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Description
I began this thesis because I was confused about economics. I wondered why there were so many different models. I didn't understand how they fit together. I was also confused by the assumptions being made. For instance, the assumption that humans are rational utility-maximizers did not seem to agree with my own experiences. With my director Dr. Edward Schlee's help, my thesis has become an inquiry into the state of economic methodology, both in theory and in practice. The questions that drive this paper are: How do economists choose between theories? What is the purpose of economic theory? What is the role of empirical data in assessing models? What role do assumptions play in theory evaluation, and should assumptions make sense? Part I: Methodology is the theoretical portion of the paper. I summarize the essential arguments of the two main schools of thought in economic methodology, and argue for an updated methodology. In Part II: A case study: The expected utility hypothesis, I examine methodology in practice by assessing a handful of studies that seek to test the expected utility hypothesis. Interestingly, I find that there is a different between what economists say they are doing, and what they actually seem to be doing. Throughout this paper, I restrict my analysis to microeconomic theory, simply because this is the area with which I am more familiar. I intend this paper to be a guide for my fellow students and rising economists, as well as for already practicing economists. I hope it helps the reader better understand methodology and improve her own practice.
ContributorsKang, Dominique (Author) / Schlee, Edward (Thesis director) / Schoellman, Todd (Committee member) / Boerner, Rochus (Committee member) / Barrett, The Honors College (Contributor)
Created2013-05
Description
A fundamental question in the field of strategic management is how companies achieve sustainable competitive advantage. The Market-Oriented Theory (MOT), the Resource-Based Model and their complementary perspective try to answer this fundamental question. The primary goal of this study is to lay the groundwork for Standardized Strategic Assessment Framework (SSAF). The SSAF, which consists of a set of six models, aids in the evaluation and assessment of current and future strategic positioning of Small and Medium Enterprises (SMEs). The SSAF was visualized by IDEF0, a systems engineering tool. In addition, a secondary goal is the development of models to explain relationships between a company's resources, capabilities, and competitive strategy within the SSAF. Six models are considered within the SSAF, including R&D; activities model, product innovation model, process innovation model, operational excellence model, and export performance model. Only one of them, R&D; activities model was explained in-debt and developed a model by transformational system. In the R&D; activities model, the following question drives the investigation. Do company R&D; inputs (tangible, intangible and human resources) affect R&D; activities (basic research, applied research, and experimental development)? Based on this research question, eight hypotheses were extrapolated regarding R&D; activities model. In order to analyze these hypotheses, survey questions were developed for the R&D; model. A survey was sent to academic staff and industry experts for a survey instrument validation. Based on the survey instrument validation, content validity has been established and questions, format, and scales have been improved for future research application.
ContributorsDemir, Mustafa (Author) / Waissi, Gary (Thesis advisor) / Humble, Jane (Committee member) / Polesky, Gerald (Committee member) / Arizona State University (Publisher)
Created2012