How does customer motivational orientation affect satisfaction?

This study examines the link between customer motivational orientation and customer satisfaction in the Chinese context. The customer motivational orientation–satisfaction model was tested on 349 Chinese bank customers in Macao, China. Results of structural equation modelling indicated that task-oriented and interaction-oriented customers were not equally responsive to the financial services provided. Specifically, task motivational orientation was directly and indirectly related to customer satisfaction through customer perceived service quality, whereas interaction motivational orientation only linked to customer satisfaction through customer perceived service quality as a mediator. The theoretical and practical implications of the findings are discussed.     

How much should portfolios shrink?

This paper develops a portfolio model that penalizes the deviation from a reference portfolio. The proposed model renders a robust portfolio that performs superior under parameter uncertainty. Penalizing the deviation also improves the performance of existing shrinkage portfolio models that are suboptimal due to model parameter uncertainty. The equal-weight portfolio turns out to be a better reference portfolio than the currently holding portfolio even in the presence of transaction costs. A data-driven method for determining the degree of penalization is offered. Comprehensive simulation and empirical studies suggest that the proposed model significantly outperforms various existing models.     

How much should inflation targeters care about the exchange rate?

A DSGE model is used to examine whether including the exchange rate in the central bank’s policy rule can improve economic performance. Smoothing the exchange rate helps both financially-robust economies and financially-vulnerable emerging economies in handling risk premium shocks and, given a small weight placed on the exchange rate, the effects on inflation and output volatility are minimal with demand and cost-push shocks. Financially-vulnerable economies are especially likely to benefit from exchange rate smoothing due to perverse movements of the exchange rate they experience when hit by demand shocks and being more prone to risk premium shocks.     

How should firms selectively hedge? Resolving the selective hedging puzzle

We provide a model of intertemporal hedging consistent with selective hedging, a widespread practice corroborated by recent empirical studies. We argue that the optimal hedge is a value hedge involving total current value of future earnings. More importantly, the hedging decision is independent of risk preferences of the firm or agent. Our closed-form solutions imply several implications for the risk management policy in a firm. In order to lock in profits a hedge increase is recommended in favorable states of nature, while in bad states the firm should decrease the hedge and wait. Our main new empirical implication is that selective hedging should be more prevalent in industries where managers are exposed to convex cash flow structures and are more likely to “value hedge” their exposures.     

Why should anyone be led by you?

We all know that leaders need vision and energy, but after an exhaustive review of the most influential theories on leadership--as well as workshops with thousands of leaders and aspiring leaders--the authors learned that great leaders also share four unexpected qualities. The first quality of exceptional leaders is that they selectively reveal their weaknesses (weaknesses, not fatal flaws). Doing so lets employees see that they are approachable. It builds an atmosphere of trust and helps galvanize commitment. The second quality of inspirational leaders is their heavy reliance on intuition to gauge the appropriate timing and course of their actions. Such leaders are good "situation sensors"--they can sense what's going on without having things spelled out for them. Managing employees with "tough empathy" is the third quality of exceptional leadership. Tough empathy means giving people what they need, not what they want. Leaders must empathize passionately and realistically with employees, care intensely about the work they do, and be straightforward with them. The fourth quality of top-notch leaders is that they capitalize on their differences. They use what's unique about themselves to create a social distance and to signal separateness, which in turn motivates employees to perform better. All four qualities are necessary for inspirational leadership, but they cannot be used mechanically; they must be mixed and matched to meet the demands of particular situations. Most important, however, is that the qualities encourage authenticity among leaders. To be a true leader, the authors advise, "Be yourself--more--with skill."     

How frequently should listed companies report results?

On August 17, 2018, President Trump announced that he had asked the Securities and Exchange Commission (SEC) to study whether U.S. listed companies should file interim financial statements at half-year intervals instead of on a quarterly basis. This essay examines the question underlying the President's concern: how frequently should public companies file interim statements? A review of accounting standards, regulations, and research reveals that there is (i) no agreed-upon best practice for reporting frequency, (ii) compelling evidence that analyst earnings estimates arising from interim reporting give rise to executive angst, and (iii) some evidence that lengthening reporting intervals will harm investors. The short-term implication of this essay is that readers of this journal should participate in SEC deliberation on this issue. The long-term implication is that we need to encourage accounting scholars from various disciplines to try to answer the President's question.     

Are you picking the right leaders?

When it comes time to hire or promote, top executives routinely overvalue certain skills and traits while overlooking others. Intuitively, for example, they might seek out team players, people who shine operationally, dynamic public speakers, or those who are demonstrably hungry for greater responsibility. But some attributes that seem like good indicators of leadership potential are, paradoxically, just the reverse. Team players and those who excel operationally often make better seconds in command. Many a great public speaker lacks the subtle one-on-one persuasive powers that a top leader needs. And shows of raw ambition may be more an indicator of ego than of leadership talent. Unfortunately, few organizations have the right procedures in place to produce complete and accurate pictures of their top prospects. Assessments are often based on hearsay, gossip, and casual observation. Many companies spend too much effort trying to develop leaders and not enough effort trying to identify them. A new evaluation process will help you avoid that trap. Candidates are assessed by a group of people who have observed their behavior directly over time and in different circumstances. Using a carefully crafted series of questions, the group can probe a wide range of leadership criteria, including such "soft" attributes as personal integrity, that are difficult to assess. Without such information, senior management will remain vulnerable to misidentifying leadership talent, and the wrong people will continue to make their way up the corporate ladder.     

How much of the diversification discount can be explained by poor corporate governance?

We investigate whether the diversification discount occurs partly as an artifact of poor corporate governance. In panel data models, we find that the discount narrows by 16% to 21% when we add governance variables as regression controls. We also estimate Heckman selection models that account for the endogeneity of diversification and dynamic panel generalized method of moments models that account for the endogeneity of both diversification and governance. We find that the diversification discount persists even with these controls for endogeneity. However, in selection models the discount disappears entirely when we introduce governance variables in the second stage, and in dynamic panel GMM models the discount narrows by 37% when we include governance variables.     

How should we estimate value-relevance models? Insights from European data

We study the consequences of unobserved heterogeneity when employing different econometric methods in the estimation of two major value-relevance models: the Price Regression Model (PRM) and the Return Regression Model (RRM). Leveraging a large panel data set of European listed companies, we first demonstrate that robust Hausman tests and Breusch-Pagan Lagrange Multiplier tests are of fundamental importance to choose correctly among a fixed-effects model, a random-effects model, or a pooled OLS model. Second, we provide evidence that replacing firm fixed-effects with country and industry fixed-effects can lead to large differences in the magnitude of the key coefficients, with serious consequences for the interpretation of the effect of changes in earnings and book values per share on firm value. Finally, we offer recommendations to applied researchers aiming to improve the robustness of their econometric strategy.     

How to choose the return model for market risk? Getting towards a right magnitude of stressed VaR

Value at Risk (VaR) and stressed value at Risk (SVaR) or expected shortfall are important risk measures widely used in the financial services industry for risk management and market risk capital computation. Fundamental to any (S)VaR model is the choice of the return type model for each risk factor. Because the resulting SVaR numbers are highly sensitive to the chosen return type model it is important to make a prudent choice on the return type modelling. We propose to estimate the return type model from historic data without making an a priori model assumption on the return model. We explain the fundamentals of return type modelling and how it impacts the magnitude of SVaR. We further show how to obtain a global return type model from a set of similar return type models by using geometric calculus. Numerical simulations and illustrations are provided. In this paper, we consider interest rate data, but the proposed methodology is general and can be applied to any other asset class such as inflation, credit spread, equity or fx.     

What causes home asset bias and how should it be measured?

Many explanations of home asset bias involve intuitions that should affect the data inputs used by investors in optimizing portfolios: (1) transaction costs affecting expected returns, (2) perceived riskiness of foreign assets affecting standard deviations, and (3) omitted assets affecting correlations. Only the first area has been examined empirically. We examine the empirical feasibility of the second and third explanations, as well as whether combining explanations can fully account for home asset bias. We find that no single set of adjustments can explain home asset bias by itself. Combining adjustments is promising but the implied correlation structure among asset returns is puzzling.     

How arbitrage-free is the Nelson-Siegel model?

We test whether the Nelson and Siegel (1987) yield curve model is arbitrage-free. Theoretically, the Nelson-Siegel model does not ensure the absence of arbitrage opportunities, as shown by Bjork and Christensen (1999) and Filipovic (1999). Still, central banks and wealth managers rely heavily on it. Using zero-coupon yield curve data from the US market, we find that the no-arbitrage parameters are not statistically different from those obtained from the Nelson-Siegel model. We therefore conclude that the Nelson-Siegel yield curve model is compatible with the no-arbitrage constraints on the US market. To corroborate this result, we also show that the Nelson-Siegel model performs as well as its no-arbitrage counterpart in an out-of-sample forecasting experiment.     

Does the market overweight imprecise information? Evidence from customer earnings announcements

We examine how supplier-firm shareholders respond to the earnings announcements of their major customers to test the moderated confidence hypothesis, which predicts overreaction to imprecise signals. In our setting, the moderated confidence hypothesis predicts that supplier shareholders will overreact to customer earnings news because that news contains imprecise information about the suppliers’ future cash flows. We find evidence that supplier earnings announcement abnormal returns are negatively correlated with supplier abnormal returns at the earlier customers’ earnings announcements, consistent with supplier overreaction. We also find evidence that the overreaction declines with the strength of the economic ties between the supplier and the customer.     

Capturing the straw in the wind: do short sellers trade on customer information?

Review of Quantitative Finance and Accounting - This study investigates whether short sellers trade the stocks of suppliers on customer information. Using the daily short-selling data derived from...     

How to lengthen,deepen and broaden customer–firm relationships with online financial services?

This study aims to examine the influence of online relationship marketing on consolidating online customer–firm relationships. Through developing an empirical model, this research explores the links between online relationship bonds (financial, social and structural bond), online relationship satisfaction and commitment, and online relationship length, depth and breadth with the online financial services. Data from 686 online customers of a security corporation indicates that online relationship bonds influence online relationship satisfaction and commitment, except for the link between financial bond and relationship commitment. Results also identify that online relationship satisfaction influences relationship length and depth, whereas online relationship commitment has a positive impact on relationship length, depth and breadth. In sum, this study concludes that financial bond is the most important attribute in enhancing online relationship length, whereas structural bond contributes a lot to online relationship depth and breadth.