Due diligence and the demand for electricity: A cautionary tale

In 1983, the Washington Public Power Supply System (WPPSS) defaulted on tax-free revenue bonds issued to construct two of its five nuclear power plants. In subsequent litigation, the plaintiffs alleged that the bonds had been fraudulently issued because WPPSS and the other defendants should reasonably have known and disclosed that there was substantial uncertainty about the ability to meet the financial obligations created by the bonds. A model using plausible values for demand elasticities, recognized probabilities of events that would increase costs and delay construction and data used by WPPSS to construct demand forecasts for prospective bondholders suggests that such uncertainty was present at the time the bonds were issued. The values for demand elasticities and other parameters of the model were selected after a thorough review of the econometric literature on demand for electricity, beginning with the work of Fisher and Kaysen in 1962.     

Multifrequency jump-diffusions: An equilibrium approach

This paper proposes that equilibrium valuation is a powerful method to generate endogenous jumps in asset prices. We specify an economy with continuous consumption and dividend paths, in which endogenous price jumps originate from the market impact of regime-switches in the drifts and volatilities of fundamentals. We parsimoniously incorporate regimes of heterogeneous durations and verify that the persistence of a shock endogenously increases the magnitude of the induced price jump. As the number of frequencies driving fundamentals goes to infinity, the price process converges to a novel stochastic process, which we call a multifractal jump-diffusion.     

The pyramid model of school management

Models of organizational management are presented in the literature and in the managerial practices of recent years. They are aimed to improve organizational governance, and to enhance organizational overall efficiency. The common denominator for most, if not all these management models is that they generally focus on a single aspect, or on a very limited number of aspects of the organizational conduct whereas running an organization is a highly complex undertaking, incorporating a large number of functions and processes. School principals tend to adapt out-of-school management process, usually adapting them from the business world. And therefore we can see that the educational system at all and the school system in particular, implement business management methods. This research indicates that school principals are well aware of all the school management processes and procedures. The important contribution of this research, which is based on the unique contribution of the multi-faceted theory, is acknowledging the work of the school principals as a pyramid which its base is composed of essential consensus procedures and its three sided indicate three major school management process. We suggest that this pyramid will be called “The Pyramid Model of School Management”. The various management processes that built this pyramid are based on mutual aims and consensus of the school team to reach these aims. The consensus of the aims is essential, and with out it, the school cannot exist as an affective organization. Choosing when to take a various management action is a feedback based, and situation-based conduct. It is also shown in this research that school principals distinguish between three major management processes which we recommend that they will be called the “pyramid sides” and include: results management, human resources management and general resources management. The three groups are bounded by the “core of management” which we recommend that will be called the “pyramid base”. The pyramid base is connected to each and every phase of the life cycle of the organization, to each process and each result. It includes the school targets and aims which all the school team has to agree upon and there must be an un-doubtful consensus about them.     

Organizational and environmental factors related to HRM practices in Hong Kong: a cross-cultural expanded replication

Data were collected from 151 Hong Kong organizations to determine the relationship between culture, firm size, level of unionization and presence of an HRM department, and human resource management (HR) practices. Culture was a relatively weak predictor of HR practices. Existence of an HRM department and level of unionization were moderate predictors while firm size and the existence of a specialized training unit within the HRM department were the strongest predictors of HR practices.     

Knowledge complementarity,knowledge absorption effectiveness,and new product performance: The exploration of international joint ventures in China

Firms use international joint ventures (IJVs) to access and learn from partners’ knowledge and thus enhance their new product performance, especially when the partners have complementary knowledge bases. Most of the existing literature assumes that knowledge complementarity can directly lead to enhanced new product performance, while ignoring the mediating role of knowledge absorption effectiveness and moderating effects of organizational structure and organizational culture to integrate and manage knowledge complementarity. Using dyadic data from 119 IJVs in China, this article suggests that knowledge complementarity influences IJV new product performance through the full mediation of knowledge absorption effectiveness. Also, the results suggest that an IJV's departmentalization of organizational structure significantly hurts the effect of knowledge complementarity on knowledge absorption effectiveness, while a strong learning culture of the IJV can significantly enhance such effects.