Estimating the stochastic discount factor without a utility function

Using the Pricing Equation in a panel-data framework, we construct a novel consistent estimator of the stochastic discount factor (SDF) which relies on the fact that its logarithm is the serial-correlation ìcommon featureîin every asset return of the economy. Our estimator is a simple function of asset returns, does not depend on any parametric function representing preferences, is suitable for testing di§erent preference speciÖcations or investigating intertemporal substitution puzzles, and can be a basis to construct an estimator of the risk-free rate. For post-war data, our estimator is close to unity most of the time, yielding an average annual real discount rate of 2.46%. In formal testing, we cannot reject standard preference speciÖcations used in the literature and estimates of the relative risk-aversion coe¢ cient are between 1 and 2, and statistically equal to unity. Using our SDF estimator, we found little signs of the equity-premium puzzle for the U.S.

Operations strategy in perspective: the means for achieving superior performance

Manufacturing strategy has been widely studied and it is increasingly gaining attention. It has a fundamental role that is to translate the business strategy to the operations by developing the capabilities that are needed by the company in order to accomplish the desired performance. More precisely, manufacturing strategy comprises the decisions that managers take during a certain period of time in order to achieve a desire result. These decisions are related to which operational practices and resources are implemented. Our goal was to identify the relationship between these two decisions with operational performance. We based our arguments on the resource-based view for identifying sources of competitive advantage. Hence, we argued that operational practices and resources affect positively the operational performances. Additionally, we proposed that in the presence of some resources the implementation of operational practices would lead to a greater performance. We used previous scales for measuring operational practices and performance, and developed new constructs for resources. The data used is part of the High Performance Manufacturing project and the sample is composed by 291 plants. Through confirmatory factor analysis and multiple regressions we found that operational practices to a certain extant are positively related to operational performance. More specifically, the results show that JIT and customer orientation practices have a positive relationship with quality, delivery, flexibility, and cost performances. Moreover, we found that resources like technology and people explain a great variance of operational performance.

Arrecadação recorrente, ciclo econômico e on-off operations

Instituto Brasileiro de Economia

Dynamic hedging with stocastic differential utility

In this paper we study the dynamic hedging problem using three different utility specifications: stochastic differential utility, terminal wealth utility, and we propose a particular utility transformation connecting both previous approaches. In all cases, we assume Markovian prices. Stochastic differential utility, SDU, impacts the pure hedging demand ambiguously, but decreases the pure speculative demand, because risk aversion increases. We also show that consumption decision is, in some sense, independent of hedging decision. With terminal wealth utility, we derive a general and compact hedging formula, which nests as special all cases studied in Duffie and Jackson (1990). We then show how to obtain their formulas. With the third approach we find a compact formula for hedging, which makes the second-type utility framework a particular case, and show that the pure hedging demand is not impacted by this specification. In addition, with CRRA- and CARA-type utilities, the risk aversion increases and, consequently the pure speculative demand decreases. If futures price are martingales, then the transformation plays no role in determining the hedging allocation. We also derive the relevant Bellman equation for each case, using semigroup techniques.

Collateral or utility penalties ?

In a two-period economy with incomplete markets and possibility of default we consider the two classical ways to enforce the honor of financial commitments: by using utility penalties and by using collateral requirements that borrowers have to fulfill. Firstly, we prove that any equilibrium in an economy with collateral requirements is also equilibrium in a non-collateralized economy where each agent is penalized (rewarded) in his utility if his delivery rate is lower (greater) than the payment rate of the financial market. Secondly, we prove the converse: any equilibrium in an economy with utility penalties is also equilibrium in a collateralized economy. For this to be true the payoff function and initial endowments of the agents must be modified in a quite natural way. Finally, we prove that the equilibrium in the economy with collateral requirements attains the same welfare as in the new economy with utility penalties.

Cultural strategies: how do national cultures impact the operations strategy?

Through the assessment of the fourth round of the High Performance Manufacturing (HPM) project and the introduction of Hofstede’s Cultural Classification, the present work aims to deepen the comprehension of the impact of National Cultures on firms’ Operations Strategy. The ANOVA comparisons of four Operations Strategy elements in countries with different industrialization and development backgrounds (e.g. Germany, China, Brazil and South Korea) suggest that while Integrating Leadership and Implementation of Manufacturing Strategy are affected by the cultural levels of Power Distance, Individualism vs. Collectivism and Uncertainty Avoidance, the other two elements of Operations Strategy, Functional Integration and Formal Manufacturing Strategy, show effects of the degree of Individualism vs. Collectivism and Long-Term Orientation. The results of the study are expected to offer new perspectives on the planning and implementation of strategic and operations management for both practitioners and academics. More specifically, the analysis of cross-cultural influence over operations strategy may contribute to a better understanding of how cooperative behavior may lead firms to generate higher rents through the strengths and weaknesses of their relations, particularly in terms of global supply chains.

Structuring a startup's operations in an emerging market

The present work analyzes the establishment of a startup’s operations and the structuring all of the processes required to start up the business, launch the platform and keep it working. The thesis’ main focus can therefore be described as designing and structuring a startup’s operations in an emerging market before and during its global launch. Such business project aims to provide a successful case regarding the creation of a business and its launch into an emerging market, by illustrating a practical example on how to structure the business’ operations within a limited time frame. Moreover, this work will also perform a complete economic analysis of Brazil, thorough analyses of the industries the company is related to, as well as a competitive analysis of the market the venture operates in. Furthermore, an assessment of the venture’s business model and of its first six-month performance will also be included. The thesis’ ultimate goal lies in evaluating the company’s potential of success in the next few years, by highlighting its strengths and criticalities. On top of providing the company’s management with brilliant findings and forecasts about its own business, the present work will represent a reference and a practical roadmap for any entrepreneur willing to establish his operations in Brazil.

Humanitarian operations in Brazil: a review of natural disasters in the last decade

This research used documentary analysis to identify the main natural disasters in Brazil in the last decade (2003 to 2013). Results provided evidence that operations and impacts differ in sudden-onset and slow-onset disasters and that Government is the main player in the Humanitarian Operations in Brazi