Government Interventions in Agricultural InsuranceWord文档格式.docx

Government Interventions in Agricultural InsuranceWord文档格式.docx

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Workforceagilityiscommonlydescribedasastrategythatfacilitatesprofitabilityinrapidlychanging,anduncertainproductionenvironments.Agilityshouldbedistinguishedfromtheshortertermconceptofflexibility,whichrelatestodailyoperationalissues.Alackofworkforceagilityhasbeenreportedasoneofthemainreasonsthatsomeenterpriseshavedifficultykeepingpacewithmarketsandtechnologicalchanges.Muchoftheworkforceagilityresearchisattheconceptuallevel,andwherethereisadearthofquantitativemodelingandanalysis.

Theessenceofpromotingworkforceagilityunderstochasticallydiffusedconditionsistomaintainworkforceintensity（workforcecapacityperunitofproduction）atarelativestablelevel.Wethereforemodelthedecisionproblemforworkforceplanningasaseriesofsequentialinvestmentsinworkforcecapacityduringtheproductlifecycle.Arealoptionsvaluationtechniqueisusedtooptimizethedesignofworkforceagilityformaximumexpectedreturninastochasticallydiffusedenvironment.Theanalysisdemonstratesthatarealoptionsapproachcanbeanimportantcontributortowardsagility,andtheimportanceismagnifiedathigherlevelsofdemandvolatility.Bymeasuringimprovedagilityrelativetootherstrategies,wedemonstratetheadvantagesoftheRO-basedagility,suchastheasymmetricattitudestowardsriskexposureandprofitability,andtherobustnesstohighuncertainty.WeillustratethattheRO-basedworkforceagilityinheritstheriskmanagementcapabilityofoptions,andthusitreducessubstantiallythesensitivityofproductionqualitytomarketrisks,allowingmanufacturerstorapidlyandeconomicallyadapttotheunexpectedchangesinthemarket.

ArticleOutline

1.Introduction

1.1.Backgroundandmotivation

1.2.Methodologyandobjectives

2.Previousliterature

2.1.Workforceagility

2.2.Realoptions

3.Modelformulation

3.1.Astochasticallydiffusedenvironment

3.2.Modelofworkforceagilityasacapacityoption

3.3.Economicmodelingofworkforceagility

3.4.Realoptionsvaluationofworkforceagility

4.Analysis

4.1.Systemsetting

4.2.Studydesignsandresults

5.Conclusions

Appendix

References

Theopportunityforsmallholderstoraisetheirincomesincreasinglydependsontheirabilitytocompeteinthemarket;

yettherearemanyfailuresinruralmarketsindevelopingcountriesthatmakeitdifficultforthemtodothis.Understandinghowcollectiveactioncanhelpaddresstheinefficiencies,coordinationproblemsorbarrierstomarketaccessisparticularlyimportant.Thispaperdrawsonthecasestudiesinthisspecialissueandonotherliteraturetoexaminetheconceptualissuesandempiricalevidenceontheroleofcollectiveactioninstitutionsinimprovingmarketaccessfortheruralpoor.Applyinginsightsfromstudiesofcollectiveactioninnaturalresourcemanagement,thepaperexamineswhatconditionsfacilitateeffectiveproducerorganizationsforsmallholders’marketaccess,withspecialattentiontothecharacteristicsofusergroups,institutionalarrangements,typesofproducts（staples,perishablesandothercommodities）,markets（local,domesticandinternational）,andexternalenvironment.Thepaperalsoidentifiespoliciesandinterventionsthatfacilitatecollectiveactionformarketaccessamongsmallholders,andexamineswhetherthepublicsector,privatesectorand/orcivilsocietyisbestpositionedtoprovidesuchinterventions.

Smallholdersandmarkets

Changesintheglobalagriculturaleconomy

Thecaseforfarmerorganizations

Collectiveactiontoimprovemarketingsystems

Fillingthegapsinimperfectmarkets

Improvingmarketingsystems

Whatmattersforcollectiveactioninmarketingactivities

Groupcharacteristics

Institutionalarrangements

Typesofproductsandmarkets

Externalenvironment

Farmerorganizations:

whohelpsandwhopays?

Roleofoutsiders

Stateversusmarketroles

Conclusions:

whatwehavelearned

Acknowledgements

AgriculturalsectoranalysisongreenhousegasmitigationinUSagricultureandforestry 

AgriculturalSystems

Encouragingstrategicbehaviourwhilemaintainingmanagementcontrol:

Multi-functionalprojectteams,budgets,andthenegotiationofsharedaccountabilitiesincontemporaryenterprises 

ManagementAccountingResearch

Recentwork[e.g.Simons,R.,1995.LeversofControl:

HowManagersuseInnovativeControlSystemstoDriveStrategicRenewal.HarvardBusinessSchoolPress;

Simons,R.,1999.PerformanceMeasurementandControlSystemsforImplementingStrategy.Prentice-Hall,EnglewoodCliffs,NJ]suggeststhattraditionalmanagementcontrolsystemssuchasbudgetarycontrolsarebei