Comparing a Traditional IRA and a Roth IRA: Theory Versus Practice

Financial planners often advise their clients to first take advantage of employer‐sponsored 401(k) plans, especially those with matching employer contributions. They often recommend next that clients consider a traditional or Roth IRA, depending on their current eligibility and tax bracket. Generally, the traditional IRA tends to be preferable to the Roth IRA if one expects to be in a lower tax bracket during the retirement versus the contribution years. This preference could be impacted by the theoretical or the practical assumptions one could make as to the tax bracket effect, minimum distribution requirements, and the impact of withdrawals on the amount of Social Security benefits taxed. This research compares the traditional and the Roth IRA, examining both the theoretical and practical assumptions of client behavior. The results indicate that the best choice between the types of IRAs depends on whether the investor's actual behavior is consistent with theory or practice.     

PERIODIC SEQUENCES OF ARBITRAGE: A TALE OF FOUR CURRENCIES

This paper investigates arbitrage chains involving four currencies and four foreign exchange trader‐arbitrageurs. In contrast with the three‐currency case, we find that arbitrage operations when four currencies are present may appear periodic in nature, and not involve smooth convergence to a ‘balanced’ ensemble of exchange rates in which the law of one price holds. The goal of this article is to understand some interesting features of sequences of arbitrage operations, features which might well be relevant in other contexts in finance and economics.     

Modeling and Implementation of a New Negotiation Decision Support System for Conflict Resolution Under Uncertainty

Group Decision and Negotiation - The dynamic nature of negotiation and decision-making necessitates a flexible negotiation decision support system (NDSS) that can systematically investigate...     

Who is considered an ‘older worker'? Extending our conceptualisation of ‘older’ from an organisational decision maker perspective

A refinement of the construct of age, specifically ‘older’, is recognised as a critical measurement concern for experts in both ageing research and policy formation. In this context, we set out to both chronologically define an ‘older worker’ and to identify on what basis the age of ‘older’ is determined. In doing so, we draw on open‐ended survey data (collected in 2011) from a sample of 407 organisational decision makers across all industries in Ireland. Our focus was specifically on the perspective of organisational decision makers because these individuals will be instrumental in facing the challenges associated with workforce ageing. The results show that workers are considered as ‘older’ at a younger age than might be expected and that decision makers conceptualise workers as ‘older’ using various approaches in the organisational context. Our findings contribute to the literature in three ways: firstly, by providing an important empirically derived understanding of the term ‘older worker’; secondly, by empirically examining previously suggested ‘possible’ indicators of age; and thirdly, by demonstrating that these indicators are conceptually and empirically distinct, advancing theory on the concept of age in the workplace.     

Customer-centric pricing: The surprising secret for profitability

Companies spend enormous amounts of energy and capital in creating value for customers, but less regard is given to actually capturing the value they have created. Segmentation based on buying behavior uncovers a tremendous differential in willingness to pay for subjective product attributes such as convenience, status, and quality. Purchase decisions are made through an assessment of a myriad of factors balancing perceptions of value components against price in a subtle, complex, and often sub-conscious decision matrix. Customer-centric pricing requires the simultaneous and continuous assessment of product attributes, customer perceptions, and the circumstances of time and place by listening to customers' actions. It is a means of assuring that companies assess the value they create for customers and extract that value from the marketplace.     

Constructing migration: Infrastructure,poverty and development in KwaZulu‐Natal

Migration and population movement are probably the most neglected of the significant dynamics behind rural poverty in South Africa. Little is known about how people move from place to place, and much of what we thought we knew may be incorrect. In KwaZulu‐Natal job search is no longer the single dominating reason given for migration. Instead, infrastructure ties with it for first place today, with land close behind. The first article in this two‐part report notes that as many as two thirds of the province's disadvantaged families have broken away from their communities of origin and moved at least once during their lifetimes. Perhaps three million have migrated in the last fifteen years. A second unexpected finding is the predominance of rural‐to‐rural migration. Three quarters of all moves recorded were rural to rural, with many orientated towards advantaged rural areas around small towns and secondary cities. Results show how streams are channelled towards poverty or opportunity, and argue for a review of prevailing concepts of rural‐urban relations which structure delivery efforts. The second article, to follow later, notes that recorded income levels are now higher in some rural destination areas than in the urban shack communities that accommodate rural‐to‐urban migrants. Results of various studies presented show how access to information affects migration patterns, and the article also explores the role of infrastructure as a determining force in the regional distribution of population and as a factor in people's own bootstrap anti‐poverty efforts.     

Critically challenging some assumptions in HRD

This paper sets out to critically challenge five interrelated assumptions prominent in the (human resource development) HRD literature. These relate to: the exploitation of labour in enhancing shareholder value; the view that employees are co‐contributors to and co‐recipients of HRD benefits; the distinction between HRD and human resource management; the relationship between HRD and unitarism; and the relationship between HRD and organizational and learning cultures. From a critical modernist perspective, it is argued that these can only be adequately addressed by taking a point of departure from the particular state of the capital–labour relation in time, place and space. HRD, of its nature, exists in a continuous state of dialectical tension between capital and labour – and there is much that critical scholarship has yet to do in informing practitioners about how they might manage and cope with such tension.