Expected Idiosyncratic Volatility Measures and Expected Returns

We find that idiosyncratic volatility forecasts using information available to traders at the time of the forecast are not related to expected returns. The positive relation documented in a number of other papers only exists when forward‐looking information is incorporated into the volatility estimate. That positive relation is driven by the realized idiosyncratic volatility component that cannot be forecasted by investors. Our findings are robust to several different empirical tests, volatility forecasting models and time periods.     

Configuring designers? Using one agile project management methodology to achieve user participation

The aim was to examine the possibilities and limits of involving end‐users in applied knowledge‐producing settings. Is it possible to have user participation as a part of the design process? The agile method DSDM supposed to enhance user participation as well as improve other aspects of the management of computer system design projects.     

Exploring perceptions of interdependencies: Strategic options in supplier-customer relationships

This paper investigates how three indicators, 1) convergence-divergence in actor characteristics, 2) relationship atmosphere, and 3) degree of overlap in the network pictures of collaborating partners, relate to the perceived interdependencies and strategic options seen in specific supplier-customer relationships. The paper presents the case of a Danish food company, which offers the same pallet of new products to different customers. Joint developments are coordinated equivalently across customer relationships, and the customers draw on the same company technology and knowledge resources. Still, the company perceives interdependencies and related strategic options as very divergent across the customer relationships.     

An ambient tax approach to invasive species

Invasive species have become an issue of increasing concern in recent years. Invasive species are species that are not native to an area but are imported either intentionally or unintentionally and become established. A primary pathway for introduction is the ballast water of ships. Although not all imported species become invasive, those that do cause extensive damage to ecosystems and have been blamed for the endangerment of numerous native species. In many cases, release of non-native species can be prevented, either through open-ocean ballast water exchange, retention of ballast water, or other biosecurity measures. However, policies designed to encourage such actions face several specific challenges. The difficulty of linking an invasion to a specific vessel and of monitoring individual vessels' care makes using standard environmental liability plans difficult if not impossible. In this paper, we present an alternative policy option, that of an ambient tax. Building on the work of Segerson [Segerson, Kathleen, 1988. Uncertainty and incentives for nonpoint pollution control. Journal of Environmental Economics and Management, 15: 87-98.], we show that an ambient tax can ensure socially optimal behavior in both the short-run and the long-run with minimal vessel specific information.     

ASDA: Organic Growth of a Retailer in the United Kingdom?

This article analyzes the role of glocalization in Wal-Mart's venture in the United Kingdom. In 1999, Wal-Mart acquired ASDA, a British food retailer. Glocalization refers to strategies adopted by multinational corporations to cater to local tastes and differences after entering a foreign market. The authors' main argument is the following: after Wal-Mart acquired ASDA, it did not manage to successfully impose its Wal-Martization strategies because they consisted mainly of “organic growth” strategies. Organic growth is a practice whereby a corporation overpoweringly imposes its home-based blueprint of product consumption and corporate culture on foreign cultures. As demonstrated in this analysis, Wal-Mart had to drop its Bentonville-based shopping and corporate formula and, instead, adopt the principles of glocalization.     

Family decision-making for educational expenditure: new evidence from survey data for Nigeria

This study examines the determinants of educational expenditures by households in Nigeria. Data from the Nigerian General Household Survey, Panel 2012/2013, Wave 2 was used and a double-hurdle model was employed for the analysis. The results suggest household income, the age, education, gender of the household heads and urban versus rural residence have a significant impact on the decision to spend on education. Such expenditures are income elastic overall, but are very different in magnitude for low income compared to higher income families. It is found that the income elasticity of education expenditures are approximately four times greater for households in the bottom two-thirds of the income distribution than for those on the top one-third of the income distribution.     

Managing multicultural teams

Multicultural teams offer a number of advantages to international firms, including deep knowledge of different product markets, culturally sensitive customer service, and 24-hour work rotations. But those advantages may be outweighed by problems stemming from cultural differences, which can seriously impair the effectiveness of a team or even bring itto a stalemate. How can managers best cope with culture-based challenges? The authors conducted in-depth interviews with managers and members of multicultural teams from all over the world. Drawing on their extensive research on dispute resolution and teamwork and those interviews, they identify four problem categories that can create barriers to a team's success: direct versus indirect communication, trouble with accents and fluency, differing attitudes toward hierarchy and authority, and conflicting norms for decision making. If a manager--or a team member--can pinpoint the root cause of the problem, he or she is likelier to select an appropriate strategy for solving it. The most successful teams and managers, the authors found, dealt with multicultural challenges in one of four ways: adaptation (acknowledging cultural gaps openly and working around them), structural intervention (changing the shape or makeup of the team), managerial intervention (setting norms early or bringing in a higher-level manager), and exit (removing a team member when other options have failed). Which strategy is best depends on the particular circumstances--and each has potential complications. In general, though, managers who intervene early and set norms; teams and managers who try to engage everyone on the team; and teams that can see challenges as stemming from culture, not personality, succeed in solving culture-based problems with good humor and creativity. They are the likeliest to harvest the benefits inherent in multicultural teams.     

Large shareholders and accounting research

Large shareholders are a potentially very important element of firms’ corporate governance system. Whereas analytical research is typically vague on who these large shareholders are, in practice there are important variations in the types of large owners (and the different types of large owners could play very different governance roles). After briefly reviewing the standard agency cost arguments, in this article I emphasize the heterogeneity of concentrated ownership and in particular focus on the roles of families, institutions, governments, and employee ownership. I also discuss the role of large shareholders in private (i.e., unlisted) firms, where ownership tends to be more concentrated than in publicly traded firms. Finally, I briefly discuss variations in ownership structures across selected countries.