Is faster or slower trading better? An examination of order type execution speed and costs

We examine order type execution speed and costs for US equity traders. Marketable orders that execute slower exhibit lower execution costs. Those who remove liquidity faster and pay higher trading costs transact in smaller size, spread trading across more venues, take more liquidity, and are better informed. Nonmarketable limit orders that execute slower exhibit greater adverse selection; and larger, uninformed traders who concentrate their trading in fewer venues submit them. Our findings suggest that slowing down the trading process, when faster options exist, can benefit certain market participants who seek to cross the bid–ask spread.     

Size and information revelation in securities trading

We examine differences in information content between order submission sizes and trade sizes by U.S. equity traders. Increasing (decreasing) order submission (trade) size is reflective of information. The result suggests that better-informed traders want to trade in a large size, but that they engage in stealth trading practices or break larger orders into smaller sizes in order to conceal information. While prior studies tend to narrowly focus on trade executions at the market-centre level, our findings indicate that order submission size varies significantly from trade size and that both sizes are informative about future prices, albeit in an inverse manner.     

Why Do Traders Split Orders?

We examine factors that influence decisions by U.S. equity traders to execute a string of orders, in the same stock, in the same direction, around the same time. Order splitting is more likely to occur when traders submit larger‐size orders and when market depth and trading activity are lower. Order splitters demand liquidity more and pay higher trading costs, but their overall performance is better. When controlling for execution time, split orders are more informative than single orders. Our results suggest that order splitting arises from a variety of factors, including informational differences, order and trader characteristics, and market conditions.     

Social Responsibility and the Olympic Games: The Mediating Role of Consumer Attributions

Current literature suggests that corporate social responsibility (CSR) can affect consumers’ attitudes towards an organization and is regarded as a driver for reputation-building and fostering sustained consumer patronage. Although prior research has addressed the direct influence of CSR on consumer responses, this research examined the mediating influence of consumer’s perceived organizational motives within an NGO setting. Given the heightened public attention surrounding the 2008 Beijing Olympic Games, data were collected from consumers of the Games to assess their perceptions of the International Olympic Committee’s (IOC) socially responsible initiatives. We hypothesized that consumers of the Games were likely to cognitively elaborate on CSR messages by way of three specific attribution effects derived from the literature. The results show that, contingent on CSR awareness, consumers responded positively to social efforts judged to be values-driven and stakeholder-driven; and a negative response was seen for efforts judged to be strategic. These attribution effects influenced various types of patronage and perceived organizational reputation.     

A Comparison of Long-Haul and Short-Haul Business Tourists of Hong Kong

A number of studies have demonstrated the impact of distance on the volume, profile and behavior of pleasure tourists. To date, none has examined the effect of distance on business tourists, even though they represent a significant share of all travel. Distance exerts two inter-related effects on travel. The decaying effect on demand with increased distance is well established. Distance also acts as a “filter”, advantaging some groups for short-haul travel and effectively excluding others from long-haul travel. This filtering effect results in substantially different observed behavior between short and long-haul pleasure markets. This study examines the filtering effect of distance on tourist profile and subsequent behavior of business travelers who visited Hong Kong. The sample includes eight short-haul and six long-haul markets. Substantial differences are observed in the profile and resultant behaviors of the two cohorts, although the differences are more subtle among business tourists than pleasure tourists.     

‘Nothing gets done and no one knows why’: PCS and workplace control of Lean in HM Revenue and Customs

This article examines the willingness and capacity of public sector unions to mobilise action against changes in the labour process in order to maintain some measure of control at the point of production. Taking as an instance an extended dispute in Her Majesty's Revenue and Customs over the introduction and impact of Lean processes, it marshals evidence gathered from documentary sources, branch representatives and national lay full‐time officers to engage with the notion of a trade union bureaucracy. In taking a union with a left‐wing leadership and a section with 80 per cent membership with an expressed willingness to escalate industrial action, the article tests Hyman's 1979 contention that, rather than a concentration on a bureaucratic caste, a much better explanation for conservatism centres on the nature of social relations within the union that encompass a wider layer of representatives.     

Employee share ownership and performance: golden path or golden handcuffs?

Using matched employer-employee data from the 1998 Workplace Employee Relations Survey, it is suggested that the presence of employee share ownership at a workplace is not significantly associated with employee commitment to the organization. There is evidence of a significant negative relationship between share ownership and workplace turnover, which explains part of the positive share ownership/performance relationship. This calls into question the postulate that share ownership has its main impact upon performance via the closer alignment of employees' and employers' values and interests – the golden path – rather than the lowering of employee turnover – the golden handcuffs.