The Credit Default Swap market contagion during recent crises: international evidence

Review of Quantitative Finance and Accounting - We test the hypothesis that underwriters set higher gross spreads and deeper offer price discounts in seasoned equity offers of firms exhibiting weak...     

Hybridization: striking a balance between adoption and adaptation of human resource management practices in French multinational corporations and their Tunisian subsidiaries

International management research has tended to approach the transfer of human resource management (HRM) practices by examining the one-way transfer from parent companies to their subsidiaries, their adaptation to the subsidiaries’ local context and, more recently, the reverse transfer of HRM practices from subsidiaries to their headquarters. This article aims to analyse the transfer of HRM practices from headquarters to their foreign subsidiaries through the process of hybridization. Although numerous studies focus on the transfer of HRM practices between economically developed countries or from these countries to transitional economies, few have considered French multinational corporations (MNCs) operating in ex-colonized countries. This paper addresses the ways in which the HRM hybridization process is implemented in two French subsidiaries operating in Tunisia. It focuses on the dual perspectives of managerial staff at headquarters and subsidiaries as well as shop floor employees in the subsidiaries. A range of HRM practices (recruitment and selection, compensation, performance appraisal and career management) is analysed from their transfer to their reinterpretation. The results show the importance of the concept of hybridization on HRM practice transfer through a multi-level analysis of the strategies used by various stakeholders during the hybridization process. The paper also provides useful insights into the factors of hybridization that may foster or inhibit the transfer and adoption of HRM practices by foreign subsidiaries. These include the relational context, the type of practices transferred, the interests of different professional categories and their social interactions. Based on these factors, several hybridizations are identified. The study points out the specificity of the Tunisian context and shows that institutional factors have less influence on the transfer of HRM practices in ex-colonized countries than cultural factors that have a transversal influence on different HRM practices. Key cultural factors constraining the transfer include emotional relationships and interpersonal trust. Moreover, the international transfer of HRM practices from MNCs to ex-colonized transitional countries requires taking into account the post-colonialism and fascination effects.     

Private equity managers’ fees: estimation and sensitivity analysis using Monte Carlo simulation

Private equity managers’ compensation is a particularly problematic area in terms of its tax treatment in the United States and some European countries. This problem originates from the difficulty of defining the particular forms of incentive and therefore their estimated fair value. Based on the literature, carried interest, which is one of the most common profit-sharing arrangements observed in practice, may be considered as an option characterized by several constraints. The use of classical option-pricing models is inappropriate for taking all these constraints into account. The contribution of this paper is to propose a suitable model to estimate the expected compensation of fund managers and to test the effect of fund characteristics and profit-sharing rules on its fair value. We use the Monte Carlo simulation model and take into account the non-marketability criteria of the carried interest. A sensitivity analysis is performed in order to show the evolution of the carried interest value. The results importantly show the sharp differences between carried interest distributed in the case of venture capital and that in the case of buyout funds and show the importance of the claw-back clause for “deal by deal funds”.     

The Role of Corruption,Culture, and Law in Investment Fund Manager Fees

This article considers an international sample of venture capital and private equity funds to assess the role of law, corruption, and culture in setting fund manager fees. With better legal conditions, fixed fees are lower, carried interest fees are higher, clawbacks are less likely, and share distributions are more likely. Countries with lower levels of corruption have lower fixed fees and higher performance fees, and are less likely to have clawbacks and cash-only distributions. Hofstede’s measure of power distance is negatively related to fixed fees and the use of cash-only distributions, but positively related to performance fees and clawbacks. Overall, the data strongly indicate that corruption, culture, and legal settings are much more significant in determining fees than fund manager characteristics and/or market conditions.     

French multinational companies' HRM in China: strategic orientation and integration approaches

The purpose of this qualitative study is to identify strategic orientation and integration approaches of French companies in implementing the headquarters-based human resource management (HRM) practices in their Chinese subsidiaries. Through a study of 16 French multinationals’ HRM, our findings reveal that a majority of sample companies tend to standardize the HRM practices in their Chinese subsidiaries to a great extent. This strategic orientation is supported by a combination of specific integration approaches at the subsidiary level. The results add knowledge to international management theory and allow us to develop implications in managing employees in China.     

The Impact of Ambidextrous Leadership on the Internationalization of Emerging‐Market Firms: The Case of India

Ambidextrous leadership is a key factor in the success of emerging market firms’ venturing into advanced economies. Although the definition of ambidextrous leadership is universal, its operationalization is culturally contingent. This conceptual paper examines Indian companies, increasingly recognized for their ambidexterity, and aims to explain this phenomenon by using Indian cultural dimensions. Five propositions relating to charisma, inspirational motivation, intellectual stimulation, individualized consideration, and Indian ambidextrous leadership are developed. We show that the seven cultural variables characterizing Indian ambidextrous leadership (nurturant, personal touch, expertise, simple living and high thinking, loyalty, self‐sacrifice, and the giving model of motivation) reinforce the recent successful internationalization by Indian companies. © 2016 Wiley Periodicals, Inc.     

Competitive Insurance Markets and Adverse Selection in the Lab

We provide an experimental analysis of competitive insurance markets with adverse selection. Our parameterised version of the lemons’ model of Akerlof in the insurance context predicts total crowding-out of low risks when insurers offer a single full insurance contract. The therapy proposed by Rothschild and Stiglitz consists of adding a partial insurance contract so as to obtain self-selection of risks. We test the theoretical predictions of these two models in two experiments. A clean test is obtained by matching the parameters of these experiments and by controlling for the risk neutrality of insurers and the common risk aversion of their clients by means of the binary lottery procedure. The results reveal a partial crowding-out of low risks in the first experiment. Crowding-out is not eliminated in the second experiment and it is not even significantly reduced. Finally, instead of the predicted separating equilibrium, we find pooling equilibria. The latter can be sustained because insureds who objectively differ in their risk level do not perceive themselves as being so much different.