Privatization as an agency problem: Auctions versus private negotiations

This paper investigates the design of privatization mechanisms in emerging market economies characterized by political constraints that limit the set of viable privatization options. Our objective is to explain the striking diversity of mechanisms observed in practice and the frequent use of an apparently sub-optimal privatization mechanism: private negotiations.     

Credible discovery,settlement, and negative expected value suits

We introduce discovery into a model of settlement and negative expected value (NEV) suits under asymmetric information. The option to conduct discovery has several important effects. First, because discovery is cheaper than litigation, it reduces the defendant's incentive to settle under asymmetric information. Second, discovery must be credible. Because discovery is more valuable the greater the uncertainty it resolves, this introduces a credibility constraint on pre‐discovery settlement offers. This can further reduce the probability and size of a defendant's pre‐discovery settlement offer. Lastly, discovery reduces the ability of NEV plaintiffs to use asymmetric information to extract significant settlements from defendants.     

How Leadership Characteristics Affect Organizational Decline and Downsizing

While studies have investigated the moral issue associated with downsizing, little research attention has been directed to leaders’ behaviors that result in organizational decline and eventually lead them to make a downsizing decision. This study tests a sequence-based model to assess (1) the impact of leaders’ risk-aversion and self-centeredness on organizational decline and downsizing and (2) the impact of organizational and industry decline on organizational downsizing. We address a gap in the decline literature that has only implicitly alluded to leadership characteristics as forerunners of decline. Data collected from 85 firms indicate that both leadership risk-aversion and self-centeredness are significantly related to organizational decline. This results in intensified organizational downsizing. However, industry decline affects downsizing more significantly.     

Electronic monitoring at work: The role of attitudes,functions, and perceived control for the acceptance of tracking technologies

Organisations increasingly adopt tracking technologies that allow managers to continuously collect highly detailed records of employee, performance, and health. On the basis of the theory of planned behaviour, we aim to identify attitudes, functions of monitoring, and control perceptions that should strengthen or lower employees' acceptance of these technologies. Our experimental vignette study among 800 respondents in Germany reveals that acceptance is more likely if employees have positive attitudes towards surveillance in general and towards monitoring in private life and if the technologies enhance labour productivity. The tendency to reject the technology increases if it is to be used for monitoring health and performance. The results indicate that these new technologies will not be accepted unconditionally and may be subject to bargaining and conflicts. In the implementation process, human resources departments will have to take account of employee interests and well‐being, which in turn may improve acceptance and performance.     

An experimental study on real-options strategies

We conduct a laboratory experiment to study whether people intuitively use real-option strategies in a dynamic investment setting. The participants were asked to play as an oil manager and make production decisions in response to a simulated mean-reverting oil price. Using cluster analysis, participants can be classified into four groups, which we label ‘mean-reverting’, ‘Brownian motion real-option’, ‘Brownian motion myopic real-option’, and ‘ambiguous’. We find two behavioral biases in the strategies of our participants: ignoring the mean-reverting process, and myopic behavior. Both lead to too frequent switches when compared with the theoretical benchmark. We also find that the last group behaved as if they have learned to incorporate the true underlying process into their decisions, and improved their decisions during the later stage.     

Short‐Time Compensation as a Tool to Mitigate Job Loss? Evidence on the U.S. Experience During the Recent Recession

During the recent recession only seventeen states offered short‐time compensation (STC)—prorated unemployment benefits for workers whose hours are reduced for economic reasons. Federal legislation passed in 2012 will encourage the expansion of STC. Exploiting cross‐state variation in STC, we present new evidence indicating that jobs saved during the recession as a consequence of STC may have been significant in manufacturing, but that the overall scale of the STC program was generally too small to have substantially mitigated aggregate job losses in the seventeen states. Expansion of the program is necessary for STC to be an effective countercyclical tool in the future.     

Linking capacities of high‐quality relationships to team learning and performance in service organizations

This study examines the impact of intrateam and external high‐quality relationships (HQRs) on learning processes and performance. Data collected from 178 teams in the service sector indicate that (a) intrateam HQRs (i.e., between team members and between team members and their manager) are related to psychological safety, which in turn facilitates learning processes; (b) external HQRs are associated directly with team learning; and (c) team learning is positively associated with enhanced team performance. The findings highlight the importance of both internal and external HQRs to facilitate learning and enhance performance in service organizations. © 2011 Wiley Periodicals, Inc.