McCloskey, economics as conversation, and Sprachethik

In writing about the 'rhetoric of economics' - particularlyabout the standards which prevent situations where 'anythinggoes' in argument - McCloskey takes an eclectic approach totwo philosophical positions, based on Rorty and Habermas respectively.But these positions, despite sharing some common aspects, alsodifferentiate themselves from each other sharply in importantways. In this paper, it is argued that this eclecticism of McCloskeyis not coherent, as a result of her not completely graspingthe fundamental differences between these two positions, andthat this incoherence has damaging implications for her projectof the rhetoric of economics.     

Social influence effects and managerial compensation evidence from Germany

I extend existing theories of social influence effects on executive compensation while at the same time showing the context dependence of these effects. Using original data on German firms and a longitudinal design, results of this study suggest that the operating of social influence mechanisms depends on demographic and social similarity between CEOs and board chairs. The findings reconcile previous mixed findings on the role of CEO human capital factors such as education and tenure and furthermore show that board vigilance is conditional on board compensation and the presence of major shareholders with an incentive to monitor board behavior. Finally, the study contributes to compensation and corporate governance research by providing evidence on how social influence effects operate outside the United States. Copyright © 2006 John Wiley & Sons, Ltd.     

Price formation on stock exchanges: the evolution of trading within the day

Prior analyses of prices of the NYSE and other exchanges findthat transitory price volatility is greater at the open of tradingthan at the close. We extend this line of research by using40 years of hourly Dow Jones 65 composite price index data toestimate transitory volatility throughout the trading day. Ourresults indicate that transitory volatility steadily declinesduring the trading day. We find a similar intraday decline intransitory volatility for a 2-year sample of the individualfirms in the Dow Jones 30 Industrials Index. The results areconsistent with the hypothesis that trading aids price formationand do not support the argument that particular trading mechanismsare the source of greater volatility at the open of trading.     

An Ontological Turn in Categories Research: From Standards of Legitimacy to Evidence of Actuality

In this Counterpoint to Durand and Paolella, we argue that prior work on categories has neglected processes of category emergence and dissolution. In response, we call for studies of categories that focus on how they emerge and fall out of use and on what they come to mean. We call this an ontological turn in categories research because systems of categorization and their associated meanings capture and reflect what societies view as social realities, or ontologies. As a guide to this broad topic, we develop a framework that relates the effects of categories to the familiarity of (1) occasions and motivations for their usage and (2) meanings and ontologies they carry, and we use this framework to elaborate two paths by which previously unfamiliar categories become accepted as elements of common knowledge. These paths jointly inform the recognition front of the emergence question, an understudied problem in organization studies. Finally, we outline two methodologies – set theoretic analysis and network‐based analysis – that offer particular promise for analysing processes of category emergence and dissolution.     

Tax planning, regulatory capital planning, and financial reporting strategy for commercial banks

We test whether banks' investment and financing policies canbe explained by tax status. We document changes in bank holdingsof municipal bonds in response to changes in tax rules relatingto deductibility of interest expense. We also document an associationbetween banks' marginal tax rates and their investment and financingdecisions, which is consistent with the existence of tax clienteles.However, banks do not sort themselves perfectly into investmentand financing clienteles because of adjustment costs. We positspecific types of transaction-cost impediments to tax planning,and document that banks apparently trade off these costs againsttax-planning benefits.     

DETERMINATION OF PARTICIPATION DECISION, HIRING DECISION, AND WAGES IN A DOUBLE SELECTION FRAMEWORK: MALE-FEMALE WAGE DIFFERENTIALS IN THE U.S. LABOR MARKET REVISITED

The magnitude of the male-female wage differential is known to be highly sensitive to the specification of the wage equations used. An important source of misspecification is the failure to correct the sample selection bias that results from estimating the wage equation obtained through two sequential decisions: the worker's decision to participate in the labor market and the employer's decision to hire. Estimation of the wage equation ignoring this double selection process leads to biased estimates, and consequently the resulting male-female wage differentials are likely to be misleading. Following a double selection approach and using a sample from the National Longitudinal Survey of Youth, this article examines the determinants of not only the wage equation but also the worker's participation and the employer's hiring decisions in both male and female samples. The study further demonstrates that the unexplained male-female wage differential remains underestimated when the roles of both selection decisions are ignored in the estimation of wage equations.     

The ultimately accountable job: leading today's sales organization

In recent years, sales leaders have had to devote considerable time and energy to establishing and maintaining disciplined processes. The thing is, many of them stop there--and they can't afford to, because the business environment has changed. Customers have gained power and gone global, channels have proliferated, more product companies are selling services, and many suppliers have begun providing a single point of contact for customers. Such changes require today's sales leaders to fill various new roles: Company leader. The best sales chiefs actively help formulate and execute company strategy, and they collaborate with all functions of the business to deliver value to customers. Customer champion. Customers want C-level relationships with suppliers in order to understand product strategy, look at offerings in advance, and participate in decisions made about future products--and sales leaders are in the best position to offer that kind of contact. Process guru. Although sales chiefs must look beyond the sales and customer processes they have honed over the past decade, they can't abandon them. The focus on process has become only more important as many organizations have begun bundling products and services to meet important customers' individual needs. Organization architect. Good sales leaders spend a lot of time evaluating and occasionally redesigning the sales organization's structure to ensure that it supports corporate strategy. Often, this involves finding the right balance between specialized and generalized sales roles. Course corrector. Sales leaders must watch the horizon, but they can't take their hands off the levers or forget about the dials. If they do, they might fail to respond when quick adjustments in priorities are needed.