Issue 1

Birger Wernerfelt
Attempts to economize on decision-making time imply that groups of peers may delegate authority to a small committee of managers even though this means that the information and preferences of the uninvolved players are neglected. Decisions are more likely to be delegated to players with better information and more representative preferences. The possibility of ex post protests may force managers to take the preferences of others into account but may also give them incentives to ignore their private information. The argument may explain employees' willingness to let bosses decide, and thus throw some light on the theory of the firm.

Thomas Hellmann
This paper examines the process of how entrepreneurs assemble resources. In the model, the entrepreneur's challenge is to convince two complementary resource providers to commit their resources to a new venture. Before committing their resources, one of them needs to perform a costly evaluation. The entrepreneur has a problem with getting sufficient attention, because each provider has an incentive to wait and free-ride on the other's evaluation. For some parameters the entrepreneur solicits both partners with equal intensity (“knocking on every door”); for others, the entrepreneur always solicits the same partner (“pestering”). For many but not all parameter ranges, the process of assembling resources takes too much time relative to what is socially efficient. The model thus explores what factors facilitate or hinder the creation of new firms.

Sadao Nagaoka
We evaluate statistically how the R&D management of a firm affects its research quality. Controlling for technology areas, a firm having short citation lag relative to the prior patent literature has a significantly high patent quality in terms of patent citation and the number of claims per patent, suggesting that the speed of R&D mattes. Such an effect is more significant in IT than in biotechnology & pharmaceuticals. A firm having high citations to the science literature has also a high patent quality, indicating the importance of the capability to use scientific knowledge. Such an effect is significant both in biotechnology & pharmaceuticals and in IT.

Toshiaki Lizuka
This paper examines the decision to introduce new products by durable goods producers. Conventional wisdom suggests that durable goods producers introduce new products to kill off used products. However, used units may not compete with new units if initial price can capture the present value of all future transactions. Using new data from the textbook market, I find that publishers revise editions more frequently when competition from used textbooks increases. This suggests the presence of planned obsolescence. However, the time since the previous revision also significantly affects revision decisions, indicating that publishers' frequent revision cannot be attributed to planned obsolescence alone.