Viability Theory and Economic Modeling

A brief introduction into the theory of differential inclusions, viability theory and selections of set valued mappings is presented. As an application the implicit scheme of the Leontief dynamic input-output model is considered.

A Dynamic Input-Output Model with Renewable Resources

The paper studies a generalisation of the dynamic Leontief input-output model. The standard dynamic Leontief model will be extended with the balance equation of renewable resources. The renewable stocks will increase regenerating and decrease exploiting primary natural resources. In this study the controllability of this extended model is examined by taking the consumption as the control parameter. Assuming balanced growth for both consumption and production, we investigate the exhaustion of renewable resources in dependence on the balanced growth rate and on the rate of natural regeneration. In doing so, classic results from control theory and on eigenvalue problems in linear algebra are applied.

A Dynamic Input-Output Model with Renewable Resources

The paper studies a generalisation of the dynamic Leontief input-output model. The standard dynamic Leontief model will be extended with the balance equation of renewable resources. The renewable stocks will increase regenerating and decrease exploiting primary natural resources. In this study the controllability of this extended model is examined by taking the consumption as the control parameter. Assuming balanced growth for both consumption and production, we investigate the exhaustion of renewable resources in dependence on the balanced growth rate and on the rate of natural regeneration. In doing so, classic results from control theory and on eigenvalue problems in linear algebra are applied.

Individual decision-making by top executives as a valuable resource for strategic management – A resource-based view and dynamic capability approach

Strategy is highly important for organisational success and the achievement of competitive advantage. Strategy is dynamic and it depends on accurate individual decision-making from medium and high-level managers and executives. Since managers always formulate strategy, its formulation depends mostly on their assertive decisions. Making good decisions is a complex task, even more in today’s business world where a large quantity of information and a dynamic environment forces people to decide without having complete information. As Shafir, Simonson, & Tversky (1993) point out, "the making of decisions, both big and small, is often difficult because of uncertainty and conflict". In this paper the author will explain a basic theoretical framework about top manager's individual decision-making, showing how complex the process of making high-impact decisions is; then, he will compare this theory with one of the most important streams in strategic management, the Resource-Based View (RBV) of the firm. Finally, within the context of individual decision-making and the RBV stream, the author will show how individual decision makers in top management positions constitute a valuable, rare, non-imitable and non-substitutable resource that provides sustained competitive advantage.