An analysis of the implications of uncertainty and agency problems on the wealth effects to acquirers of private firms

Extensive empirical work shows that bidders do not gain from the acquisition of publicly traded targets but experience positive excess returns in the acquisition of privately held firms. This study investigates how two important differences between private and public firms, namely, informational uncertainty and ownership characteristics, impact the returns to acquirers. A sample of targets that were acquired shortly after filing for an IPO was collected to circumvent the lack of information on private firms. In spite of the special characteristics of these targets, the listing effect is still prevalent in this sample. The results of the analysis are consistent with the hypothesis that acquirers gain in the acquisition of private firms because these targets have a relatively weaker bargaining position due to informational and agency problems and costly access to external capital markets to finance growth opportunities.     

Project portfolio control and portfolio management performance in different contexts

This article investigates the nature and relationship of project portfolio control techniques and portfolio management performance, and how this relationship is moderated by situational idiosyncrasies of internal and external dynamics, industries, governance types, and geographic location. A worldwide questionnaire with 242 responses was used, of which 136 high‐performing responses were filtered out for quantitative analysis of best practices. Three portfolio control factors were identified: portfolio selection, portfolio reporting, and decision‐making style. Two measures for portfolio management performance were identified: achievement of desired portfolio results and achievement of project and program purpose. The results indicate that different portfolio control mechanisms are associated with different performance measures. A contingency model was developed, including moderating effects by contextual variables.     

A contextual understanding of projects—The importance of space and time

This article analyzes the managing of high-tech projects in complex and dynamic settings. Building on recent developments in organization theory and knowledge management, we focus on the importance of understanding the ways in which project-centered activities are shaped in time and space, both in the organization itself and in a wider context embracing customers, consultants and suppliers. A longitudinal case study including semi-structured interviews, observations and secondary data will substantiate our findings. The study offers both theoretical and practical insights suggesting that projects are exposed to a varying degree of complexity and dynamics, calling for different managerial approaches. The analysis shows that boundary spanning has many dimensions that have to be considered in the management of projects in space and time. The article concludes by suggesting seven analytical categories for analyzing and understanding projects in their spatial and temporal contexts.     

Saddled with Attention: Overreaction to Bankruptcy Filings

We analyze the effect of investor attention on stock prices around Chapter 11 bankruptcy filings. We measure investor attention as abnormal search volume from Google, and find that attention‐grabbing companies have more negative abnormal stock returns in the days before and during bankruptcy filings and more positive abnormal returns immediately thereafter. That is, for companies receiving high attention, investors overreact to a bankruptcy filing; for companies receiving low attention, they underreact. This pattern is more pronounced for companies with low institutional ownership and holds after controlling for standard predictors of stock performance during bankruptcy.     

Do You See What I See? A Simulation Analysis of Order Bundling within a Transparent User Network in Geographic Space

The Physical Internet (PI) concept presents a radical change with the aim to revert the unsustainable practices that are used for transporting goods. It identifies dedicated freight flows and transforms them into transparent open logistics networks which can be accessed by other users, such as shippers and carriers. In this paper, we test the universal network openness in which the users can tap into the PI network and place orders that will be assigned to the nearest available transport service and consequently delivered to the order sender. The objective of our paper is to investigate the impact of inserting extra service points into existing dedicated freight flows of a service‐driven company. We simulate different transparency levels and routings to new pickup locations and evaluate the impact in terms of altered lead times, covered distances, and fill rates. The novel aspects presented herein are (1) deliveries based on decentralized location detection of the nearest order sender, (2) dynamically changing speed parameters of agents within specific geographic clusters based on their geo‐locations in order to account for congestion levels, (3) more realistic routing strategies that consider the urban layout, and (4) transparent querying of nearest agents in space and time that meet specific conditions such as current ongoing processes, available capacity, and position. Finally, we identify the impact from a general/holistic perspective that emerges once extra orders are assigned to the service‐driven company's fleet.     

Effects of firm-, industry-, and country-level innovation on firm performance

Marketing Letters - Marketing strategists seek to identify drivers of firm performance and their relevant boundaries. To date, most research evidence would tell them that competition is a negative...     

Creative problem-solving: an approach to generating ideas.

An excellent starting point for exercising creativity is the area of problem solving. With a bag of creative problem solving tools and techniques, problems will no longer represent setbacks but instead, opportunities to introduce innovations that will support the company's initiative of continuous improvement.     

Arms Races and Negotiations

Two players simultaneously decide whether or not to acquire new weapons in an arms race game. Each player's type determines his propensity to arm. Types are private information, and are independently drawn from a continuous distribution. With probability close to one, the best outcome for each player is for neither to acquire new weapons (although each prefers to acquire new weapons if he thinks the opponent will). There is a small probability that a player is a dominant strategy type who always prefers to acquire new weapons. We find conditions under which the unique Bayesian–Nash equilibrium involves an arms race with probability one. However, if the probability that a player is a dominant strategy type is sufficiently small, then there is an equilibrium of the cheap-talk extension of the game where the probability of an arms race is close to zero.     

Can Diversification Create Value? Evidence from the Electric Utility Industry

Despite SEC and state-level resistance, and contrary to the trend pursued by other firms, many electric utilities have diversified into non-electric and unregulated businesses. Moreover, this failure to focus has been rewarded with higher firm values, again contrary to the discounts documented in the literature for other diversifying firms. Prior literature has questioned whether these premiums (or discounts) can be attributed to diversification per se. Rather, these premiums could arise from the characteristics of the diversifying firms, which have then endogenously chosen to diversify. In a new approach, where regulation can make the diversification decision largely exogenous, we examine the investment policies of the comparable electric-segments in the diversifying and non-diversifying utilities. We find that single-segment electric utilities over-invest compared to diversifying utilities, which explains their diversification premiums and implies that diversification can create value by opening up new investment opportunities.