The decision to trust

Surveys have shown that 80% of Americans don't trust corporate executives and--worse--that roughly half of all managers don't trust their own leaders. Mergers, downsizing, and globalization have accelerated the pace of change in organizations, creating a crisis of trust that didn't exist a generation ago. Leaders who understand how trust is built can actively influence its development, resulting in a more supportive and productive work environment and, not incidentally, a competitive advantage in the war for talent. Building on research in social psychology, and on his 15 years of experience consulting on trust, the author has developed a model for predicting whether trust or distrust will be chosen in a given situation. It helps managers analyze ten factors at play in the decision-making process. Hundreds of top executives have used it to diagnose and address the root causes of distrust in their work relationships. Some of the factors in the model relate to the decision maker: How tolerant of risk, how well-adjusted, and how relatively powerful is he or she? Others relate to the specific situation: How closely aligned are the interests of the parties concerned? Does the person who is asking to be trusted demonstrate competence? Predictability and integrity? Frequent and honest communication? Sue, a relatively new VP of sales, used the trust model to manage her relationship with Joe, an employee nearing retirement who was not performing well in a new sales role. Fearing for his job, Joe wasn't initially inclined to trust her. Sue took concrete steps to communicate openly with Joe, explore other options for him, and show concern for his well-being. When joe was transferred, he let his former colleagues know how pleased he was with Sue's handling of the situation. As a result, the level of trust increased in Sue's department, even though it was experiencing major change.     

Using IRS data to identify income shifting to foreign affiliates

Review of Accounting Studies - Income shifting is a significant source of tax planning for U.S. corporations. We use confidential Internal Revenue Service (IRS) data to develop a firm-year measure...     

When to trust your gut

Many top executives say they routinely make big decisions without relying on any logical analysis. Instead, they call upon their "intuition," "gut instinct," "hunches," or "inner voice"--but they can't describe the process much more than that. What exactly is gut instinct? In this article, author Alden Hayashi interviews top executives from companies such as America Online and Johnson and Johnson to find out how they make decisions. Hayashi also presents the research of leading scientists who suggest that our emotions and feelings might not only be important in our intuitive ability to make good decisions but may actually be essential. Specifically, one theory contends that our emotions help us filter various options quickly, even if we're not consciously aware of the screening. Other research suggests that professional judgment can often be reduced to patterns and rules; indeed, truly inspired decisions seem to require an ability to see similar patterns across disparate fields. A CEO who possesses that ability can craft a perfect strategy by detecting patterns that others either overlook or mistake for random noise. But various traits of human nature can easily cloud our intuitive decision making. One potential pitfall is our tendency to see patterns where none exist. Thus, continual self-checking and feedback are crucial, and some organizations have made these processes part of their corporate culture.     

严格监管有助于恢复信心--本刊再访美国证券交易所主席索丹诺

一年以前,美国证券交易所主席兼首席执行官、全美证券交易商协会副主席萨尔维托·索丹诺第一次来中国参加"北京国际高新技术博览会"时,记者曾经就如何保护中小投资者利益采访过他.5月22日下午,针对目前资本市场上的一些热点问题,记者再次对来京参加"世界贸易组织与中国资本论坛"的索丹诺进行了专访.     

The importance of IRS monitoring to debt pricing in private firms

We examine the link between Internal Revenue Service (IRS) monitoring and yield spreads on private firms’ 144A bond issues. After controlling for security-specific and other firm-specific determinants, we provide evidence that debt financing is cheaper when the probability of a face-to-face IRS audit is higher. Consistent with another prediction, we find that IRS oversight has a stronger impact on bond pricing for private firms with high ownership concentration, which suffer worse agency problems between controlling shareholders and outside investors. Collectively, our research implies that IRS monitoring plays a valuable corporate governance role by reducing information asymmetry evident in borrowing costs.     

Validation of factors relevant to the exemption of accounting courses in MBA programs

Most MBA programs allow students to exempt required core courses like accounting. The exemption decision usually depends on prior accounting course work taken. This study analyzes the performance of students with prior accounting backgrounds in a MBA core course in accounting in order to identify and validate factors that could be used in an exemption policy. Fourteen factors related to aptitude, prior academic performance, prior accounting experience, and work experience were correlated with academic performance. A reduced set of five variables was then included in a step-wise regression. Prior accounting course work, quantitative GMAT score, and grade point average in undergraduate accounting courses emerged as factors that significantly impact grade performance. A set of logit models containing these three factors classified each student by course grade. The three-factor model significantly improved the classification accuracy of students when compared to simplistic models using solely undergraduate accounting course work.     

城市商业银行如何选择金融业务系统集成商

一、引言我国加入WTO后，随着银行经营体制改革的深化和外资银行的介入，国内各金融机构面临着前所未有的发展机遇与挑战。信息技术的飞速发展，使任何规模的金融机构都可以在短时间内采用先进技术建立最好的计算机系统以取得市场优势。信息技术是现代金融机构快速发展的“发动     

A perspective on regulatory paradigms: The case of IRS and Sarbanes-Oxley approaches to executive compensation-related regulation

In this paper we explore two regulatory paradigms, with an emphasis on the regulation of executive compensation. An example of the traditional rule-based paradigm is Internal Revenue Code Section 162(m) in which a tax-deductible cap was passed into law to limit executive compensation. We demonstrate that this approach yielded mixed results. While stronger pay/performance sensitivity has been documented, Section 162(m) appears to have actually exacerbated the level of executive compensation. We contrast the rules-based paradigm with an alternative paradigm illustrated by the Sarbanes-Oxley Act in which the US Congress introduced a series of corporate governance initiatives into federal securities law. The transformation of the mode of regulatory intervention as reflected by SOX is shown to be fully consistent with recent changes in the generally accepted conceptual framework for financial reporting.     

An asymmetrical approach to understanding consumer characteristics in banking trust during the COVID-19 pandemic in Italy

This study aims to examine how perceived banking management, the perception of the context in which the banking system operates, and other consumer characteristics have interacted to create different recipes of banking trust during the second wave which began in October 2020 of the COVID-19 pandemic in Italy. To scrutinize this configurational reasoning, fuzzy set qualitative comparative analysis (fsQCA) was implemented. Using a sample of 1319 Italian respondents, this study suggests that high financial literacy combined with an optimistic attitude during the pandemic are key factors for achieving high banking trust. Furthermore, the results suggest that high perceived conspiracy is linked to low banking trust. These findings can help managers design differentiated strategies to attract depositors and invite the Italian government to double its efforts in restoring the people’s optimism.     

Mediating role of trust in the impact of perceived empathy and customer orientation on intention to continue relationship in Indian banks

Journal of Financial Services Marketing - Despite the relevance of empathy in banking services, very few studies in literature have investigated the multidimensional nature of both cognitive and...     

Learning ahead of time: how evaluation of foresight may add to increased trust,organizational learning and future oriented policy and strategy

Evaluation of futures research (foresight) consists of three elements: quality, success, and impact of a study. Futures research ought to be methodologically and professionally sound, should to a certain extent be accurate, and should have a degree of impact on strategic decision making and policy-making. However, in the case of futures studies, the one does not automatically lead to the other. Quality of method does not ensure success, just as quality and success do not guarantee impact. This article explores the new paths for understanding evaluating of futures studies that are provided by the various articles in this special issue and sets out an agenda for next steps with regard to evaluation of futures research. The more structural and systematic evaluation can result in an increased level of trust in futures research, which may in turn lead to more future oriented strategy, policy and decision making. Therefore, evaluation should be seen as more than a burden of accountability – albeit important as accountability is – but as an investment in the credibility and impact of the profession. It may set in motion a cycle of mutual learning that will not only improve the capacity of futures-researchers but will also enhance the capacity and likeliness of decision-makers to apply insight from futures research.