We examine the period over which banking authorities discussed, adopted, and implemented Basel III to understand whether, when, and how firms respond to proposed regulation. We find evidence to suggest that the affected banks not only lobbied rule makers against it, but these banks also made strategic financial reporting changes and altered their business models prior to rule makers finalizing the regulation.
Innovation is essential for every organization. Yet the relationship between boards and innovation remains unclear. We argue that boards not only monitor, but also provide resources, and innovations require both proper levels of resources (skills) from the board, and appropriate forms of control.
We consider two competing supply chains, each consisting of supplier, a manufacturer, and a retailer. The suppliers exert effort to improve product quality, and the retailers sell products competitively. Each manufacturer chooses one of the three strategies: forward integration, backward integration, or no vertical integration.
This paper studies an upstream supplier who quotes prices for a key component to multiple sellers that compete for an end-buyer's indivisible contract. At most one of the supplier's quotes may result in downstream contracting and hence produce revenue for her.
We consider a decentralized supply chain consisting of a retailer and a supplier that serves forward-looking consumers in two periods. In each period, the supplier and the retailer dynamically set the wholesale and retail price to maximize their own profits. The consumers are heterogeneous in their evaluations of the product and are strategic in deciding whether and when to buy the product, choosing the option that maximizes their utility, including waiting for a price markdown.
Abstract In this study, we address an important issue largely ignored in existing diffusion research—the simultaneous diffusion of related (here, complementary) products across multiple interacting countries. In doing so, we...
Elevated levels of government debt raise concerns about their effects on long-term growth prospects. Using the cross section of US stock returns, we show that (i) high-R&D firms are more exposed to government debt and pay higher expected returns than low-R&D firms; and (ii) higher levels of the debt-to-GDP ratio predict higher risk premia for high-R&D firms.
Based on five studies with a total of 993 married, heterosexual male participants, we found that marriage structure has important implications for attitudes, beliefs, and behaviors related to gender among heterosexual married men in the workplace.
We discuss seven methodological improvements that would stimulate important advancements in management research. We refer to these improvements as ‘wishes’ that we hope will materialize within the next decade.
We examine the social perception of emotional intelligence (EI) through the use of observer ratings. Individuals frequently judge others’ emotional abilities in real-world settings, yet we know little about the properties of such ratings.
Exploiting a 2004 reduction in a unique capital gains withholding tax for foreign investors in U.S. publicly traded REITs, this paper explores both the sensitivity of real estate investors to changes in their own taxes and the reaction of real estate managers to changes in their investors' taxes. We find that both foreign investors and REIT managers responded to the tax change.
In this paper we argue that task design affects rule breaking in the workplace. Specifically, we propose that task variety activates deliberative (Type 2) processes as opposed to automatic/intuitive (Type 1) processes, which, in turn, helps prevent individuals from breaking rules in order to serve their own hedonic self-interest.
The ongoing fragmentation of work has resulted in a narrowing of tasks into smaller pieces that can be sent outside the organization and, in many instances, around the world. This trend is shifting the boundaries of organizations and leading to increased outsourcing.
Across the globe, every workday people commute an average of 38 minutes each way, yet surprisingly little research has examined the implications of this daily routine for work-related outcomes. Integrating theories of boundary work, self-control, and work-family conflict, we propose that the commute to work serves as a liminal role transition between home and work roles, prompting employees to engage in boundary management strategies.
Purpose ‐ The purpose of this paper is to propose a conceptual framework ‐ the 4V model ‐ for better understanding how global brands create firm value. Organized around the global brand value chain, the 4V model includes four sets of value-creating activities: first, valued brands; second, value sources; third, value delivery; and fourth, valued outcomes. Design/methodology/approach ‐ The approach is conceptual with illustrative examples.
CRM refers to processes that involve interaction with end-users or customers. The increased emphasis on CRM today stems from changes in the business environment, availability of large amounts of data and advances in information technology. Outsourcing of customer relationship management (CRM) processes is rapidly becoming a competitive imperative for firms. However, there is little evidence on why the performance implications of outsourcing CRM processes differ so much across firms.
This paper documents macroeconomic forecasting during the global financial crisis by two key central banks: the European Central Bank and the Federal Reserve Bank of New York.
We propose a general GARCH framework that allows one to predict volatility using returns sampled at a higher frequency than the prediction horizon.
Prior studies attribute analysts' forecast superiority over time-series forecasting models to their access to a large set of firm, industry, and macroeconomic information (an information advantage), which they use to update their forecasts on a daily, weekly or monthly basis (a timing advantage).
Organizations can create volume flexibility-the ability to increase capacity up or down to meet demand for a single service-through the use of flexible labor resources (e.g., part-time and temporary workers, as compared to full-time workers).