A cubic estimte of the term structure of interest rates for a money demand function

Heller and Khan (1979) estimate the term structure of interest rates by a quadratic equation in order to employ the estimated parameters of the term structure in a demand-for-money function. An important improvement of their estimates can be made by specifying a cubic rather than a quadratic equation in order to estimate “humped” term structures. Furthermore, the ordinal numbering of the maturities must be changed to the actual length of the maturity of each security to avoid estimation error.     

The Role of Volatility in Forecasting

Theories of underinvestment propose a link between cash flow volatility and investment and subsequent cash flow and earnings levels. Consistent with these theories, our results indicate that forecasting models that include volatility as an explanatory variable have greater accuracy and lower bias than forecasting models that exclude volatility. The improvement in forecast accuracy and bias is greatest when the firm is most likely to experience underinvestment. The profitable implementation of a trading strategy based on these findings, however, suggests that equity market participants do not incorporate fully the information in historical volatility when forecasting future firm performance.     

Unit Ipos: The Who,When, And Why Of Warrant Amendment

Although unit initial public offering (IPO) firms reserve the right to amend the original terms of their warrants, only some choose to extend the exercise period, lower the exercise price, or both. We examine the extent of warrant amendment among unit IPOs and find that the decision to amend is related to the need for cash and is generally employed when share prices are closer to the original warrant exercise prices. Furthermore, extension is less likely when the firm is riskier, whereas higher levels of insider ownership significantly reduce the likelihood that a firm will lower the exercise price.     

Derivatives, Portfolio Composition, and Bank Holding Company Interest Rate Risk Exposure

This article examines the role played by derivatives in determining the interest rate sensitivity of bank holding companies' (BHCs) common stock, controlling for the influence of on-balance sheet activities and other bank-specific characteristics. The major result of the analysis suggests that derivatives have played a significant role in shaping banks' interest rate risk exposures in recent years. For the typical bank holding company in the sample, increases in the use of interest rate derivatives corresponded to greater interest rate risk exposure during the 1991–1994 period. This relationship is particularly strong for bank holding companies that serve as derivatives dealers and for smaller, end-user BHCs. During earlier years, however, there is no significant relationship between the extent of derivatives activities and interest rate risk exposure. There are two plausible interpretations of the relationship between interest rate derivative activity and interest rate risk exposure in the latter part of the sample period: one interpretation suggests that derivatives tend to enhance interest rate risk exposure for the typical BHC in the sample, while the other suggests that derivatives may be used to partially offset high interest rate risk exposures arising from other activities. The analysis provides support for the first of these two interpretations.     

The moderating effect of organizational cohesiveness in knowledge use and new product development

This study examined the influence of cohesiveness, an organizational cultural variable, on knowledge use and organizational learning within the context of new product development (NPD). The authors surveyed NPD managers from 323 firms, representing a wide range of product classifications, about their firms’ levels of cohesiveness and NPD efforts. Using structural equation modeling, the authors demonstrated that organizational cohesiveness has a moderating influence on both an organization’s use of its existing knowledge to develop innovative new products and the resulting performance of those products, which emphasizes how influential organizational “mind-set” can be. By considering cohesiveness an influence in new product innovativeness and new product performance, the authors incorporated a cultural variable that has received little attention in the NPD and more general marketing literature. This research reveals that much is left to learn about cohesiveness and that understanding it can advance knowledge use, organizational learning, and innovation. Beverly K. Brockman (bev-brockman@utc.edu) is an assistant professor of marketing at the University of Tennessee at Chattanooga. She holds BBA and MBA degrees from the University of Kentucky and a PhD from the University of Alabama. Her specialty areas include marketing strategy, entrepreneurship, product development, and organizational learning. Dr. Brockman has been an American Marketing Association Doctoral Consortium Fellow, and her work has been published inDecision Sciences, Journal of Services Research, Journal of Consumer Satisfaction, Dissatisfaction, and Complaining Behavior, and others. Robert M. Morgan (rmorgan@cba.ua.edu) (PhD, 1991, Texas Tech University) is Phifer Faculty Fellow and department head, Department of Management and Marketing, in the Culverhouse College of Commerce and Business Administration at the University of Alabama. His interests focus on relationship marketing and marketing strategy, and his research in these areas has been published in theJournal of Marketing, theAcademy of Management Journal, Decision Sciences, and other journals and book chapters. His article “The Commitment-Trust Theory of Relationship Marketing,” coauthored with Shelby D. Hunt and published in 1993 in theJournal of Marketing, was recognized in 2004 by the Institute for Scientific Information as the most cited article in business and economics journals over the previous decade. His article “The Comparative Advantage Theory of Competition,” also coauthored with Shelby D. Hunt and published in 1995 in theJournal of Marketing, received the Sheth Foundation/Journal of Marketing Award in 2004.     

Acceptance of peer/upward performance appraisal systems: Role of work context factors and beliefs about managers' development capability

This article provides insight into acceptance of peer/upward feedback systems, and also furnishes some implications for HR practice when implementing these systems. Participants' beliefs that ratees can develop their skills following feedback were positively related to attitudes toward the appraisal system. Perceived context variables such as development resource availability, social support, and time demands were related to these development capability beliefs, and to attitudes. Importance of the appraisal dimensions moderated the influence of the development capability beliefs on attitudes, and also contributed to attitudes. Beliefs that raters had adequate opportunity to observe relevant behavior were also related to attitudes. © 1996 by John Wiley & Sons, Inc.