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This paper proposes a simultaneous-equation approach to the estimation of the contribution of transport infrastructure accumulation to regional growth. We model explicitly the political-economy process driving infrastructure investments; in doing so, we eliminate a potential source of bias in production-function estimates and generate testable hypotheses on the forces that shape infrastructure policy. Our empirical findings on a panel of France's regions over 1985-92 suggest that electoral concerns and influence activities were, indeed, significant determinants of the cross-regional allocation of transportation infrastructure investments. By contrast, we find little evidence of concern for the maximization of economic returns to infrastructure spending, even after controlling for pork-barrel.

With permission of Elsevier

Over the last decade, sector-specific regulation has been used to promote competition in European network industries. Given that competition is still rudimentary in some sectors, this process is still not finished. As a result, Member States have continued to remove regulatory barriers in network industries. This paper discusses the experiences from the energy, telecommunications and transport sectors by focussing on the role of European competition policy. We review a number of important case decisions in merger control, anti-trust and state aid control and discuss their implications for market opening. We conclude that a more holistic approach is needed in order to increase the effectiveness of competition policy instruments, i.e. a closer co-ordination of competition instruments, in particular state aid and anti-trust/merger policy.

© Verein für Socialpolitik und Blackwell Publishing Ltd. 2006

Purpose - This case study sets out to draw a detailed picture of the business relationships between Gildemeister Lathes Ltd and its two competing in-suppliers, Siemens and Heidenhain. Design/methodology/approach - On the basis of a profound analysis of the relationship context and by identifying the drivers of commitment the reader should identify some starting-points to develop a sales strategy in order to keep and raise Siemens' share of the business with Gildemeister. Findings - The case study enables the discussion of customer value-drivers within a relationship context and puts an emphasis on the assessment of a multi-stage marketing-approach focusing on different units within a complex customer organisation and taking into account the "customer's customer" -perspective. Originality/value - This paper provides a detailed case study of Gildemeister Lathes Ltd, Siemens, and Heidenhain.

With permission of Emerald

There are relatively few empirical studies on the workings of a cartel. The primary reason for this is that cartels are often illegal and therefore data are difficult to obtain. Even though antitrust agencies sometimes compile detailed information on cartels, strict confidentiality rules often keep data from academic research. A notable exception is the seminal work by Robert H. Porter (1983), which investigates price wars in a railroad cartel operating in the United States in the late nineteenth century.' More recently, David Genesove and Wallace P. Mullin (1998) use data from 1892 to 1914 of the American sugar industry, where the American Sugar Refining Company controlled (through acquisition) 95 percent of the U.S. sugar market by 1895. Finally, the so-called Lysine cartel, an industry producing feed additive used to ensure the proper growth of livestock, has provided more information on the workings of cartels' international settings (see James M. Griffin, 2001).

Copyright © 2006 by the American Economic Association.

This key note address examines the future of strategic management theory and practice. Specifically, the speech proposes that six "strategic leadership" tasks will take priority: dual strategies; putting vision and mission ahead of strategy; fit between market opportunity, leadership purpose and firm resources; strategy as the hinge between the changing external world and internal company resources; competition between entire business system; and delegation of strategy making to managers below corporate and business unit levels.

With permission of Elsevier

In general, as part of the ongoing discussion about the importance of business partnerships in industrial markets, specifically the paper seeks to comment on the Hunt et al. paper in this issue.

With permission of Emerald

An increased focus on operational performance and the reliance on fewer suppliers by industrial customers call for a higher quality of buyer-seller relationships. This article elaborates on economic explanations for value generated partnerships and describes the distinctive qualities of partnerships as something more than ordinary customer relationships. Particular attention is paid to the managerial implications and pitfalls awaiting companies when pursuing a partnership approach and a definition of vertical partnerships is provided.

With permission of Elsevier