Determinants of the stock price reaction to leveraged buyouts

This paper investigates the determinants of leveraged buyout activity through the use of an abnormal return premium from the time of the first announcement through the final trading day. Consistent with the free. cash flow theory, firms with either high free cash flow or low Tobin’s q have higher abnormal returns. However, the returns to firms with both high free cash flow and low Tobin’s q are lower than firms with just one of these characteristics. Firms which substantially increase leverage and management buyouts with high insider ownership prior to the buyout have lower abnormal returns. Firms with lower risk, and therefore greater debt capacity, have higher abnormal returns.     

The influence of contractual and relational factors on the effectiveness of third party logistics relationships

Outsourcing has become popular in both management literature and practice, but few studies have examined the effects of two important and potentially complementary elements – contractual and relational elements – on the effectiveness of logistics outsourcing relationships. It is theorized that contract formality, the thoroughness of contract negotiations, trust and commitment increase the effectiveness of 3PL provider–client relationships. For empirical validation a survey was carried out in the 3PL industry among both 3PL providers and clients. Using PLS path modelling, we observed that for both LSPs and clients, contract formality, trust and commitment are all positively related to relationship effectiveness. The results for negotiation thoroughness are mixed. The model explains 59% (LSPs) and 60% (clients) of the variance in relationship effectiveness. It is concluded that both ‘hard’ contractual aspects and ‘soft’ relationship aspects are important for effective supply chain collaboration. Theoretical and managerial implications are provided.     

Communicating culture change

Using a case study of a large public sector department the relationship between communication and change in a public sector department and the human resource implications of that relationship are considered. Senior administrators of the department signified their intention to change the culture from one that was considered to be bureaucratic, technically oriented and inward-looking to one more outward-looking, continually learning, more relationship-oriented internally and inclusive of broader ‘whole of government’ objectives such as commercialization, the environment, social justice and community relations. Findings from the research indicate that, despite an objective of shifting to a state of continual change with the mode of communication becoming two-way and dialogic, the communication mechanism has faltered due to a failure to address the need of lower-level staff for a set vision and stated future direction. Implications of these findings are drawn for public sector organizations in general.     

The life and death of the Australian permanent building societies

Throughout the nineteenth and twentieth centuries permanent building societies have been important providers of housing finance in Australia. Despite their long history Australian building societies have been disappearing at a steady rate since the early 1980s as they have converted into banks or become involved in mergers. The purpose of this paper is to give a background account of the history of Australian building societies and put forward explanations for their past popularity and more recent disappearance from Australian housing finance markets.     

From pushchairs to wheelchairs: understanding tensions in family decision making through the experiences of adult children caring for ageing parents

Abstract

Within a modern family life, roles have changed significantly; however, relatively little attention has been given to the increased health and longevity of parents. This article focuses on the tensions relating to the transitional role of parent as ‘carer of the child’ to child as ‘carer of the parent’ as parents age. This article focuses on the experiences of adult children as they care for their parents and the related tensions that emerge and coping strategies that are adopted. Adopting an interpretive approach we shed light on the decision-making practices around shopping, residential arrangements and other consumer choices and how they take place in complex arenas of intricate family interactions, influence and power. Key themes that emerged were strategies adopted by both the adult child and ageing parent to attain or retain control in an increasingly sensitive environment where there is no roadmap to guide either party.     

The new science of sales force productivity

For years, sales managers at many companies have relied on top performers and sheer numbers of sales reps to stay competitive. But while they may have squeaked by on this wing-and-a-prayer technique, their sales teams haven't thrived the way they once did. Today's most successful sales leaders are taking a more scientific approach. Savvy managers are reshaping their tactics in response to changing markets. They are reaching out to new customers in innovative ways. And they are increasing productivity by helping the reps they already have make the most of their skills and resources. Leaders who take a scientific approach to sales force effectiveness have learned to use four levers to boost their reps' productivity in a predictable and manageable way. First, they systematically target their firms' offerings, matching the right products with the right customers. Second, they optimize the automation, tools, and procedures at their disposal, providing reps with the support they need to boost sales.Third, they analyze and manage their reps' performance, measuring both internal processes and results to determine where their teams' strengths and weaknesses are. Fourth, they pay close attention to sales force deployment--how well sales, support, marketing, and delivery resources are matched to customers. These four levers can help sales leaders increase productivity across the board, the authors say, though they have the greatest impact on lower-ranked performers. The overall effect of increasing the average sales per employee can be exponential; it means a company won't have to rely on just a few talented individuals to stay competitive. This is especially important because finding and keeping star salespeople is more difficult than ever. What's more, managers who optimize the sales forces they already have can see returns they never thought possible.