The proposed elimination of full cost accounting in the extractive petroleum industry: An empirical assessment of the market consequences

On July 15, 1977, the Financial Accounting Standards Board (FASB) issued an Exposure Draft of Statement 19 in which a proposal was set forth to establish the uniform usage of successful efforts accounting and to eliminate full cost accounting in the extractive petroleum industry. This study addresses the question of whether the proposed elimination of full cost accounting had an adverse effect on the security returns of full cost versus successful efforts firms. The evidence presented in this study suggests that the proposal to eliminate full cost accounting was associated with a significant negative difference in risk-adjusted rates between full cost firms and successful efforts firms whose financial reports remained unaffected by the proposed change. This observed difference was found to be sustained over an eight month period including confirming events and disclosures associated with the initial proposal. We do not attribute this difference to market inefficiencies but, rather, to the anticipated consequences which this mandated accounting change is likely to have on managerial behavior and to increased costs that will have to be borne by the affected companies.     

Contracting officer workload,incomplete contracting,and contractual terms

This article estimates the causal effect of retirement‐induced workload spikes on the selection of procurement terms. In a sample of 150,000 contracts from 85 procurement offices over 11 years, increases in workload decrease reliance on competitive acquisition procedures, decrease reliance on firm‐fixed‐price contracts, increase risk of renegotiation, and increase costs. These estimates are consistent with a model of endogenously incomplete contracting. The US federal government has experienced exceptional growth in acquisitions contracting over the past decade but limited growth in acquisitions manpower. This article provides some of the facts necessary to evaluate the consequences of these shifts.     

The seven ages of the leader

Leaders go through many transitions in their careers. Each brings new crises and challenges--from taking over a damaged organization to having to fire somebody to passing the baton to the next generation. These moments can be wrenching--and can threaten your confidence--but they're also predictable. Knowing what to expect can help you get through and perhaps emerge stronger. In this engaging article, Warren G. Bennis, professor and founding chairman of the University of Southern California's Leadership Institute, reflects on leadership, recounting his own experiences as a young lieutenant in the infantry in World War II, as the new president of a university, and as the mentor to a unique nursing student. Bennis also describes the experiences of other leaders he has known throughout his career. Drawing on more than 50 years of academic research and business expertise--and borrowing from Shakespeare's seven ages of man--Bennis says the leader's life unfolds in seven stages. "The infant executive" seeks to recruit a mentor for guidance. "The schoolboy" must learn how to do the job in public, subjected to unsettling scrutiny of every word and act. "The lover with a woeful ballad" struggles with the tsunami of problems every organization presents. "The bearded soldier" must be willing--even eager--to hire people better than he is, because he knows that talented underlings can help him shine. "The general" must become adept at not simply allowing people to speak the truth but at actually being able to hear what they are saying. "The statesman" is hard at work preparing to pass on wisdom in the interests of the organization. And, finally, "the sage" embraces the role of mentor to young executives.     

Business's environmental responsibility in Taiwan — Moral,legal or negotiated

This study explores both the negotiating styles and moral reasoning processes of business people and governmental officials in Taiwan, so as to provide a footing for outsiders when negotiating with Taiwanese over environmental concerns. Findings imply that Taiwanese business people and governmental officials can and will reason both at the conventional level and at the postconventional level of moral judgment. But, results of this study also indicate that Taiwanese negotiating styles do not necessarily match their levels of moral reasoning. With respect to pollution concerns, Taiwanese seem unwillingly to accept responsibility as autonomous individuals. Instead, responsibility is accepted when mandated by the law.Peihua Sheng teaches marketing and marketing research at the American College for the Applied Art, Atlanta Campus. She has taught marketing at the university level in Chinese for several years. Her research interests include business ethics, equity, and international marketing strategy.Linda Chang is a financial analyst on OTSUKA America. A native of Taiwan, she has an MBA. Her research interests are in the areas of planning and negotiation.Warren French is a professor of Marketing and the I. W. Cousins Professor of Business Ethics at the University of Georgia. His research interests include business ethics, aging, and international business. His articles have appeared in a variety of scholarly and practitioner-oriented journals.