The effects of foreign-currency translation accounting on security analysts' forecasts

This paper examines certain initial effects on security analysts' forecasts of earnings per share that resulted from the December 1981 change in the Financial Accounting Standards Board rules for foreign-currency accounting and reporting from Statement 8 to Statement 52. The results show that, relative to a non-Statement 52 control sample, analysts were more uncertain about future earnings when Statement 52 was initially adopted by the FASB or implemented by companies, and that analysis revised their forecasts more frequently during those periods. The revisions of analysts were positively correlated with the magnitude of the impact of the new standard on company earnings.     

Motivating and demotivating technical visionaries in large corporations: a comparison of perspectives

A substantial body of literature addresses the motivation of technical professionals in large corporations. Included are considerations of the motivation of subgroups, such as contrasting the motivation of scientists and engineers. Notably absent, however, is an in‐depth, multiple‐perspective consideration of both the motivation and demotivation of the small number of individuals in nearly every corporation who contribute significantly and disproportionately to the growth and profitability of the corporation. These exceptional, high‐performing technologists, whom we refer to as technical visionaries (TVs), are the drivers of breakthrough, radical innovation. Through 64 in‐depth interviews with TVs, their direct technical managers (TMs) and their human resource managers (HRMs), this research explores the similarities and differences in perception between these three groups concerning TV motivation and demotivation. TMs predominantly apply informal, personalized, and relational management motivating techniques. HRMs predominantly perceive value in the formalized, standard corporate structures and reward systems that serve the ‘typical employee’ for motivating TVs. By comparing the perspectives of TVs, TMs, and HRMs, we observe that the TMs are in strong alignment with TV perspectives on motivation and demotivation, while the HRMs are not in alignment with TV perspectives. Interestingly, both TMs and HRMs emphasize techniques most readily available to them. Most notable relative to demotivating TVs, the HRMs are least able to articulate an understanding consistent with that of the TVs. Based on these and other observations, we offer recommendations for those who manage these critical and unique technical visionaries.     

Why are IPO investors net buyers through lead underwriters?

In Nasdaq initial public offerings (IPOs) issued between 1997 and 2002, purchases of lead underwriter clients exceed sales by an amount equal to 8.79% of the total issue. We find that lead underwriter clients do not buy to build larger long-term positions, capitalize on superior execution quality, or because of clientele effects. However, characteristics of net buying that are at odds with these explanations and other behaviors (like institutional purchases of cold IPOs) are all consistent with lead underwriters engaging in quid pro quo arrangements with clients. Price contribution analysis shows that such client buying activity contributes significantly to first-day price increases.     

Have “Millennials” Embraced Digital Advertising as They Have Embraced Digital Media?

Consumers’ attitudes toward advertising ethics are of interest to marketers who understand that negative attitudes can be harmful to brands. Today advertisers increasingly depend on internet advertising. This study compares attitudes of Millennials (the first generation to use digital media more than traditional media) toward internet advertising with attitudes toward advertising in traditional media. Similar to previous generations who had more negative attitudes toward TV advertising, which was their most frequently used medium, Millennials’ attitudes appeared to be more negative toward internet advertising. Thus, we conclude that advertisers must work to engender positive relationships with Millennials through more ethical internet advertising and other innovative strategies.     

Another look at the role of the industrial structure of markets for international diversification strategies

This paper re-examines the extent to which gains from international diversification are due to differences in industrial structure across countries. Recent papers by Roll (1992), Journal of Finance 47, 3–42 and Heston and Rouwenhorst (1994), Journal of Financial Economics 36, 3–27 investigate this issue and find conflicting evidence. Using a new database, the Dow Jones World Stock Index, with coverage in 25 countries and over 66 industry classifications, we decompose comprehensively both country and industrial sources of variation. We confirm that little of the variation in country index returns can be explained by their industrial composition. We also uncover differences in the proportion of variation in industry index returns that is captured by country and industry factors and discuss the implications for global diversification strategies.     

Balancing Development Costs and Sales to Optimize the Development Time of Product Line Additions*

Development teams often use mental models to simplify development time decision making because a comprehensive empirical assessment of the trade‐offs across the metrics of development time, development costs, proficiency in market‐entry timing, and new product sales is simply not feasible. Surprisingly, these mental models have not been studied in prior research on the trade‐offs among the aforementioned metrics. These mental models are important to consider, however, because they define reality, specify what team members attend to, and guide their decision making. As such, these models influence how development teams make trade‐offs across the four metrics to try to optimize new product profitability. Teams with such an objective should manage to a development time that minimizes development costs and to a proficient market‐entry timing that maximizes new product sales. Yet many teams use mental models for development time decision making that focus either just on development costs or on proficiency in market‐entry timing. This survey‐based study uses data from 115 completed NPD projects, all product line additions from manufacturers in The Netherlands, to demonstrate that there is a cost to simplifying decision making. Making development time decisions without taking into account the contingency between development time and proficiency in market‐entry timing can be misleading, and using either a sales‐maximization or a cost‐minimization simplified decision‐making model may result in a cost penalty or a sales loss. The results from this study show that the development time that maximizes new product profitability is longer than the time that maximizes new product sales and is shorter than the development time that minimizes development costs. Furthermore, the results reveal that the cost penalty of sales maximization is smaller than the sales loss of development costs minimization. An important implication of the results is that, to determine the optimal development time, teams need to distinguish between cost and sales effects of development time reductions. To determine the relative impact of these effects this study also estimates the elasticities of development costs, new product sales, and new product profitability with regard to development time. Armed with this knowledge, development teams should be better equipped to make trade‐offs among the four metrics of development time, development costs, proficiency in market‐entry timing, and new product sales.