Business cycles,financial cycles and capital structure

We perform peridogram based cycle analysis of firm capital structure and find evidence that firms’ leverage is both persistent and cyclical. The cyclicality of leverage is supported by the trade-off, pecking order and market timing capital structure theories (Korajczyk and Levy in J Financ Econ 68:75–109, 2003; Bhamra et al. in Rev Financ Stud 23:645–703, 2010). Although market timing theory research supports persistence, previous literature dictates that the trade-off and pecking order theories may predict either persistent or mean reverting leverage. Our tests reject mean reversion in favor of persistent and cyclical leverage. We corroborate pecking order theory literature that predicts leverage is persistent. In these models, when firms’ investment spending is below earnings, leverage decreases. In addition, we examine whether firms change their capital structure as a result of business and financial cycles. Since financial cycles last longer than business cycles, financial cycles should have a long term effect on leverage. Our findings confirm the persistent leverage business cycle models that suggest firms change their capital structure due to financial and credit cycles (Jermann and Quadrini in Am Econ Rev 102:238–271, 2012; Azariadis et al. in Rev Econ Stud 83:1364–1405, 2016). We conclude that leverage is persistent due to the cyclicality of the financing decision.     

How supply chain architecture and product architecture impact firm performance: An empirical examination

In order to enhance performance, manufacturing firms are building various capabilities and utilizing supply chain networks that are geographically dispersed around the globe. This study examines how decisions related to supply chain architecture and product architecture influence organizational competitiveness. Building on the co-specialization perspective, we evaluate the performance implications of product modularity and supply chain agility. While, product modularity constitutes a product configuration related to sourcing and assembling of products, supply chain agility is a supply chain configuration related to velocity (sensing, comprehending, and responding) and visibility (supplier network, internal operations, and external environment). Both the product and supply chain architectural decisions can impact performance, individually and in conjunction with each other. We empirically test the hypothesized relationships using data collected from 103 manufacturing firms. Results show that supply chain agility and product modularity directly enhance responsiveness and enable organizations to reduce cost. Furthermore, supply chain agility partially mediates the relationship between product modularity and both responsiveness and cost reduction. We elaborate on the key contributions of this study for both research and practice, discuss limitations, and also offer various avenues for further research.     

The Trade Consequences of Maritime Insecurity: Evidence from Somali Piracy

In the past decade (2000–2010), pirates from Somalia have carried out thousands of attacks on cargo ships sailing through the Gulf of Aden and the Indian Ocean, causing what others have identified as significant damage to maritime trade. In this paper, we use variations in the spread and intensity of Somali piracy to estimate its effect on the volume of international trade. By comparing trade volume changes along shipping routes located in pirate waters to those that are not, we estimate that Somali piracy reduced bulk commodities trade passing through the Gulf of Aden by 4.1% per year from 2000 to 2010. We find smaller reductions in total trade, consistent with the fact that not all goods are shipped by sea or are targets of pirate attacks. While our estimates suggest that the trade costs of piracy are much lower than what has been suggested in the existing literature, we find that they remain significant and unevenly distributed, with five countries and the EU shouldering 70% of the total costs.     

An Approach to Security for Unstructured Big Data

Security of Big Data is a huge concern. In a broad sense, Big Data contains two types of data: structured and unstructured. Providing security to unstructured data is more difficult than providing security to structured data. In this paper, we have developed an approach to provide adequate security to unstructured data by considering types of data and their sensitivity levels. We have reviewed the different analytics methods of Big Data to build nodes of different types of data. Each type of data has been classified to provide adequate security and enhance the overhead of the security system. To provide security to a data node, and a security suite has been designed by incorporating different security algorithms. Those security algorithms collectively form a security suite which has been interfaced with the data node. Information on data sensitivity has been collected through a survey. We have shown through several experiments on multiple computer systems with varied configurations that data classification with respect to sensitivity levels enhances the performance of the system. The experimental results show how and in what amount the designed security suite reduces overhead and increases security simultaneously.     

Contextual Innovation Management Using a Stage‐Gate Platform: The Case of Philips Shaving and Beauty

To improve its innovation process, Philips Shaving and Beauty (S&B) designed a blueprint for its innovation process. Although it has proved to be quite effective, it has experienced a lack of efficiency, in terms of frequent cost and time overruns, in the fuzzy front end of this process. We suggest a contextual innovation management approach to set up a stage‐gate‐based innovation process platform and thus improve the efficiency in the fuzzy front end, which means that, for different contexts, stage‐gate process variants will be designed from which unnecessary activities are removed and important activities are emphasized. The design is based on the identification of relevant contextual factors to develop variations of the common innovation process within Philips S&B. We distinguished different variants of the innovation processes within Philips S&B that can increase the efficiency in the fuzzy front end. Based on interviews within and outside Philips S&B, we identified problems and potential solutions with regard to efficiency in eight recently finished innovation processes. The results indicate that the most important contextual factors are the distinction between incremental and radical innovations, and between market and technology‐based innovations. We used these factors to design three variants on the basic platform of the stage‐gate process.