Sustainable Entrepreneurship and B Corps

Sustainable entrepreneurship contributes to solving social and environmental problems through the means of successful for‐profit businesses. This paper contributes to understanding how sustainable entrepreneurship is implemented by exploring an emerging new form of business, ‘B Corps’, that employs market tactics to address social and environmental issues. Through interviewing 14 B Corps, the exploratory research study found that B Corps treat profit as a means to achieve positive societal ends, they regard the B Corp model as a tool for change, the B Corp model provides a common collective identity for internal and external validation, they are focused on societal impact rather than maximizing profits and they attempt to legitimate this form of sustainable entrepreneurship by influencing the business community and government officials. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment     

Can investors time their exposure to private equity?

Private equity performance, both for buyouts and venture capital, has been highly cyclical: periods of high fundraising have been followed by periods of low performance. Despite this seemingly predictable variation, we find modest gains, at best, to pursuing realistic, investable strategies that time capital commitments to private equity. This occurs, in part, because investors can only time their commitments to funds; they cannot time when commitments are called or when investments are exited. There is a high degree of time-series correlation in net cash flows even across commitment strategies that allocate capital in a very different manner over time.     

Depreciation of Business R&D Capital

We develop a forward-looking profit model to estimate the depreciation rates of business R&D capital. By using U.S. government data between 1987 and 2007, and the newly developed model, we estimate both constant and time-varying industry-specific R&D depreciation rates. The results comprise a set of R&D depreciation rates for major U.S. high-tech industries. They align with the main conclusions from recent studies that the rates are in general higher than the traditionally assumed 15 percent and vary across industries. The relative ranking of the constant R&D depreciation rates among industries is consistent with industry observations and the industry-specific time-varying rates are informative about the dynamics of technological change and the levels of competition across industries. Lastly, we also present a cross-country comparison of the R&D depreciation rates between the U.S. and Japan, and find that the results reflect the relative technological competitiveness in key industries.     

The Obama effect

Many observers argued that Barack Obama’s candidacy in the U.S. presidential election of 2008 benefited from the financial crisis and recessionary economic conditions which voters blamed on the Republican administration. However, an empirical examination of stock price and public opinion data indicates that improvements in Obama’s electoral prospects led stock price declines and that gains by Obama were more likely to be followed by falling stock prices than by rising prices. This evidence suggests that the poor performance of the stock market in the days leading up to Obama’s victory was partly caused by, rather than causing, Obama’s success.

The Potential Role of Organizational Setting in Creating “Entitled” Employees: An Investigation of the Antecedents of Equity Sensitivity

Existing research suggests that the equity sensitivity construct has both theoretical significance and applied value. This study investigates the antecedents of equity sensitivity, focusing on the relationships among organizational setting, personal characteristics (age, sex, work experience), organization tenure, and equity sensitivity. Results based on survey data from 613 individuals employed in ten diverse organizations suggest that organizational setting influences equity sensitivity levels among employees, Evidence of a significant relationship between age and equity sensitivity is also found. However, the relationship between organizational tenure and equity sensitivity found in previous studies is not replicated when adequate controls are included. Theoretical and practical implications of the findings are discussed.     

When do high‐level managers believe they can influence the stock price? Antecedents of stock price expectancy cognitions

Stock based rewards are often used to motivate high‐level managers to take actions to increase the stock price of the firm. However, numerous constraints may weaken the perceived link between individual effort and stock price appreciation for many recipients. This study introduces a new construct, stock price expectancy, which we define as individuals' perceptions of influence over their firm's stock price. We examined its antecedents in a sample of 349 high‐level U.S. managers and found that employment at corporate headquarters, firm size, hierarchical level, and contact with investment analysts predicted stock price expectancy perceptions. © 2010 Wiley Periodicals, Inc.     

Bootstrapping I(1) data

A functional law is given for an I(1) sample data version of the continuous-path block bootstrap of Paparoditis and Politis (2001a). The results provide an alternative demonstration that continuous-path block bootstrap unit root tests are consistent under the null.     

A two-stage realized volatility approach to estimation of diffusion processes with discrete data

This paper motivates and introduces a two-stage method of estimating diffusion processes based on discretely sampled observations. In the first stage we make use of the feasible central limit theory for realized volatility, as developed in [Jacod, J., 1994. Limit of random measures associated with the increments of a Brownian semiartingal. Working paper, Laboratoire de Probabilities, Universite Pierre et Marie Curie, Paris] and [Barndorff-Nielsen, O., Shephard, N., 2002. Econometric analysis of realized volatility and its use in estimating stochastic volatility models. Journal of the Royal Statistical Society. Series B, 64, 253–280], to provide a regression model for estimating the parameters in the diffusion function. In the second stage, the in-fill likelihood function is derived by means of the Girsanov theorem and then used to estimate the parameters in the drift function. Consistency and asymptotic distribution theory for these estimates are established in various contexts. The finite sample performance of the proposed method is compared with that of the approximate maximum likelihood method of [Aït-Sahalia, Y., 2002. Maximum likelihood estimation of discretely sampled diffusion: A closed-form approximation approach. Econometrica. 70, 223–262].     

Utilizing a Value of Information Framework to Improve Ore Collection and Classification Procedures

This case study utilizes a value of information decision framework to provide mine managers guidance regarding the purchase of ore grade scanners. LKAB's Kiruna mine produces three types of iron ore to meet long-term contractual agreements on a monthly basis. There is a priori uncertainty regarding the ore type in any given mineable section of the orebody. In addition, there is extracted ore type uncertainty that is introduced by the mining process. These uncertainties are better understood by obtaining more precise (real-time) information. In addition, a better understanding of the uncertainties can improve the quality of operational decisions and increase the overall profitability of the mine. This case study provides a framework for measuring the economic impact of information purchases in a mining context and discusses the implications of those findings.     

Transfer of Marketing Knowledge Within Business‐Nonprofit Collaborations

Companies often develop collaborative joint ventures with nonprofits, and sometimes help their nonprofit partners with the marketing activities associated with these projects. Often, the assistance furnished is embodied in a transfer of knowledge from a firm to a nonprofit and involves knowledge about marketing techniques, strategies and methods. This article presents the results of a survey concerning the extents, natures and effectiveness of marketing knowledge transfers taking place between 291 UK enterprises and their nonprofit partner organisations. The survey covered the knowledge transfer methods that companies employed, the scope of the knowledge communicated, the factors that encouraged or impeded marketing knowledge transfer, and the considerations that determined which partner completed most of the marketing tasks associated with a project. It emerged that knowledge transfers occurred mainly through face‐to‐face communications, though with little formal teamworking. Both the extent and the effectiveness of transfers depended on the degree of marketing knowledge within the nonprofit partner, on levels of knowledge specificity and project complexity, and on the financial importance of the collaboration. The extent of knowledge transfer was additionally influenced by cultural and organisational distance. Similar considerations affected commercial partners' decisions to do most of the marketing work required by a collaboration. Such decisions were especially likely if anti‐marketing bias existed within the nonprofit organisation and if the nonprofit's staff knew little about marketing.