External debt,growth and investment for developing countries: some evidence for the debt overhang hypothesis

Portuguese Economic Journal - We investigate the effect of total, public, and private external debt stocks on the growth rate and also on total, government, and private investment by using data for...     

Creditor Rights,Country Governance,and Corporate Cash Holdings

This study examines the impact of creditor rights and country governance on cash holdings using a sample of firms from 47 countries. We hypothesize that cash holdings are smaller when both creditor rights and country governance are high. In these circumstances firms will not need to hold as much cash for future investments needs (precautionary funds) because firms will expect that funds will be available in the future. Our findings support our hypothesis and hold for alternative definitions for cash holdings, different country samples, different definitions of governance and concerns about endogeneity.     

Emotional prototypes,emotional memory usages,and customer satisfaction

In this study, we investigated the positive and negative emotion concepts in the prototype perspective and then tested them on customer satisfaction. By studying 612 customers in luxury restaurants, we found that two levels of customer emotions (i.e. positive and negative emotions) as a super-ordinate level, 4 positive emotions (i.e. contentment, happiness, love, and pride) and 5 negative emotions (i.e. anger, fear, sadness, shame, and disgust) as a basic level, and 49 specific emotions as a subordinate level are significantly related to customer satisfaction. We also examined the moderating role of emotional memory (EM) usage in the relationship between consumers’ emotions and their satisfaction. We found that product (food and beverage)-related EM strengthens and service-related EM usage weakens the relationship between customers’ negative emotions and their satisfaction. Interestingly, we found that positive and negative emotions are significantly related to customer satisfaction regardless of experience and store-related EM usage.     

Antecedents and Contingent Effects of Organizational Adaptive Capability on Firm Product Innovativeness

Organizational adaptive capability is a broad term and was studied from different perspectives, such as market, technology, and management system, in the management literature. However, the simultaneous effects of these different perspectives and their related adaptive capability constructs on a firm's product innovativeness have yet to be addressed. Additionally, an empirical study of the influence of informal structural dimensions, such as loose coupling, multiplexity, and redundancy, on the organizational adaptive capability, as antecedents, is also missing in the technology and innovation management (TIM) literature. By studying 153 firms, we found that (1) market‐, technology‐, and management system‐related adaptive capability constructs simultaneously and positively impact firm product innovativeness; (2) under the loose coupling construct, autonomous behaviors of departments positively impact technology and management system adaptive capability, loose management style influences market and management system adaptive capability, and uneven/slow information travel in organizations negatively affects technology and management system adaptive capability; (3) multiplexity positively influences all organizational adaptive capability constructs; and (4) under the redundancy construct, information distribution redundancy has an “∩” shape relationship with technology adaptive capability. We also demonstrated that the impact of informal structural constructs on adaptive capability is contingent upon environmental turbulence, e.g., rapid or unanticipated changes in market and technology. We found that the influence of loose management style on technology adaptive capability decreases with increased rate of market turbulence, and the effect of resource slack, as a part of the redundancy construct, on technology adaptive capability changes quadratically, an “∩” shaped curve, with an increased rate of market turbulence. We further found that the effect of the autonomous behaviors of departments on market adaptive capability increases with an increased level of technology turbulence. The role of resource slack on the market adaptive capability was also found to change quadratically, an “∩” shaped curve, with an increased rate of technology turbulence. Interestingly, the impact of the information distribution redundancy on market adaptive capability changes nonlinearly, a “U” shaped curve, with an increased rate of technology turbulence. Further, we showed that the influence of organizational technology adaptive capability on product innovativeness increases with increased level of technology turbulence. This study concludes with several theoretical and managerial implications.     

Firm Internationalization and Capital Structure in Developing Countries: The Role of Financial Development

We investigate the relationship between internationalization and the level of debt financing for more than 18,000 firm/year observations from thirty-one developing countries in the period 1991-2006. We argue that this relationship can be affected by both country-level and firm-level factors. The results show that in developing countries with relatively higher financial development, firm internationalization corresponds with a greater level of debt when firms have more growth opportunities (which also indicate a higher level of asymmetric information). This evidence suggests that relatively developed financial markets in developing countries at least partially mitigate the effect of asymmetric information and decrease the agency cost of debt for firms with higher levels of internationalization.     

Pecking Order Behavior in Emerging Markets*

This paper examines the validity of the pecking order hypothesis in 23 emerging market countries. Emerging market countries would appear to be an ideal setting for the pecking order hypothesis to hold because of the presence of strong asymmetric information issues and agency costs. We observe, however, little support for the pecking order hypothesis as the primary financing theory for all emerging market firms. Firms in these countries finance their deficit mainly with equity, the opposite of what would be expected under this hypothesis. However, we do find support for the pecking order for firms in emerging market countries that suffer the most from either asymmetric information issues and/or agency costs. Our findings are consistent with the idea that the environment the firm operates in influences the financial decisions the firm makes.     

Long‐term Performance of New Equity Issuers, Venture Capital and Reputation of Investment Bankers

This study investigates the potential effects of investment‐banking reputation and venture capital on the long‐term performance of initial public offerings (IPOs) simultaneously. Our findings do not support the view that IPOs perform differently compared with other firms, with the only exception of venture‐backed IPOs. We show that venture‐backed IPOs are associated with long‐term gains when we account for investment bankers' reputation, size and book‐to‐market effects. Zero investment portfolios, based on combinations of underwriter's reputation and venture capital involvement's in IPOs, provide additional evidence in support of the view that venture‐backed IPOs, regardless of the reputation of underwriters, are associated with significant post‐issue gains. Our results also indicate that the reputation of investment bankers matters only in the absence of venture capital .     

Family Control and Financing Decisions

This study uses a comprehensive European dataset to investigate the role of family control in corporate financing decisions during the period 1998–2008. We find that family firms have a preference for debt financing, a non‐control‐diluting security, and are more reluctant than non‐family firms to raise capital through equity offerings. We also find that credit markets are prone to provide long‐term debt to family firms, indicating that they view their investment decisions as less risky. In fact, our empirical results demonstrate that family firms invest less than non‐family firms in high‐risk, research and development (R&D) projects, but not in low‐risk, fixed‐asset capital expenditure (CAPEX) projects, suggesting that fear of control loss in family firms deters risk‐taking. Overall, our findings reveal that the external financing (and investment) decisions of family firms are in greater (lesser) conflict with the interests of minority shareholders (bondholders).     

Antecedents and consequences of team sensemaking capability in product development projects

With the increasing popularity of organizational sensemaking in the literature, sensemaking capability of firms attracts many researchers and practitioners from different fields. Nevertheless, sensemaking capability is rarely addressed in the new product development (NPD) project teams in the technology and innovation management literature. Specifically, we know little about what team sensemaking capability is, its ingredients and benefits, and how it works in NPD projects (e.g., its antecedents and consequences). By investigating 92 NPD project teams, we found that (1) team sensemaking capability, which is composed of internal and external communication, information gathering, information classification, building shared mental models, and taking experimental actions, has a positive impact on the information implementation and speed‐to‐market; (2) information implementation and speed‐to‐market mediate the relationship between team sensemaking capability and new product success; and (3) team sensemaking capability mediates the relationship between team processes and information implementation and partially mediates the relationship between team processes and speed‐to‐market. We also found that team autonomy, interpersonal trust among team members, and open‐mindedness of team members positively influence the development of team sensemaking capability. Theoretical and managerial implications of the study findings are discussed.     

Procedural Justice Climate in New Product Development Teams: Antecedents and Consequences

With the increasing interest in the concept of justice in the group behavior literature, the procedural justice (PJ) climate attracts many researchers and practitioners from different fields. Nevertheless, the PJ climate is rarely addressed in the new product development (NPD) project team literature. Specifically, the technology and innovation management (TIM) literature provides little about what the PJ climate is, its nature and benefits, and how it works in NPD project teams. Also, few studies investigate the antecedents and consequences of the PJ climate in NPD teams enhancing the understanding of this concept from a practical perspective. This paper discusses the PJ climate theory in a NPD team context and empirically demonstrates how team members' positive collective perceptions of a PJ climate can be developed and how a PJ climate influences a project's performance in NPD teams. In particular, team culture values including employee orientation, customer orientation, systematic management control, innovativeness, and social responsibility were investigated as antecedents, and team learning, speed to market, and market success of new products were studied as outcomes of PJ climate in this paper. By studying 83 NPD project teams it was found on the basis of using partial least squares (PLS) method that (1) the level of employee, customer and innovativeness orientation as well as systematic management control during the project had a positive impact on developing a PJ climate in an NPD team; (2) a PJ climate positively affects team learning and product development time (i.e., speed to market); and (3) team learning and speed to market mediate the relations between the PJ climate and new product success (NPS). Based on the findings, this paper suggests that managers should enhance the PJ climate and team culture in the project team to enhance team learning and to develop products faster. In particular, managers should (1) open a discussion forum among people and create a dialogue for people who disagree with the other project team members rather than dictating or emposing others ideas to them, (2) facilitate information searching and collecting mechanisms to make decisions effectively and to clarify uncertainties, and (3) allow team members to challange project‐related ideas and decisions and modify them with consensus. Also, to enhance the PJ climate during the project, managers should (1) respect and listen to all team members' ideas and try to understand why they are sometimes in opposition, (2) define team members' task boundaries and clarify project norms and project goals, and (3) set knowledge‐questioning values by facilitating team members to try out new ideas and seek out new ways to do things.