Ex-dividend day abnormal returns for special dividends

Past research shows that the difference between dividend amount and ex-dividend day price drop reflects the transaction costs and the differential in the tax rates on dividends and capital gains. Moreover, it is also documented that the higher the dividend yield, the lower is the ex-dividend day return. This paper focuses on large special dividends and tests the two competing hypothesis, tax hypothesis and short term trading hypothesis. Our focus on large special dividends is motivated by the following three considerations. First, special dividends have experienced a surge in recent years. Second, special dividends are important for dividend capture by institutions, corporations and arbitragers. Third, using a sample of large special dividends allows us to reduce the market microstructure effects and focus more directly on the two competing hypotheses. Based on a sample of large special dividends, we find that price drop on ex-dividend day is significantly less than the dividend amount. Furthermore, we show that ex-dividend day returns are positive and hence, are not fully arbitraged away. Our tests indicate that tax hypothesis explains some portion of ex-dividend day abnormal returns even for large special dividends, whereas the support for the short-term trading hypothesis is weak.     

Elements in participation,teamwork and flexibility in South Africa

This research note involves an investigation of some conceptual issues which arise in the coexistence of direct and indirect forms of participation in three case studies of South African organizations. It is concluded that a managerial paradigm shift from a strong individualistic orientation towards collaborative or collective values could facilitate the process of achieving both economic growth and equity in the workplace.

Elements in participation, teamwork and flexibility in South Africa     

Expected market returns: SVIX,realized volatility,and the role of dividends

This note provides a replication of Martin's (Quarterly Journal of Economics, 2017, 132(1), 367–433) finding that the implied volatility measure SVIX predicts US stock market returns up to 12‐month horizons. I find that this result holds for both S&P 500 and CRSP market returns, regardless of whether returns include or exclude dividends. The predictability largely disappears after the SVIX index is replaced by an exponentially weighted moving average measure of realized volatility, suggesting that SVIX holds incremental forward‐looking information compared to realized volatility, despite the high correlation between the two volatility measures.     

Peer effect on dividends and return comovement

This study investigates the stock return comovement of dividend-paying and nonpaying firms induced by peer effects of dividend payout policies. We consider peer effect as a channel that links a firm’s dividend initiation to firms that did not change dividend status. Dividend initiation attracts investors to the industry and puts pressure on peer firms to change their dividend policy, which leads to return comovement between nonpaying peers and paying firms. Using matched peer firms that resemble dividend initiators, we find that return comovement can be induced through an indirect channel without changes in style or category. Excess return comovement for firms without dividends is observed with dividend payers of the market and their industries through peer influence.     

Seniority, external labor markets, and faculty pay

We estimate the returns to seniority (the wage-tenure profile) for university faculty, and the degree to which these returns respond to entry-level salaries (or opportunity wages)—a relationship unexplored in work to date. Using data on faculty at a Big Ten university (ours), we estimate elasticities of senior-faculty salaries with respect to entry-level salaries, and find that these elasticities decline with seniority. The evidence provides an explanation of faculty salary compression and suggests the importance of controlling for entry-level salaries in obtaining estimates of the returns to seniority.     

Creditor rights and the outcome model of dividends

Using a sample of 22,374 firms from 35 countries, we examine the role of creditor rights, shareholder rights, and corporate governance in determining corporate dividend policy. We find that, while all three variables play a significant role in determining both the likelihood and the dividend amount, the effect of country-level creditor rights dominate. In subsequent analysis, we show that the outcome model is most effective in countries with strong creditor rights. When creditor rights are weak, creditors demand, and firms consent to lower dividends. These findings show that creditors, and not shareholders, exert the greatest influence over corporate dividend policy.     

Hypocrisy pay

Emotional labor—putting on an act asrequired explicitly orimplicitly in work situations-is very often psychologically, emotionally, and mentally damaging to most employees. As for soldiers in wartime who receive combat pay, it is suggested that such employees be specially compensated for their emotional labor with hypocrisy pay. Another solution is to select only those who are immune to such stress for jobs involving emotional labor—an ideal that probably cannot be achieved in all cases. Another assessment is that such special compensation is unwarranted.     

Creating high performance teamwork in organizations

The adoption of teams continues to increase in almost every domain of modern work life. In the current article we review evidence of the complexity of modern work, industry trends in the use of teams, and the challenges of achieving the full potential of organizational work teams. We aimed to meaningfully move forward the science of high performance teamwork by assembling a focused set of review articles in the present special issue. We consider four themes that capture the articles in this special issue and avenues for achieving the full potential of teams: (1) work across boundaries; (2) build effective team processes and states; (3) manage team development issues; and (4) leverage human capital. Collectively, the contents of this special issue offer important new opportunities for advancing future research and for making a practical difference in the effectiveness of teams in organizations. We identify six areas in which future research efforts in high performance teamwork should be directed based on “realities” that, in our view, need to be addressed.     

Breaking down silos and building teamwork

The purpose of this article is to explain how successful companies break down old functional silos and build teamwork. It describes techniques that foster teamwork across functional departments within a company as well as methods that can be used to cut across company lines and break down barriers between organizations.     

Estimating deferred taxation on dividends in business groups

In a group of companies corporate income taxation is levied on basic earnings and then on dividends paid to holding companies. The entity of this taxation depends on the tax regime, so that income may be taxed twice, first in the hands of the subsidiaries, then in the next years in the hands of holding companies. Therefore, consolidated profits may not be wholly paid to shareholders (who are the ultimate owners) and deferred taxes have to be computed in order to determine the true profitability of a group of companies. Using input–output theory, we developed a framework to estimate deferred taxation on dividends in business groups. Such relationships can be particularly useful when cross‐shareholdings exist to determine deferred liabilities under several accounting standards. Copyright © 2000 John Wiley & Sons, Ltd.     

Performance pay, risk attitudes and job satisfaction

We present a model in which workers with greater ability and greater risk tolerance move into performance pay jobs to capture rents and contrast it with the classic agency model. Estimates from the German Socio-Economic Panel confirm testable implications drawn from our model. First, before controlling for earnings, workers in performance pay jobs have higher job satisfaction, a proxy for on-the-job utility. Second, after controlling for earnings, workers in jobs with performance pay have the same job satisfaction as those not in such jobs. Third, those workers in performance pay jobs who have greater risk tolerance routinely report greater job satisfaction. While these findings support models in which workers capture rent, they would not be suggested by the classic agency model.     

Piece work pay and hourly pay over the cycle

This paper investigates the relative cyclical behaviour of the pay of piece workers and hourly paid workers. It uses a unique data set of blue-collar workers in British engineering between 1926 and 1966. The statistics are obtained from the payrolls of firms belonging to the Engineering Employers Federation (EEF). Roughly, the EEF accounted for one-third of the total engineering workforce. The data consist of cell averages delineated by 15 occupations in 29 engineering districts. Via a firm-union bargaining modelling structure, the question is examined as to likely earnings responses to price shocks under the two payment systems. The empirical work entails testing for cyclical differences in the two payments methods Insights are gained from distinguishing between the relatively tight post-war and slack pre-war labour markets.     

Autonomy and teamwork in innovative projects

The use of teams that incorporate autonomy in their designs continues to be an important element of many organizations. However, prior research has emphasized projects with mostly routine tasks and has assumed that autonomy resides primarily with a team leader. We investigate how two aspects of team autonomy are related to teamwork quality, a multifaceted indicator of team collaboration (Hoegl & Gemuenden, 2001). Specifically, we hypothesize that team‐external influence over operational project decisions is negatively related to teamwork quality, while team‐internal equality of influence over project decisions is positively related to teamwork quality. Testing our hypotheses on responses from 430 team members and team leaders pertaining to 145 software development teams, results support both predictions. Acknowledging the possible benefits of certain types of external influence (e.g., constructive feedback), the findings demonstrate that team‐external managers of innovative projects should generally refrain from interfering in team‐internal operational decisions. Likewise, the study shows that all team members should share decision authority, recognizing that their contributions to team discussion and decision making may well differ given differences in experience and expertise. © 2006 Wiley Periodicals, Inc.     

No-arbitrage condition and existence of equilibrium with dividends

In this paper we first give an elementary proof of existence of equilibrium with dividends in an economy with possibly satiated consumers. We then introduce a no-arbitrage condition and show that it is equivalent to the existence of equilibrium with dividends.     

Option pricing and replication with transaction costs and dividends

This paper derives optimal perfect hedging portfolios in the presence of transaction costs within the binomial model of stock returns, for a market maker that establishes bid and ask prices for American call options on stocks paying dividends prior to expiration. It is shown that, while the option holder's optimal exercise policy at the ex-dividend date varies according to the stock price, there are intervals of values for such a price where the optimal policy would depend on the holder's preferences. Nonetheless, the perfect hedging assumption still allows the derivation of optimal hedging portfolios for both long and short positions of a market maker on the option.     

Long-term stock performance following extraordinary and special cash dividends

Using essentially all declared extraordinary and special cash dividends between 1926 and 2001 which are not preceded or followed by the same for a period of three years, we find no robust post-declaration long-term abnormal stock returns, even in sub-samples defined by the special dividend yield, the bang-for-the-buck, the declaration-period abnormal return, the sub-sampling period or the stock market condition at declaration. Only event firms in the smallest CRSP market capitalization quintile display significant positive abnormal returns during the first-year following the declaration. However, these latter are not robust across sub-sampling periods. Overall, there is no compelling evidence that investors under- or over-react to extraordinary or special cash dividends.     

Trust,individualism and job characteristics as predictors of employee preference for teamwork

Employee resistance has long been recognized as a key constraint on the success of organizational change initiatives. However, it is only recently that employee attitudes towards working in teams has been specifically investigated as a factor influencing team effectiveness. Using data from 218 employees in 40 self-managing work teams, we examined the relationship between trust, individualism, job characteristics and team members' attitudes towards teamwork. Providing a partial test of Mayer et al.'s (1995) relational model of trust, the results indicate that the two situational forms of trust (trust in co-workers and trust in management) were stronger predictors of an employee's preference for teamwork than propensity to trust. Trust in co-workers was found to partially mediate the relationship between a person's propensity to trust strangers and their preference for working in a team. The importance of considering the dispositional variables of propensity to trust and individualism as factors that influence an employee's preference for teamwork, as well as their trust in management, trust in co-workers and their opportunity for skill utilization are discussed.     

The great American turnaround through teamwork visioning

Product and process quality are no longer sufficient to ensure operational excellence, regardless of enterprise. Quality is now a given with latent customer satisfaction the mission. Breakthrough excellence will occur only when individual attitude and behavior toward customer sensitivity and satisfaction become an obsession, a way of team life.     

The role of accrual accounting in restricting dividends to shareholders

This paper addresses the question why net earnings and other accrual accounting numbers are frequently used to restrict dividends to shareholders. Even though this role of accrual accounting is widely accepted in the literature, a theory explaining the role of accruals in dividend restrictions is still in its early stages. Building on the principal–agent framework, I argue that basic features of the accrual process can be viewed as arising from the demand for dividend restrictions mitigating debt-related incentive problems. This explanation is consistent with the observation that, historically, debt contracting, dividend restrictions and the development of accrual accounting have been closely related. The basic idea is that the use of transactions and events in the accrual process leads to a contingent specification of the upper bound on dividends in an earnings-based constraint. Transactions and events used in the accrual process can be viewed as imperfect, but verifiable indicators for (unverifiable) determinants of debt-related incentive problems. This general idea is applied to incentive problems that regularly arise in a multi-period context. The paper demonstrates that the accrual process may mitigate distortions in shareholders' investment decisions using provisions and depreciation charges as examples.