Accounting for Employee Stock Options: What Can We Learn from the Market's Perceptions?

The scope of this is paper is to provide new empirical evidence on the value relevance of employee stock options (ESOs) in Europe. We show, empirically, that the market participants when pricing a firm's equity place approximately the same valuation weights on the ESO‐deferred compensation expense (the so called “ESO asset”) and the compensation option liability (the so called “ESO liability”). Our empirical findings support the theoretical work of Ohlson and Penman who suggest that the deferred compensation expense be treated as a contra‐liability. The second contribution of our work rests on the nature of the ESO expense. We show that the distinction between persistent and non‐persistent ESO expenses is of critical importance for the market participants. Accordingly, an improved accounting disclosure should assist the investors in assessing the long‐term goals of the ESO plans at the firm level.     

Forecasting Macroeconomic Labour Market Flows: What Can We Learn from Micro‐level Analysis?

Forecasting labour market flows is important for budgeting and decision‐making in government departments and public administration. Macroeconomic forecasts are normally obtained from time series data. In this article, we follow another approach that uses individual‐level statistical analysis to predict the number of exits out of unemployment insurance claims. We present a comparative study of econometric, actuarial and statistical methodologies that base on different data structures. The results with records of the German unemployment insurance suggest that prediction based on individual‐level statistical duration analysis constitutes an interesting alternative to aggregate data‐based forecasting. In particular, forecasts of up to six months ahead are surprisingly precise and are found to be more precise than considered time series forecasts.     

The World Technology Frontier: What Can We Learn from the US States?*

We re‐estimate the world technology frontier non‐parametrically using a dataset covering OECD country‐level data and US state‐level data on GDP per worker and the stocks of physical capital, unskilled labour and skilled labour. The auxiliary use of US state‐level data significantly reduces the upward bias in cross‐country estimates of technical efficiency, and so does allowing for imperfect substitutability between skilled and unskilled labour. We then use our adjusted estimate of the world technology frontier in a series of decompositions of productivity differences and sources of economic growth in the OECD in 1970–2000, including also ‘appropriate technology vs. efficiency’ decompositions.     

Can We Bootstrap DEA Scores?

This paper discusses the feasibility of bootstrapping DEA scores in the context of the earlier paper by Ferrier and Hirschberg (1997). A simple experiment is devised to demonstrate that in the one-input, one-output case the bootstrap of the non-modified DEA scores is not a failure of the bootstrap.     

Can Leaders Enhance Follower Innovation by Requiring It?

Organizations today want to become more innovative, but should leaders include innovation as a job requirement for employees? While clear goals and roles enable accountability and results, innovation requires autonomy and risk‐taking amidst uncertain and unstable environments. The current article identifies the pros and cons of requiring innovation, and raises important questions for leaders to consider.     

Can Leaders Transform Humiliation Into a Creative Force?

The intractable group conflicts, mass killings, and genocides around the world attest to the role of humiliation as a negative force causing violence and destruction. Based on the analysis of the speeches of Dr. B.R. Ambedkar, the most important leader of Dalits (ex‐untouchables) in India, it is suggested that leaders possess the capacity for creative use of humiliation. The creative use of humiliation is made possible by the innovation in constructing social identities involved in humiliation. Creative leadership can be an important catalyst that can transform humiliation into a positive force for social change.     

Can Leaders of Public Companies Make Them Innovative?

Public companies have limitations to innovate because they are usually concentrated on short‐term results and are subjected to scrutiny and accountability in their innovation projects. Therefore, leaders of public companies face a greater challenge if they want their companies to be innovative. Leaders must make use of all their creativity and leadership skills to accomplish short‐term goals and at the same time foster the innovation that companies need to remain successful.     

Can We Develop Measures of Hypothetical Constructs?

A rational approach to item development and scoring was used to assess six dimensions considered relevant to a law enforcement position. Factor analysis, reliability analysis, and correlations with various other measures indicated reasonable “construct validity” for three of the six original measures. All six final measures were easily interpretable, but three were inconsistent with our original concepts or were much more narrow representations of the intended construct. All measures displayed low correlations with job performance measures.     

How Creative Can Leaders Afford to be Without Losing Credibility?

Leaders know in their gut that creativity and innovation are the life blood of their organization. New ideas can lead to programs that are superior to an organization's established or planned programs. Leadership is to engage the right people, at the right times, to the right degree, in creative work. Inspirational leaders will promote employee creativity. On the other hand, the ability of leaders to be creative is an essential quality of leadership. Done well, the change of course looks like a moment of courage. The leader went to the precipice and had the strength to say, Let's turn back. Done badly, the change of course looks like pure opportunism or lack of conviction, and the leader's leadership credibility is undermined. The line between the two is thin. Which side a leader ends up on depends essentially on how the leader takes into account essential strategic factors, and how hard the leader will work to keep others on their side when they make the move.     

Women Entrepreneurs: Can We Remove the Barriers?

Entrepreneurial activity among women continues to attract attention world wide. However, despite obvious gains, women lag behind men in business ownership and economic independence on every continent. This paper will review the research on entrepreneurship as a career choice for women, the motivations and career paths followed by women entrepreneurs, the attitudes and behaviors associated with successful ventures, the problems that persist and policies that conspire to keep women’s businesses few and small. A discussion of legislation and practices that have helped and hindered women’s entrepreneurship will follow, with suggestions for reframing the issues and reforming policies.     

What do We Know About Investment Under Uncertainty?

Recent theoretical developments relating to investment under uncertainty have highlighted the importance of irreversibility for the timing of investment expenditures and their expected returns. This has subsequently stimulated a growing empirical literature which examines uncertainty and threshold effects on investment behaviour. This paper presents a review of this literature. A variety of methods have been used to investigate the empirical implication of irreversibility in investment, the majority focusing on the relationship between investment flows and proxy measures of uncertainty. A general conclusion is that increased uncertainty, at both aggregate and disaggregate levels, leads to lower investment rates. This suggests that there is an irreversibility effect, under which greater uncertainty raises the value of the 'call option' to delay a commitment to investment. This effect appears to dominate any positive impact on investment arising from the fact that greater uncertainty, under certain circumstances, increases the marginal profitability of capital. The methods used raise a number of issues which call into question the reliability of the findings, and these are addressed in the paper. However, if such irreversibility effects are present, then their omission from traditional investment models casts doubt on the efficacy of such specifications. JEL Classification: D81, D92, E22     

How Useful Are the Strategic Tools We Teach in Business Schools?

Strategic tools are indispensible for business and competitive analysis. Yet we know very little about managers' internal logic as they put these tools into practical use. We situate our study in a business school context using action learning prior to the manifestation of practice to complement our understanding of practice. Using Personal Construct Theory and Repertory Grids, our mid‐range theorizing showed that, contrary to current thinking about strategic tools, managers think in dualities (often paradoxically) and have a preference for multiple‐tools‐in‐use, tools that provide different perspectives, peripheral vision, connected thinking, simultaneously help differentiate and integrate complex issues, and guide the thinking process. These findings are important for designing better tools and the nurturing of critical managerial competencies needed for a complicated world. Our study's focus also has wider implications for scholars as we see our own material evaluated by those who will put these lessons into practice.     

What Would Milton Friedman Have Thought of the Great Recession?

Milton Friedman died in 2006 , right before the onset of the Great Recession. Unfortunately, we will never know how Friedman would have interpreted this event. However, we can draw some inferences from his published views on the Great Depression, as well as his views on more recent monetary policy, especially in Japan. It seems likely that Friedman would have blamed the Fed for insufficiently expansionary monetary policy during 2008 and 2009, a view that is quite different from the conventional conservative interpretation of events.     

Does Project Management Affect Business Productivity? Evidence From Australian Small to Medium Enterprises

A fundamental assumption of project management practice and research is that using project management to achieve organizational objectives improves organizational performance. However, there is little published research that directly questions this assumption. This paper tests the hypothesis that using project management increases the productivity of small to medium enterprises, using data from two longitudinal surveys of Australian businesses with less than 200 staff members. These data were used to create models of the relationship between productivity and business skills using binary logistic regression. The models demonstrate that project management has a significant impact on small to medium enterprise productivity.