Financial Institutions and Non‐Governmental Organizations: An Advocacy Partnership for Sustainable Capital Markets?

In this article, the Chief Responsibility Officer for Aviva Investors examines the potential for financial institutions (FIs) to work in partnership with non‐governmental organizations (NGOs) in advocating changes to public policy that promote sustainable capital markets. Many NGOs have argued that the current form of global economic growth is unsustainable—and they routinely engage in public policy advocacy. However, such advocacy has generally proved ineffective, in large part because most NGOs have a very limited understanding of how capital markets function. Investors, for their part, are increasingly recognizing that key aspects of the global economy are on an unsustainable footing. And some are concerned about the negative implications for the long‐term value of their assets. But with a few notable exceptions, they have not made systematic efforts to work with governments to correct the market failures. NGO‐FI advocacy partnerships could identify specific cases of systemic or sectoral market failures, and recommend long‐term changes to the sectoral operating environment that would affect the cash flows and values of companies operating within that sector in ways designed to “internalize” the effects of negative social and environmental externalities. To foster the development of such partnerships, there is a need for academia to develop learning forums that stimulate the exchange of ideas between the executives within NGOs and FIs in an environment of mutual trust and respect.     

New development: All change? Performance assessment regimes in UK local government

Contrasting approaches to assessing the performance of public services highlight important issues for policy-makers and future research. We need systematic comparisons between countries. We should use a broader range of evidence. The public ought to have a greater role in designing performance criteria, and we need to know more about the impacts of assessments.     

Employment Protection,Threat and Incentive Effects on Worker Absence

This article provides new evidence on the effect of changes in employment protection on worker absence. We use novel multi‐organization data to examine changes in worker absence as workers move from temporary to permanent employment contracts. We demonstrate a robust positive effect of employment protection on sickness absence. It has also been suggested that the impact of employment protection on absence and effort is due to a fear of dismissal. We also provide evidence that suggests that temporary workers' absence is influenced by incentives to attain jobs with protection that is unrelated to threat of dismissal. This has not been considered in earlier research. This channel of employment protection effects has important policy implications.     

CARE/CEASA Roundtable on Managing Uncertainty and Risk

Two distinguished Morgan Stanley “alumni” discuss how their management of risk and uncertainty has not only preserved but increased the profitability of their businesses. In both cases—one involving a commodities trading operation and the other a long‐short hedge fund—the key has been to find cost‐effective ways to “cut off the left tails” of the distribution by avoiding naked long or short positions and creating option‐like payoffs with limited downside. In the case of the hedge fund, the combination of longs and shorts with the use of other risk‐reducing strategies has enabled the fund's managers to produce twice the market's returns with only half the volatility (and only one losing year) during the 18‐year life of the fund. In the case of the commodities trading operation, the strategy is described as combining ownership of physical assets with the use of option pricing models to create what amount to “long gamma positions in the asset” that “produce payoffs regardless of whether the asset goes up or down in value.”     

Reflections on Private Water Supply: Agency and Equity Issues

In the second of the two articles, the authors reflect on and extend their earlier work by describing recent trends in water privatization, drawing important lessons from cases where privatization efforts have failed, offering suggestions about the way privatized firms can be successfully monitored, and addressing the popular argument that “fairness” demands that water be distributed by public firms at a zero (or heavily subsidized) price.     

Acknowledging the importance of BAI accounts

For hospitals, balance after insurance (BAI) refers to revenue from uninsured patients and from patients with patient responsibility after insurance. BAI is a rapidly growing share of hospital revenue as a result of substitution from high-deductible commercial insurance plans-revenue that tends to convert to cash relatively easily and quickly-meaning that an increasing share of hospital cash flow is now due from the patient. Hospitals should make sure that their self-pay patients receive excellent customer service: It not only improves the likelihood of a greater yield, but also-perhaps more important-helps ensure customer loyalty and willingness to recommend the facility to others.     

The role of strategic enterprise risk management and organizational flexibility in easing new regulatory compliance

The impact of new regulatory requirements for internal control reporting on an organization's ability to maintain strategic flexibility has been debated in the popular press extensively. This paper tests theory from strategic management to examine the relationship between an organizations' pre-regulatory strength of strategic enterprise risk management (ERM) processes and their ability to react to new regulatory mandates. In the context of companies' adoption of SOX Section 404 internal control reporting requirements, we examine organizations' pre-SOX ERM processes, ERM supporting technologies, and organizational flexibility in order to better understand the antecedents to the difficulty encountered in meeting SOX 404 requirements. Using responses from 113 Chief Audit Executives (CAEs), we find that organizations with stronger strategic ERM processes and flexible organizational structures already in place incurred little difficulty in implementing SOX 404 mandates. On the other hand, organizations using weaker ERM processes, which focused on control compliance, experienced more difficulty. These findings provide key insights into the importance of strategic ERM in effectively complying with new regulatory controls in volatile environments.