The success of the Bordeaux Mont-de-Piété, 1801–1913
This article analyses the success of the Bordeaux Mont-de-Piété between 1801 and 1913. This success was related to several factors. While the legislative environment was already advantageous (monopoly status for pawnbroking), the establishment prospered courtesy of the social and economic environment. There was indeed high social demand for financial aid linked to the individual needs of a population that found itself in a situation of virtual exclusion. The establishment also benefited from high repayment rates, which limited additional costs, regularly found ways to refinance its operations and took advantage of there being no people's banking system.
L'épreuve de l'argent : banques, banquiers, clients
Une enquete sur ce que sont les banques de detail aujourd'hui, et egalement sur comment elles sont percues par leurs clients a travers des entretiens avec des emprunteurs.
Complexity, Network-Decisions And Alternative Risk Premia: Some New Theories Of Structural Change And Portfolio Decisions.
Structural Change is the basis for many decisions such as government fiscal and monetary policies, government interventions, corporate-expenditure decisions, corporate strategic decisions, portfolio management decisions in finance; household allocation decisions, etc.. Structural change in industries and national economies is increasingly more difficult to detect partly because of the growth and dominance of Complex Systems and “Networks” in modern industries and economies – such Networks and Complex Systems include GVCs (global value chains), retail store networks; franchising networks; internet networks; services networks; credit-chains in industries; online social networks; etc.. The relationship between Complexity and Structural Change is well established in the physics, applied math and economic dynamics literatures. Traditional definitions and modeling of structural change have erroneously focused on changes in labor, technological progress, market share, and or capital – which are grossly inadequate in the new economy and post- global financial crisis (as confirmed by changes in the global retailing and housing industries and other industries). Also the modeling of structural change seems to be constrained by the availability of data, and often omits the relationship between structural change on one hand, and globalization, financial stability and international financial contagion. This article: i) introduces the Operations Strategy Model of structural change, explains how it differs from the Lewis Model of Structural Change; and explains the often omitted relationship between operations strategy (of companies and government agencies) and structural change; ii) introduces other new Complexity-based models/theories of Structural Change in industries; iii) reviews the relationships among Operations Research, Complexity and Structural Change; iv) explains the symbiotic relationship between structural change on one hand, and economic growth, financial stability, financial contagion and globalization; v) discusses the significant gap between academic research and practice and explains some issues and factors that should be considered in the development and testing of structural change models; vi) explains how alternative risk premia can be generated from new models of Structural Change.