CEO DUALITY AND FIRM PERFORMANCE: WHAT'S THE FUSS?

Rising shareholder activism following poor corporate performance and a subsequent drop in shareholder value at many major U.S. corporations had rekindled interest in duality and corporate governance. Despite limited empirical evidence, duality (chairman of the board and CEO are the same individual) has been blamed, in many cases, for the poor performance, and failure of firms to adapt to a changing environment. In examining the relationship between duality and firm performance, this study considers the announcement effects of changes in duality status, accounting measures of operating performance for firms that have changed their duality structure, and long-term measures of performance for firms that have had a consistent history of a duality structure. Our results suggest that: (1) the market is indifferent to changes in a firm's duality status; (2) there is little evidence of operating performance changes around changes in duality status; and (3) there is only weak evidence that duality status affects long-term performance, after controlling for other factors that might impact that performance.     

TARGETS IN THE TAYLOR RULE: INFLATION,SPEED LIMIT,OR PRICE LEVEL?

This paper explores the link between alternative targets in the Taylor rule and their empirical fit using real‐time U.S. macroeconomic data. We first study the stabilizing properties of the classical Taylor rule (inflation targeting, IT) and add either a price‐level target (PLT) or output gap quasigrowth target (speed‐limit targeting, SLT) in the context of the standard New Keynesian model. We demonstrate that, although only SLT has the same functional form as the optimal interest‐rate reaction function, both PLT and SLT stabilize the model macroeconomy against a cost‐push shock for a wide range of parameter values better than IT. We then estimate all three specifications using the Greenbook data. We find much stronger support for SLT than PLT and discuss pitfalls in estimating the latter that are present in existing literature. (JEL E52, E58)     

STRATEGIC BEHAVIORS TOWARD ENVIRONMENTAL REGULATION: A CASE OF TRUCKING INDUSTRY

We used trucking industry’s response to the U.S. Environmental Protection Agency’s acceleration of 2004 diesel emissions standards as a case study to examine the importance of accounting for regulatees’ strategic behaviors in drafting of environmental regulations. Our analysis of the time series data of aggregate U.S. and Canada heavy‐duty truck production data from 1992 through 2003 found that heavy‐duty trucks production increased by 20%–23% in the 6 mo prior to the date of compliance. The increases might be due to truck operators pre‐buying trucks with less expensive but noncompliant engines and behaving strategically in anticipation of other uncertainties. (JEL L51, Q25)     

WAL-MART, LEISURE, AND CULTURE

This essay contributes to the debate about the alleged spillover effects associated with Wal-Mart's growth. Combining county-level data on Wal-Mart entry and location from 1985 through 1998 with individual-level data on leisure activities, we estimate a positive relationship between Wal-Mart penetration and participation in activities involving inputs that can be bought at Wal-Mart. The relationship between Wal-Mart penetration and activities that do not involve inputs that can be bought at Wal-Mart is negative in most cases but may be positive or zero for "cultural" activities such as attending classical music concerts and visiting art galleries. The evidence is consistent with the thesis that deeper Wal-Mart penetration expands consumption possibilities. ( JEL A13, D00, C12, Z11, Z13)     

THE EFFECTS OF GOVERNMENT-MANDATED FAMILY LEAVE ON EMPLOYER FAMILY LEAVE POLICIES

The 1993 Family and Medical Leave Act (FMLA) guarantees employees 12 weeks of unpaid leave. However, studies find either small or insignificant effects of the legislation on employment, work, leave-taking, and wages. Perhaps employees are unable to use the leave because it is unpaid or they do not need family leave because they already may take off work via vacation, sick leave, and disability leave policies. If so, then family leave legislation may have increased employer-provided family leave without corresponding effects on employment-related outcomes. This article examines family leave legislation's effects on employers' family leave policies, finding positive effects. (JEL J1, J2, J3 )