Bulletin de la Cour impériale de Paris / publié sous le patronage de M. le premier président, de M. le procureur général et de M. le bâtonnier de l'Ordre des avocats ; [sous la direction de Victor Bournat]

1869 (A6).

Prices versus exams as strategic instruments for competing universities

In this paper we investigate the optimal choice of prices and/or exams by universities in the presence of credit constraints. We first compare the optimal behavior of a public, welfare maximizing, monopoly and a private, profit maximizing, monopoly. Then we model competition between a public and a private institution and investigate the new role of exams/prices in this environment. We find that, under certain circumstances, the public university may have an interest to raise tuition fees from minimum levels if it cares for global welfare. This will be the case provided that (i) the private institution has higher quality and uses only prices to select applicants, or (ii) the private institution has lower quality and uses also exams to select students. When this is the case, there are efficiency grounds for raising public prices

Classification of textures seen from different distances and under varying illumination direction

Changes in the angle of illumination incident upon a 3D surface texture can significantly alter its appearance, implying variations in the image texture. These texture variations produce displacements of class members in the feature space, increasing the failure rates of texture classifiers. To avoid this problem, a model-based texture recognition system which classifies textures seen from different distances and under different illumination directions is presented in this paper. The system works on the basis of a surface model obtained by means of 4-source colour photometric stereo, used to generate 2D image textures under different illumination directions. The recognition system combines coocurrence matrices for feature extraction with a Nearest Neighbour classifier. Moreover, the recognition allows one to guess the approximate direction of the illumination used to capture the test image

Comovement of stock price risk in strategic alliance — Case: mobile internet

The focus of this study has been comovement of stock price risk level between two companies as they form strategic alliance. Thus the main reason has been to shed more light to possible increased risk level that the stockholder confronts when a company he owns forms a strategic alliance with another company. This study has centralized to interfirm cooperation between mobile and internet companies, which have furthered the development of mobile internet. The study has been divided into theoretical and empirical part. In theoretical part the main concepts riskiness of a stock (volatility), comovement and strategic alliance have been run through. In empirical part seven strategic alliances formed by mobile internet companies have been examined. Based on this, strategic alliance seems to increase comovement of stock price risk in some degree. This comovement seems to be stronger when core businesses or operating environments of cooperating companies differ more from each other.

Bulletin des sciences agricoles et économiques : quatrième section du Bulletin universel des sciences et de l'industrie / publié sous la direction de M. le baron de Férussac,...

1826 (T5).

Bulletin des sciences agricoles et économiques : quatrième section du Bulletin universel des sciences et de l'industrie / publié sous la direction de M. le baron de Férussac,...

1824 (T2).

Bulletin des sciences agricoles et économiques : quatrième section du Bulletin universel des sciences et de l'industrie / publié sous la direction de M. le baron de Férussac,...

Variante(s) de titre : Bulletin universel des sciences et de l'industrie. 4e section, Sciences agricoles et économiques

Bulletin des sciences agricoles et économiques : quatrième section du Bulletin universel des sciences et de l'industrie / publié sous la direction de M. le baron de Férussac,...

1826 (T6).

Bulletin des sciences agricoles et économiques : quatrième section du Bulletin universel des sciences et de l'industrie / publié sous la direction de M. le baron de Férussac,...

1825 (T3).

Bulletin des sciences agricoles et économiques : quatrième section du Bulletin universel des sciences et de l'industrie / publié sous la direction de M. le baron de Férussac,...

1825 (T4).

Bulletin des sciences agricoles et économiques : quatrième section du Bulletin universel des sciences et de l'industrie / publié sous la direction de M. le baron de Férussac,...

1827 (T7).

Bulletin des sciences agricoles et économiques : quatrième section du Bulletin universel des sciences et de l'industrie / publié sous la direction de M. le baron de Férussac,...

1827 (T8).

Bulletin des sciences agricoles et économiques : quatrième section du Bulletin universel des sciences et de l'industrie / publié sous la direction de M. le baron de Férussac,...

1824 (T1).

Strategic groups and performance: an empirical analysis of strategic groups in the wind energy industry in Europe

The strategic group theory provides an intermediate level of analysis between a single company and the whole industry for identifying issues about the company's competitive position and strategic choices. Strategic groups are companies within an industry with similar strategic characteristics or competing on similar bases. Strategic choices are aligned with the firms’ resources. The purpose of this study was to identify the strategic groups in the wind energy industry in Europe, and study, whether a certain group membership results in financial performance differences. Altogether 80 European wind energy companies were included in the study, which were clustered into four strategic groups according to their age and growth rate. Each group corresponds to a different strategy. The results show that the wind energy companies can be clustered according to the chosen strategic characteristics. Strategic decisions were investigated with characteristic variables. Performance variables were used in the analysis measuring profitability, liquidity and solvency of the groups. These strategic choices of the companies did not have a significant influence on the firms’ performance. The more mature and slower growing group proved to be the most successful. However, the differences between groups were generally not statistically significant. The only statistically significant difference found was in the solvency ratio between Mature Slow and Young Rapid groups. Measured with these variables, more mature and slower growing companies performed better. Therefore, a certain strategic group membership results in performance differences.