Simple axioms for countably additive subjective probability

This paper refines Savage’s theory of subjective probability for the case of countably additive beliefs. First, I replace his continuity axioms P6 and P7 with a simple modification of Arrow’s (1970) Monotone Continuity. Second, I relax Savage’s primitives: in my framework, the class of events need not be a σ-algebra, and acts need not have finite or bounded range. By varying the domains of acts and events, I obtain a unique extension of preference that parallels Caratheodory’s unique extension of probability measures. Aside from subjective expected utility, I characterize exponential time discounting in a setting with continuous time and an arbitrary consumption set.     

Legislative demands and economic realities: Company and group accounts compared

In many countries, not only one but several sets of accounts have to be prepared and disclosed by (holding) companies. This paper investigates the possibly different economic functions of these sets of accounts by looking at the German dual financial reporting system, in which company (single) and group (consolidated) accounts have to be published. Using a large number of accounting- and market-based metrics, we test whether single and group accounts display different properties and—if so—whether this finding can be explained by different economic roles played by both sets of accounts. Indeed, properties are found to differ. However, there is no evidence for single accounts being equally or more useful than group accounts in valuation and contracting. There is also no evidence that single accounts play a superior role in determining future dividend payouts or predicting default probabilities. Moreover, single accounts do not play an incremental role in fulfilling these functions either. Our results indicate that the factual role of single accounts is to provide the basis to compute taxable income. We do not consider this an economic function in its own right but, rather, as a legal requirement that can possibly be achieved by less costly means.     

Bank and investment fund monitoring of privatized firms in Russia1

The active monitoring of enterprises is an important aspect of the transformation of Russian firms into efficient, commercially viable entities. This paper uses detailed case study evidence to provide insights into the mechanisms and processes adopted by investment funds, as equity holders; and banks, as debt providers, to monitor the enterprises in which they invest. The findings provide evidence of the importance of direct involvement and the development of relationships to counteract the shortcomings of the legal infrastructure and financial reporting mechanisms.     

Leading Indicators for Euro‐area Inflation and GDP Growth*

In this paper, we evaluate the role of a set of variables as leading indicators for Euro‐area inflation and GDP growth. Our leading indicators are taken from the variables in the European Central Bank's (ECB) Euro‐area‐wide model database, plus a set of similar variables for the US. We compare the forecasting performance of each indicator ex post with that of purely autoregressive models. We also analyse three different approaches to combining the information from several indicators. First, ex post, we discuss the use as indicators of the estimated factors from a dynamic factor model for all the indicators. Secondly, within an ex ante framework, an automated model selection procedure is applied to models with a large set of indicators. No future information is used, future values of the regressors are forecast, and the choice of the indicators is based on their past forecasting records. Finally, we consider the forecasting performance of groups of indicators and factors and methods of pooling the ex ante single‐indicator or factor‐based forecasts. Some sensitivity analyses are also undertaken for different forecasting horizons and weighting schemes of forecasts to assess the robustness of the results.     

Do outside directors and new managers help improve firm performance? An exploratory study in Russian privatization

In the context of privatization and restructuring in Russia, we test two standard agency theory hypotheses, namely, (1) outside board members and (2) new managers are positively related to firm performance. Based on a survey of 314 privatized firms, the evidence offers little support for the hypotheses. Historically, results refuting theories have been launch pads for scientific progress. Our findings, therefore, raise interesting questions about whether the underlying theory is appropriate, whether there are methodological problems, or whether there are institutional factors in Russia’s transition economy that need to be accounted for when we test agency theory in a new setting. We address these questions and discuss their implications for corporate governance theory, practice, and public policy.     

Post–Privatization Effects of Management and Employee Buy–outs

Management and employee buy–outs have played a significant role in the privatization of state–owned enterprises. Key research and policy issues are raised concerning whether insider ownership promotes or impedes restructuring and adaptation. This paper reviews and synthesizes studies of the effects of privatization management and employee buy–outs in both developed and transition economies. Trends in privatization buy–outs and conceptual issues concerning the expected effects of privatization buy–outs both in terms of performance and survival are discussed. A review of empirical evidence is presented in terms of the impact of buy–outs on employee attitudes, human resource management, strategy and restructuring, financial and economic performance, together with fresh evidence on survival. Privatization buy–outs can lead to significant restructuring but their impact depends on institutional context and policy. Restructuring may be greater where insiders purchase shares rather than acquiring them virtually free through voucher programmes.     

Strategic Management of Technology

This article deals with technology as it relates to strategy design. It addresses the different views of reality between general managers and the organization's technologists. This becomes increasingly important in high levels of turbulence. It examines the role of the general management and technological myopia as major influencer in the decision-making process. The thrust of this article is on the assessment of gaps between management and technologists and methods to close them. The article completes with the role of management in managing and driving technological innovation while integrating technology strategy in the organization's strategy.     

EFA AND PRIVATE EDUCATION: SOME REGIONAL EXPERIENCES AND FINDINGS

Many developing and transitional countries do not have sufficient resources or capacities to meet the Education for All goals. Given that private education is a growing reality around the world, partnerships between governments and private providers may support attempts to meet the goals of EFA. This article uses recent empirical research from a variety of regions to examine the appropriate roles of the government and the private sector in the provision of primary, basic and secondary levels of instruction.     

Connecting Eastern and Western Perspectives on Management: Translation of Practices Across Organizations,Institution and Geographies

The exchange of academic knowledge increasingly flows in both directions, from West to East and East to West. The result is a rich and ever increasing development of theory and understanding of practice, which is expected only to gain further momentum in the future. This paper seeks to help establish a foundation for further development of this fertile exchange of ideas between East and West. We reflect on the research focus of the main theories in management studies in East and West. We discuss the topics of East and West in selected areas of management studies, including competitive strategy, strategic leadership, and the human resource management to offer avenues for future research. Translating practices between the two contexts creates institutional, leadership, strategy and organizational challenges while providing new promising research avenues and opportunities to integrate East and West perspectives. We also offer a more critical view on the relationship between West and East, focusing specifically on the role of power and power relations in making sense of how management and organization studies treat issues of cultural, institutional and philosophical divergence.