Impact of perceived value on the online purchase intention of base of the pyramid consumers

Despite the voluminous purchasing power of the consumers at the base of the pyramid (BOP), substantial research has not been carried out on their online buying behaviour. This study investigates the factors that trigger the online shopping intention of BOP consumers. We conducted semi-structured in-depth interviews with 52 BOP respondents from India. Our thematic analysis indicates four perceived benefits and five sacrifices influencing BOP consumers' perceived value for online purchases, subsequently determining their adoption behaviour. As a novel contribution to the literature, this study unfolds several unknown factors that motivate/demotivate BOP consumers to buy online using the Value-based Adoption Model (VAM). The findings of this study will help e-commerce marketers enhance BOP consumers' usage intention toward online purchases.     

Japan's Negative Risk Premium in Interest Rates: The Liquidity Trap and the Fall in Bank Lending

Japan's interest rates have been compressed toward zero because of pressure coming through the foreign exchanges. Twenty years of current‐account surpluses have led to a huge buildup of claims – mainly dollars – on foreigners. Because of ongoing fluctuations in the yen/dollar exchange rate, Japanese financial institutions will only willingly hold these dollar claims if the nominal yield on them is substantially higher than on yen assets. In the 1990s to 2002 as US interest rates have come down, portfolio equilibrium has been sustained only when nominal interest rates on yen assets have been forced toward zero. One consequence is the now infamous liquidity trap for Japanese monetary policy. A second consequence is the erosion of the normal profit margins of Japan's commercial banks, leading to a slump in new bank credit and an inability to grow out of the overhang of old bad loans.     

Equity market liberalization and corporate governance

Equity market liberalizations open up domestic stock markets to foreign investors. A puzzle in the literature is why developing countries exhibit relatively small financial impacts associated with liberalizations. We use cross-firm variation in corporate governance at the time of the official liberalization of the equity market in Korea to test whether governance can explain the extent to which firms benefit when countries liberalize. The results show that better-governed firms experience significantly greater stock price increases upon equity market liberalization. Following the liberalization in Korea, foreign ownership in firms with strong corporate governance was significantly higher than that in firms with weak governance. Better-governed firms also exhibit higher rates of physical capital accumulation after liberalization.     

Real and Financial Sector Interaction Under Liberalization in an Open Developing Economy

A short‐run model incorporates instantaneous portfolio equilibrium with macroeconomic flows to clarify the structure of real–financial sector interactions. If equity and foreign exchange markets are introduced in structuralist theories of asset markets in developing countries, the key result that a fall in money supply raises the rate of inflation now holds only under special conditions on partial derivatives. But there is a tendency for interest rates to rise and for fluctuations in asset prices. Fuller integration of asset markets moderates these fluctuations. Outcomes are stable in spite of the generalized complementarity distinguishing equity markets from loan markets. Expectations play a major role. Implications for policy are to link domestic interest rates to foreign, remove artificial barriers to market integration, and stimulate demand as well as supply.     

The Coal Mine Mafia of India: A Mirror of Corporate Power

An investigation of the source of power of mafia‐type organizations may reveal how other non‐state actors can operate as if they are independent of the state. This study of the coal mafia in Dhanbad, India shows that power often derives from socially hierarchical relationships involving debt and/or caste. It also demonstrates how state policies that are thoughtlessly implemented may solidify existing hierarchies. By analogy, modern corporations gain some of their power by behaving as if they were semi‐sovereign institutions that draw their strength informally from social networks and other extralegal relationships. The mafia in the Dhanbad coalfields emerged through a series of institutional changes. Labor shortages were initially resolved by labor intermediaries, who eventually controlled the labor through linkages associated with debt, caste, and social obligations. These intermediaries eventually assumed official positions in labor unions, which gave them a platform for electoral politics. When the coal industry was nationalized, the union leaders further solidified their position in the nationalized corporation. In this way, private labor intermediaries became local political leaders who controlled the state apparatus to some extent. Corporations follow similar patterns. Both mafias and corporations exploit weak governments, collude with them, and often operate with a high degree of independence. Like mafias, corporations often derive their power from socially embedded networks that they craft in local communities and populations. Because the roots of their influence are embedded in social networks, simple legal and regulatory changes are often insufficient to limit their power. Transnational corporations engaged in extraction of natural resources share with mafias the ability to leverage monopoly power in one domain into control of other domains. As a result, this case study of the coal mafia in India offers a unique entry point to understand corporate sovereignty.     

Why Development Now Matters for the G-20

Journal of Quantitative Economics -     

Use of neurometrics to choose optimal advertisement method for omnichannel business

ABSTRACT

The omnichannel business has deeply affected retail practices and promotional strategies. This paper presents an empirical evaluation of omnichannel advertisement channels using neurometric response of the viewers. High precision camera and Galvanic Skin Response sensors were used to record neurometric information of respondents. The response of forty volunteers against a set of cosmetic advertisements was recorded to train a computer for predicting expected neurometric response for an advertisement channel. The recorded neurometric data was further analyzed to develop a set of business rules to measure the effectiveness of any advertisement channel. Later, comparative analysis of various advertisement channels was done.     

Evaluating India’s exchange rate regime under global shocks

The paper assesses the performance of India’s managed float with respect to maintaining a real competitive exchange rate, its impact on trade, on stability of currency and financial markets, and on inflation. It also derives the current range that balances these three effects.     

Government Expenditure in India: Composition and Multipliers

We estimate fiscal multipliers for total, capital (capex), and revenue (revex) Indian government expenditure using a two variable Structural Vector Auto-Regression (SVAR). Our quarterly data allows us to estimate both short- and long-run multipliers. We then extend and re-estimate the model including supply shocks and the monetary policy response sequentially and together and re-estimate the multipliers. The long-run capex multiplier remains much larger than the corresponding revex multiplier in all the estimations. The short run impact multiplier is the highest for revex, but does not rise after the first quarter. The capex peak multiplier in the 2nd quarter is 1.6–1.9 times larger. The cumulative multiplier is also the highest for capex, 2.4–6.5 times the size of the revex multiplier. Capex also reduces inflation more over the long-term. Despite this, capex shows greater volatility since it is more vulnerable to discretionary cuts. Monetary accommodation of capex and revex is allowed to differ. It varies in the absence/presence of supply shocks. The combination of a direct cut in capex and monetary tightening in response to a supply shock reduces the capex multiplier. The results are consistent with an elastic long-run aggregate supply. Disaggregated evaluation of spending policy, therefore, gives useful insights.

     

Red,blue, and purple firms: Organizational political ideology and corporate social responsibility

Research summary : Why do firms vary so much in their stances toward corporate social responsibility (CSR )? Prior research has emphasized the role of external pressures, as well as CEO preferences, while little attention has been paid to the possibility that CSR may also stem from prevailing beliefs among the body politic of the firm. We introduce the concept of organizational political ideology to explain how political beliefs of organizational members shape corporate advances in CSR . Using a novel measure based on the political contributions by employees of Fortune 500 firms, we find that ideology predicts advances in CSR . This effect appears stronger when CSR is rare in the firm's industry, when firms are high in human capital intensity, and when the CEO has had long organizational tenure . Managerial summary : Why do firms vary in their stances toward corporate social responsibility (CSR )? Prior research suggests that companies engage in CSR when under pressure to do so, or when their CEOs have liberal values. We introduce the concept of organizational political ideology, and argue that CSR may also result from the values of the larger employee population. Introducing a novel measure of organizational political ideology, based on employees' donations to the two major political parties in the United States, we find that liberal‐leaning companies engage in more CSR than conservative‐leaning companies, and even more so when other firms in the industry have weaker CSR records, when the company relies heavily on human resources and when the company's CEO has a long organizational tenure . Copyright © 2016 John Wiley & Sons, Ltd.