examined. Using a sample of 161 new, growth-oriented firms, the relationships of the new companies to their incubator organizations are considered, as well as the characteristics of the incubator organizations. ¶The findings have implications for prospective entrepreneurs. Entrepreneurs in most industry categories do not change geographic location and, in most technical industries, usually start businesses related to what they did before. An individual's decision to join a particular organization results in a particular geographic location and in knowledge about a particular industry. The would-be founder located in an unpromising geographic area and getting experience in an industry offering few opportunities for company start-ups is unlikely to be able to start a growth-oriented technical firm, regardless of personal motivation. However, the prospective founder of a nontechnical firm appears to be less tied to the experience gained in an incubator organization. There are also implications for regional economic development. Because technically oriented start-ups are tied closely to the business of their incubator organizations and because most entrepreneurs don't move when starting, the possibilities for high-technology start-ups may be very limited in many geographic regions. There have been no studies, to date, on why some founders move when starting. Programs to attract entrepreneurs at the time of start-up may have promise, but, at least to date, there is not much evidence of entrepreneurs being mobile at this stage of their careers. Local and regional programs to attract branch facilities of larger corportions have a long history. The emphasis is usually upon attracting facilities that will offer the maximum number of blue-collar jobs. In contrast to this traditional approach, it might be beneficial to shift the emphasis to those facilities most likely to function as incubators. The greatest benefits might come from laboratories or divisions that would “seed” a region with people learning about promising technologies or industries. The role of universities in this process appears to be less direct than is often assumed. Based upon our sample, it appears that software and biotechnology/medical firms often have spun-off from universities or hospitals. However, in other industry categories, it is business firms that have primarily served as incubators. There are currently many experiments underway to create university-affiliated innovation centers or incubator centers intended to help aspiring entrepreneurs. Whether these will enable universities to function more effectively as incubators, spinning off students and faculty who start growth-oriented firms, remains to be seen.

The single machine sequencing problem is considered in which there are precedence constraints on the jobs. The objective is to minimize the sum of weighted completion times. A lower bound is obtained by successively performing a Lagrangean relaxation of appropriate constraints. Each Lagrange multiplier is chosen to provide the maximum increment to the lower bound subject to retaining the nonnegativity of the coefficients of the variables. When no further suitable constraints can be introduced into the Lagrangean function, the variables having zero cost coefficient are used to obtain a feasible sequence which provides an upper bound. The gap between the lower and upper bound is reduced by removing some constraints from the Lagrangean function and replacing them with others. This lower bounding procedure is used in a branch and bound algorithm. Computational results indicate that the algorithm can satisfactorily solve problems with up to 100 jobs.