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For fossil fuel power plants to be built in the future, carbon capture and storage (CCS) technologies offer the potential for significant reductions in carbon dioxide (CO\u003Cjats:sub>2\u003C\u002Fjats:sub>) emissions. We examine the break-even value for CCS adoptions, that is, the critical value in the charge for CO\u003Cjats:sub>2\u003C\u002Fjats:sub> emissions that would justify investment in CCS capabilities. Our analysis takes explicitly into account that the supply of electricity at the wholesale level (generation) is organized competitively in some U.S. jurisdictions, whereas in others a regulated utility provides integrated generation and distribution services. For either market structure, we find that emissions charges near $30 per tonne of CO\u003Cjats:sub>2\u003C\u002Fjats:sub> would be the break-even value for adopting CCS capabilities at new coal-fired power plants. The corresponding break-even values for natural gas plants are substantially higher, near $60 per tonne. Our break-even estimates serve as a basis for projecting the change in electricity prices once carbon emissions become costly. CCS capabilities effectively put an upper bound on the increase in electricity prices resulting from carbon regulations, and we estimate this bound to be near 30% at the retail level for both coal and natural gas plants. In contrast to the competitive power supply scenario, however, these price increases materialize only gradually for a regulated utility. The delay in price adjustments reflects that for regulated firms the basis for setting product prices is historical cost, rather than current cost. \u003C\u002Fjats:p>\u003Cjats:p> This paper was accepted by Gérard P. 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The objective is to determine the stocking policy which minimizes average system cost per unit time over the infinite time horizon. Necessary properties of an optimal policy are derived, and optimal solutions for the one-retailer and N identical retailer problems are given. Heuristic solutions for the general problem are suggested, tested against analytical lower bounds and, on the basis of these tests, found to be near optimal. \u003C\u002Fjats:p>",{"EN":1017},"A Simple Continuous Review Deterministic One-Warehouse \u003Ci>N\u003C\u002Fi>-Retailer Inventory Problem",{"VOID":126},{"VOID":1020},"10.1287\u002Fmnsc.19.5.555",[133],"https:\u002F\u002Fpubsonline.informs.org\u002Fdoi\u002F10.1287\u002Fmnsc.19.5.555",[1024],{"id":1025,"sortIndex":25,"researcher":24,"roles":1026,"affiliations":1027,"properties":1036,"displayName":1038,"givenName":24,"familyName":24},"a8b46b20-851f-446f-be4e-7e132a460e14",[],[1028],{"id":1029,"sortIndex":25,"affiliation":1030,"properties":24},"b2e8fbab-f8d8-441f-8ed1-015800a92f5e",{"id":1029,"createTime":24,"updateTime":24,"relativeEntities":1031,"slug":24,"properties":1032,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":1035,"statistic":24},[],{"title":1033},{"VI":1034},"Dartmouth College, \n                  ",[],{"title":1037,"openalex":1039},{"EN":1038},"Leroy B. 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For the case in which the information about the quality of the supplier's product is not revealed to the manufacturer (i.e., the case of information asymmetry), we develop a menu of contracts that can be used to mitigate the impact of information asymmetry. 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Procurement in supply chains when the end-product exhibits the weakest link property.  (2003) . Working paper, The Wharton School, University of Pennsylvania, Philadelphia",{"doi":1270},"10.2139\u002Fssrn.2077640",{"id":24,"text":1272,"url":24,"identifiers":1273},"10.1287\u002Fmnsc.1050.0408",{"doi":1272},{"id":24,"text":1275,"url":24,"identifiers":1276},"10.1086\u002F262053",{"doi":1275},{"id":24,"text":1278,"url":24,"identifiers":1279},"Barkholz D., 2007, Automotive News, 81, 43",{},{"id":24,"text":1281,"url":24,"identifiers":1282},"10.1016\u002FS0927-0507(03)11006-7",{"doi":1281},{"id":24,"text":1284,"url":24,"identifiers":1285},"10.1007\u002F978-1-4020-7953-5_2",{"doi":1284},{"id":24,"text":1287,"url":24,"identifiers":1288},"10.1287\u002Fmnsc.47.7.881.9802",{"doi":1287},{"id":24,"text":1290,"url":24,"identifiers":1291},"Hopp Spearman., 2001, Factory Physics",{},{"id":24,"text":1293,"url":24,"identifiers":1294},"Jarrell G., 1985, J. Political Econom., 43, 467",{},{"id":24,"text":1296,"url":24,"identifiers":1297},"Kisiel R., 2007, Automotive News, 81, 70",{},{"id":24,"text":1299,"url":24,"identifiers":1300},"10.1515\u002F9780691215747",{"doi":1299},{"id":24,"text":1302,"url":24,"identifiers":1303},"10.1515\u002F9781400829453",{"doi":1302},{"id":24,"text":1305,"url":24,"identifiers":1306},"10.1287\u002Fmnsc.47.5.709.10479",{"doi":1305},{"id":24,"text":1308,"url":24,"identifiers":1309},"Nahmias S., 2000, Production and Operations Analysis, 4",{},{"id":24,"text":1311,"url":24,"identifiers":1312},"Nystedt D., 2007, PCWorld",{},{"id":24,"text":1314,"url":24,"identifiers":1315},"10.1287\u002Fmnsc.41.10.1581",{"doi":1314},{"id":24,"text":1317,"url":24,"identifiers":1318},"10.1016\u002F0377-2217(94)00270-M",{"doi":1317},{"id":24,"text":1320,"url":24,"identifiers":1321},"10.1023\u002FB:REIO.0000040514.22968.e1",{"doi":1320},{"id":24,"text":1323,"url":24,"identifiers":1324},"10.1111\u002F1467-6451.00171",{"doi":1323},{"id":24,"text":1326,"url":24,"identifiers":1327},"Sherefkin R., 2002, Automotive News, 62, 8",{},{"id":24,"text":1329,"url":24,"identifiers":1330},"Sherefkin R., 2003, Automotive News, 77, 17",{},{"id":24,"text":1332,"url":24,"identifiers":1333},"Stamatis D. H., 2004, Failure Mode and Effect Analysis: FMEA from Theory to Execution",{},{"id":24,"text":1335,"url":24,"identifiers":1336},"White G., 1999, Wall Street Journal, B1",{},{"id":24,"text":1338,"url":24,"identifiers":1339},"10.1287\u002Fmnsc.1060.0634",{"doi":1338},{"id":1341,"createTime":1342,"updateTime":1343,"relativeEntities":1344,"slug":1345,"properties":1346,"entityType":129,"verifyStatus":130,"verifyTime":1342,"verifyNote":131,"languages":1363,"translateLanguages":1364,"viewCount":25,"primaryUrl":1366,"fullTextUrl":24,"authors":1367,"publicationType":185,"publisherRelationship":1387,"citationCount":1444,"citationInfo":1445,"publishDate":1449,"publishYear":1446,"citationAnalyzeStatus":23,"lastCitationAnalyze":1343,"indexDatabases":1450,"openAccess":24,"references":1451,"isForceReanalyzing":263},"cf9c3e12-4a5b-47a7-802b-957dd3ee41df","2024-10-12T05:09:07.404+00:00","2025-07-17T16:35:21.262+00:00",[],"Money-Back-Guarantees-Helping-the-Low-Quality-Retailer",{"mag":1347,"gsPaper":1349,"keywords":1351,"openalex":1353,"abstract":1355,"title":1358,"doi":1361},{"VOID":1348},"2117355159",{"VOID":1350},"[\"9448444370428036426\"]",{"VI":1352},"",{"VOID":1354},"W2117355159",{"VI":1356,"EN":1357},"\u003Cjats:p>Tài liệu hiện có, dựa trên lý thuyết tín hiệu, đề xuất rằng các cam kết hoàn tiền (MBGs) sẽ được các công ty chất lượng cao sử dụng, trong đó chất lượng cao được định nghĩa là khả năng trả lại sản phẩm thấp. Tuy nhiên, trong thế giới ngày nay, các cam kết hoàn tiền rất phổ biến trong số các nhà bán lẻ lớn, ngay cả khi khả năng trả lại sản phẩm dao động rất lớn giữa họ. Để hiểu hiện tượng này, chúng tôi khám phá một môi trường cạnh tranh giữa các nhà bán lẻ chất lượng cao và chất lượng thấp, nơi mà người tiêu dùng hoàn toàn được thông tin và không có rủi ro, và các nhà bán lẻ nhận ra giá trị thu hồi cho các sản phẩm đã được trả lại. Khi các cam kết hoàn tiền có lãi, dưới nhu cầu liên tục, đây là trạng thái cân bằng Nash cho cả hai nhà bán lẻ để cung cấp các cam kết hoàn tiền, và nhà bán lẻ chất lượng thấp đạt lợi nhuận trong khi nhà bán lẻ chất lượng cao mất lợi nhuận so với khi không cung cấp các cam kết hoàn tiền. Ngược lại, nếu nhu cầu không liên tục, các nhà bán lẻ có thể hoạt động độc quyền trên các phân khúc thị trường tương ứng của họ, cho phép cả hai nhà bán lẻ đều có lợi từ các cam kết hoàn tiền, mặc dù nhà bán lẻ chất lượng thấp vẫn thu được nhiều lợi ích hơn.\u003C\u002Fjats:p>\u003Cjats:p>Bài báo này đã được chấp nhận bởi J. Miguel Villas-Boas, chuyên ngành marketing.\u003C\u002Fjats:p>","\u003Cjats:p> Existing literature, based on signaling theory, suggests that money-back guarantees (MBGs) will be utilized by high-quality firms, where high quality is defined as a low likelihood of product return. However, in today's world, MBGs are ubiquitous among major retailers, even when the likelihood of product return varies greatly between them. To understand this phenomenon, we explore a competitive environment between high- and low-quality retailers where consumers are fully informed and risk neutral, and retailers realize a salvage value for returned products. When MBGs are profitable, under continuous demand it is Nash equilibrium for both retailers to offer MBGs, and the low-quality retailer gains while the high-quality retailer loses relative to when MBGs are not offered. In contrast, if demand is lumpy, retailers can act monopolistically over their respective market segments, allowing both retailers to gain from MBGs, although the low-quality retailer still gains more. \u003C\u002Fjats:p>\u003Cjats:p> This paper was accepted by J. Miguel Villas-Boas, marketing. \u003C\u002Fjats:p>",{"EN":1359,"VI":1360},"Money-Back Guarantees: Helping the Low-Quality Retailer","Cam kết hoàn tiền: Giúp đỡ nhà bán lẻ chất lượng thấp",{"VOID":1362},"10.1287\u002Fmnsc.1110.1497",[133],[1365],"VI","https:\u002F\u002Fpubsonline.informs.org\u002Fdoi\u002F10.1287\u002Fmnsc.1110.1497",[1368],{"id":1369,"sortIndex":25,"researcher":24,"roles":1370,"affiliations":1371,"properties":1380,"displayName":1382,"givenName":24,"familyName":24},"a2e99a4b-9a5b-458b-bf39-b67d8b55ffc5",[],[1372],{"id":1373,"sortIndex":25,"affiliation":1374,"properties":24},"6c0dcbfb-1f9b-4b5b-85a4-c7ef5455b051",{"id":1373,"createTime":24,"updateTime":24,"relativeEntities":1375,"slug":24,"properties":1376,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":1379,"statistic":24},[],{"title":1377},{"EN":1378},"School of Business, Instituto Tecnológico Autónomo de México (ITAM), 01080 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M., 1999, Catalog Age, 16, 1",{},{"id":24,"text":1459,"url":24,"identifiers":1460},"10.1287\u002Fmnsc.1060.0522",{"doi":1459},{"id":24,"text":1462,"url":24,"identifiers":1463},"10.1016\u002FS0022-4359(02)00065-9",{"doi":1462},{"id":24,"text":1465,"url":24,"identifiers":1466},"10.1287\u002Fmksc.7.2.141",{"doi":1465},{"id":24,"text":1468,"url":24,"identifiers":1469},"10.1287\u002Fmksc.14.4.442",{"doi":1468},{"id":24,"text":1471,"url":24,"identifiers":1472},"10.1016\u002Fj.ijpe.2004.09.003",{"doi":1471},{"id":24,"text":1474,"url":24,"identifiers":1475},"10.1002\u002Fj.2158-1592.2009.tb00098.x",{"doi":1474},{"id":24,"text":1477,"url":24,"identifiers":1478},"Vande Vate J., 2005, Frontline Solutions Magazine",{},{"id":1480,"createTime":1481,"updateTime":1482,"relativeEntities":1483,"slug":1484,"properties":1485,"entityType":129,"verifyStatus":130,"verifyTime":1481,"verifyNote":131,"languages":1500,"translateLanguages":1501,"viewCount":25,"primaryUrl":1502,"fullTextUrl":24,"authors":1503,"publicationType":185,"publisherRelationship":1521,"citationCount":1577,"citationInfo":1578,"publishDate":1594,"publishYear":1579,"citationAnalyzeStatus":23,"lastCitationAnalyze":24,"indexDatabases":1595,"openAccess":24,"references":1596,"isForceReanalyzing":263},"f25e7461-7f67-4881-bfd6-21b9a7b176b8","2024-09-20T03:45:21.889+00:00","2025-02-26T02:54:28.486+00:00",[],"Central-Problems-in-the-Management-of-Innovation",{"openalex":1486,"mag":1488,"abstract":1490,"title":1493,"keywords":1496,"doi":1498},{"VOID":1487},"W2097139268",{"VOID":1489},"2097139268",{"EN":1491,"VI":1492},"\u003Cjats:p> Innovation is defined as the development and implementation of new ideas by people who over time engage in transactions with others within an institutional order. This definition focuses on four basic factors (new ideas, people, transactions, and institutional context). An understanding of how these factors are related leads to four basic problems confronting most general managers: (1) a human problem of managing attention, (2) a process problem in managing new ideas into good currency, (3) a structural problem of managing part-whole relationships, and (4) a strategic problem of institutional leadership. This paper discusses these four basic problems and concludes by suggesting how they fit together into an overall framework to guide longitudinal study of the management of innovation. \u003C\u002Fjats:p>","\u003Cjats:p> Đổi mới được định nghĩa là sự phát triển và thực hiện các ý tưởng mới bởi những người trong quá trình tương tác với những người khác trong một trật tự thể chế theo thời gian. Định nghĩa này tập trung vào bốn yếu tố cơ bản (ý tưởng mới, con người, giao dịch và bối cảnh thể chế). Sự hiểu biết về cách mà các yếu tố này liên quan đến nhau dẫn đến bốn vấn đề cơ bản đối mặt với hầu hết các nhà quản lý chung: (1) vấn đề con người trong việc quản lý sự chú ý, (2) vấn đề quy trình trong việc quản lý các ý tưởng mới thành giá trị tốt, (3) vấn đề cấu trúc trong việc quản lý mối quan hệ phần-tổng, và (4) vấn đề chiến lược trong lãnh đạo thể chế. Bài viết này thảo luận về bốn vấn đề cơ bản này và kết luận bằng cách gợi ý cách chúng liên kết với nhau trong một khuôn khổ tổng thể để hướng dẫn nghiên cứu dọc về quản lý đổi mới. \u003C\u002Fjats:p>",{"EN":1494,"VI":1495},"Central Problems in the Management of Innovation","Các Vấn Đề Trung Tâm Trong Quản Lý Đổi Mới",{"VI":1497},"quản lý đổi mới, ý tưởng mới, giao dịch, bối cảnh thể chế, lãnh đạo thể chế",{"VOID":1499},"10.1287\u002Fmnsc.32.5.590",[133],[1365],"https:\u002F\u002Fpubsonline.informs.org\u002Fdoi\u002F10.1287\u002Fmnsc.32.5.590",[1504],{"id":1505,"sortIndex":25,"researcher":24,"roles":1506,"affiliations":1507,"properties":1516,"displayName":1518,"givenName":24,"familyName":24},"75ee4cfb-ce5e-4ed6-bb45-a69811e2d377",[],[1508],{"id":1509,"sortIndex":25,"affiliation":1510,"properties":24},"75d81e67-eb4a-45ee-957e-3a2b97faa14b",{"id":1509,"createTime":24,"updateTime":24,"relativeEntities":1511,"slug":24,"properties":1512,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":1515,"statistic":24},[],{"title":1513},{"EN":1514},"School of Management, The University of Minnesota, Minneapolis, Minnesota 55455#TAB#",[],{"title":1517,"openalex":1519},{"EN":1518},"Andrew H. 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