Behavioral premium principles

Decisions in Economics and Finance - We define a premium principle under the continuous cumulative prospect theory which extends the equivalent utility principle. In prospect theory, risk attitude...     

Leadership in a global context: New directions in research and theory development

The goal of this special issue is to present a set of articles that, collectively, explores the interrelationships between national culture, leadership, and organizational behavior. Our hope is that these articles will summarize where the field currently stands, as well as suggest new directions for future research and theory development on this important topic. To achieve this, we include 14 articles from authors representing 13 countries. The methodologies used here include meta-analyses, case studies, and interview studies, although the majority represents conceptual model building based on critical analyses of existing theories and research. Management implications are discussed.     

A two-step simulation procedure to analyze the exercise features of American options

Abstract In this contribution we propose a two-step simulation procedure that enables to compute the exercise features of American options and analyze the properties of the optimal exercise times and exercise probabilities. The first step of the procedure is based on the calculation of an accurate approximation of the optimal exercise boundary. In particular, we use a smoothed binomial method which effectively reduces the fluctuating behavior of a discrete boundary. In the second step the boundary is used to define a stopping rule which is embodied in a Monte Carlo simulation method. A broad experimental analysis is carried out in order to test the procedure and study the behavior of the exercise features. Mathematics Subject Classification (2000): 60G40, 60J60, 65C20 Journal of Economic Literature Classification: G13     

Towards a strategic understanding of global teams and their HR implications: an expert dialogue

Abstract

Drawing on initial insights emerging from a panel at the EIBA 2016 Conference in Vienna, here discussants and expert panelists engage in a follow-on conversation on the HRM implications of global teams for international organizations. First we set out how HRM can enable global teams and their constituent members to overcome the new and considerable challenges of global teams. These challenges span levels of analysis, time and space. Next we debate global teams as a strategic response to the dual pressures of global integration and local adaptation. We consider what HRM is needed for global teams to successfully resolve this dilemma, challenging practitioners to move beyond the ‘best practices’ and ‘alignment’ dichotomy. Lastly we look to the future to consider implications for research. We propose a rich research agenda focused on the complexities of the global team context.     

The Cultural Roots of Ethical Conflicts in Global Business

This study examines the cultural roots of ethical conflicts in the global business environment. It begins with a brief look at worldviews on ethical behavior in general. Based on this, it is argued that an in-depth understanding of ethical conflicts has been hampered by an overreliance on Western models and viewpoints. Three common sources, or bases, of ethical conflicts are discussed as they relate to business practices, including conflicts over tastes and preferences, the relative importance of moral imperatives compared to legal requirements, and people’s level of tolerance for different values among others. It is then argued that an understanding of ethical conflicts can be facilitated through different levels of understanding, including the meaning of universal values, the relationship between values and practices, and the existence of multiple levels of conflict within the same organizations or industries. These specific and interrelated ingredients in cross-cultural ethical conflicts form the basis for a broader discussion of the meaning of truth as it relates to such conflicts. The paper concludes with the need for more research that is cross-cultural and multidisciplinary in order to improve theory building and managerial practice.