Out‐of‐sample stock return predictability in emerging markets

This article builds on the widely debated issue of stock return predictability by applying a broad range of predictor variables and comprehensively considering the in‐sample and out‐of‐sample stock return predictability of ten advanced emerging markets. It compares forecasts from models with a single predictor variable, multiple predictor variables and a combination forecast approach. The results confirm the findings of Welch and Goyal (2008) for US data that only a limited number of individual predictor variables are able to deliver significant out‐of‐sample forecasts. However, a combination forecast approach provides statistically and economically significant out‐of‐sample forecast results.     

Emerging organizational regimes in high technology firms: The bi-modal form

Organizational regimes of high technology firms need to accommodate a range of seemingly-paradoxical imperatives–such as creativity vis-a-vis discipline, and flexibility vis-a-vis cohesion–each requiring a different structural emphasis. This has resulted in the emergence of “bi-modal” organizational forms, defined as structures which are simultaneously centralized and decentralized. Based on a five-year field study of 33 firms in “Silicon Valley”, this paper describes the structural configurations of high technology firms at various stages of development, and examines organizational mechanisms deployed to achieve bi-modality.     

LEADER STYLE IN STRATEGY AND ORGANIZATIONAL PERFORMANCE: AN INTEGRATIVE FRAMEWORK*

By means of reviewing existing literature about the role of leaders in determining organizational strategy, an integrative analytical framework is developed. the framework considers the leader to be key to both the formulation and implementation of strategy. It further identifies factors that moderate the leader's impact on strategy. Hypotheses are presented along with implications for future research regarding the role and impact of leadership.     

Using Live Cases to Teach Ethics

This paper describes a live ethics case project that can be used to teach ethics in a broad variety of business classes. The live case differs from regular cases in that it involves a current situation. Students select an on-going or current event that involves ethical violations and write a case about it. They then present their case and run a debate about the challenges and issues outlined in the case and the actions that could have or should have been taken. The dynamic project fulfills the key criteria for effective ethics education since it increases awareness of the complexity of ethical challenges, allows application of concepts, creates a personal emotional engagement in the case, is relevant, holds students accountable for their position, and creates a setting that encourages students to think critically about ethics.Dr. Victoria McWilliams is Professor of Finance in the College of Commerce and Finance at Villanova University. Her areas of interest include pedagogical issues, as well as corporate governance and control. She has distinguished herself for her ability to provide high quality, innovative business education, and for her outstanding leadership achievements at various academic institutions.Dr. Afsaneh Nahavandi is a management faculty at the School of Global management and Leadership at Arizona State University’s West campus. Her areas of interest include leadership, teams, and culture. She has been director of the MBA program at the West campus of ASU, director of the University College, and associate dean of the ASU University College since July 2006.     

Determinants of business failure: The role of firm size

This study uses quarterly time series data for the period 1964:I–1991:III to determine the effects of several factors on the aggregate business failure rate in the United States. The theoretical basis used is a dynamic profit maximization model. The empirical specification is a double-log functional form. A new approach to the incorporation of firm size into the analysis of business failure is adopted. Viewing business failure as a consequence of negative profits, the estimates support the managerial utility maximization theory. Moreover the findings show that new business formation has a negative effect on the failure rate while the same variable lagged by twelve quarters captures the timing of failure with a positive coefficient.