How entrenched managers beat earnings expectations before and after SOX

This study investigates the relationship between managerial entrenchment and how firms meet or beat earnings forecasts. It further examines whether this relationship changes before and after the Sarbanes–Oxley Act (SOX). We find that, in the pre-SOX era, entrenched managers meet or exceed analyst forecasts more often than their unentrenched counterparts when analysts’ initial forecasts are high. This is mainly due to the drop in analysts’ consensus rather than earnings management. These results nearly disappear in the post-SOX era.     

Approach and Avoidance Motivation: Investigating Hedonic Consumption in a Retail Setting

Retail shopping studies often conclude that desirable shopper behaviors, such as spending more money, indicate underlying approach motivation, while undesirable behaviors, such as leaving the store, indicate underlying avoidance motivation. However, hedonic consumption would seem to provide an opportunity not only for approaching fun and excitement but also for avoiding problems and stress in everyday life. This study investigates approach and avoidance motivations in a hedonic consumption context. Results show that both approach and avoidance motivation lead to heightened hedonic motivations for shopping and to more positive shopper evaluations. Additional investigation reveals several differences by gender and across four shopping contexts. Several theoretical and managerial implications are offered.     

Employee responsibility in benefit change

If employers want to move employees beyond superficial acceptance of benefit changes, organizations need to increase the focus on how they manage the change process and support employee decision making. This article describes how employers can help workers understand changes and, through effective change management and communication, successfully navigate in an evolving benefits world. Using recent survey research about large employer and employee attitudes, the authors demonstrate tangible proof that these efforts pay off, both in financial and cultural terms.     

The swing voter's curse with adversarial preferences

We analyze voting behavior in a large electorate in which voters have adversarial state-contingent preferences with incomplete information about the state of the world. We show that one type of voter can suffer from the swing voter's curse à la Feddersen and Pesendorfer [The swing voter's curse, Amer. Econ. Rev. 86 (1996) 408-424], and go on to characterize the symmetric Nash equilibria of this model under different parameter values. We prove that unlike settings with nonadversarial preferences, there are equilibria in which in one state of the world, a minority-preferred candidate almost surely wins the election and thus the election may fail to correctly aggregate information. Indeed, we show that the fraction of the electorate dissatisfied with the result can be as large as .     

Investigating regional house price convergence in the United States: Evidence from a pair-wise approach

In this paper we examine long-run house price convergence across US states using a novel econometric approach advocated by Pesaran (2007) and Pesaran et al. (2009). Our empirical modelling strategy employs a probabilistic test statistic for convergence based on the percentage of unit root rejections among all state house price differentials. Using a sieve bootstrap procedure, we construct confidence intervals and find evidence in favour of convergence. We also conclude that speed of adjustment towards long-run equilibrium is inversely related to distance.     

Are supply chain management theories culturally constrained? An empirical assessment

Culture plays an increasingly important role in supply chain management as many manufacturing firms have linkages to suppliers and customers from various countries. In this paper we propose treating culture as an explanatory variable to test the assumption that existing theories are universally applicable. The primary research question was: Do purchasing theories built on samples from mainly North American companies with Anglo-Saxon cultures apply in other cultural contexts? We developed and tested a model where top management??s view of the purchasing function affects purchasing practices and manufacturing performance. The statistical results provide evidence that the engagement and efficacy of purchasing practices is highly dependent on culture. This finding has significant implications from the perspective of decision making in international supply chain management. Specifically, top managers across multiple cultures could decide to structure and evaluate the purchasing function similarly, but these decisions could lead to different practices and different outcomes depending on the culture.