Strategic orientations of born globals—Do they really matter?

This paper contributes to the literature on born globals by introducing the concept of strategic orientations into this domain. Only few empirical studies have investigated them in this context. The study extends the existing knowledge on born globals and responds to complaints about lacking empirical research in this as yet infant field. The literature on strategic orientations and born globals was used as a basis for drawing up the hypotheses, which were tested with data from 299 Finnish companies representing several different industrial sectors. The findings indicate that strategic orientations are related to a firm's international performance. This relationship is moderated by its international growth strategy.     

On the enhanced convergence of standard lattice methods for option pricing

For derivative securities that must be valued by numerical techniques, the trade‐off between accuracy and computation time can be a severe limitation. For standard lattice methods, improvements are achievable by modifying the underlying structure of these lattices; however, convergence usually remains non‐monotonic. In an alternative approach of general application, it is shown how to use standard methods, such as Cox, Ross, and Rubinstein (CRR), trinomial trees, or finite differences, to produce uniformly converging numerical results suitable for straightforward extrapolation. The concept of Λ, a normalized distance between the strike price and the node above, is introduced, which has wide ranging significance. Accuracy is improved enormously with computation times reduced, often by orders of magnitude. © 2002 Wiley Periodicals, Inc. Jrl Fut Mark 22:315–338, 2002     

Strategic alliance contracts: dimensions and determinants of contractual complexity

In contrast to prior studies examining strategic alliances as discrete governance structures (e.g., alliances vs. M&A, equity vs. non‐equity agreements), we investigate their particular contractual features. The analysis examines the dimensionality of the contractual complexity construct and investigates the determinants of firms' adoption of various contractual provisions. We find two underlying dimensions of contractual complexity, based upon the enforcement and coordination functions of different contractual provisions. The evidence reveals that firms' usage of particular contractual provisions is a function of asset specificity as well as whether the alliance's duration is pre‐specified or open‐ended. The findings also speak to the debate surrounding the roles of prior ties and trust for alliance governance. Firms that have collaborated with each other in the past are not less likely to negotiate enforcement provisions; rather, repeat collaborators are less likely to adopt contractual provisions that are informational in nature and are geared to the coordination of the alliance. Copyright © 2007 John Wiley & Sons, Ltd.     

Extending quadrature methods to value multi-asset and complex path dependent options

The exposition of the quadrature (QUAD) method (Andricopoulos, Widdicks, Duck, and Newton, 2003. Universal option valuation using quadrature methods. Journal of Financial Economics 67, 447–471 (see also Corrigendum, Journal of Financial Economics 73, 603 (2004)) is significantly extended to cover notably more complex and difficult problems in option valuations involving one or more underlyings. Trials comparing several techniques in the literature, adapted from standard lattice, grid and Monte Carlo methods to tackle particular types of problem, show that QUAD offers far greater flexibility, superior convergence, and hence, increased accuracy and considerably reduced computational times. The speed advantage of QUAD means that, even under the curse of dimensionality, it is not necessary to resort to Monte Carlo methods (certainly for options involving up to five underlying assets). Given the universality and flexibility of the method, it should be the method of choice for pricing options involving multiple underlying assets, in the presence of many features, such as early exercise or path dependency.     

Corruption and local democratization in Indonesia: The role of Islamic parties

Indonesia has a tradition of corruption among local officials who harass and collect bribes from firms. This paper examines whether corruption is affected by local democratization and by the party composition of local assemblies. Democratization occurred in 1999 and decentralization in 2001. We have firm-level data for 2001 and 2004. The 2001 data benchmark corruption at the time of decentralization. We find that corruption declines between 2001 and 2004 overall, but much less so in districts with more secular party as opposed to Islamic party representatives in district assemblies. For a larger sample of districts, correspondingly, we find that corruption in 2004 is more in districts which voted more in favor of secular party representatives in the first elections in 1999. We argue that the effects seem to be causal, over above any effects of changing religiosity and economic circumstances across districts.     

“十城千辆”示范工程政策与效果比较研究

文章以中国自“十城千辆”示范工程开展以来发展较为成功的几个重要城市：北京、上海、深圳等为研究对象,对比几个典型城市新能源公交车的现行政策,从技术和实际运营数量来研究和分析政策效果,在此基础上,讨论了油价对新能源汽车产业发展的影响以及政策的有效性问题。研究表明,政府的政策对中国新能源公交车的发展起到了重要作用并且汽油价格的上升也将为新能源公交车提供更广阔的空间,但政府政策在明确技术方向、探索商业模式以及政策的明晰程度等方面还有较大的提升空间。     

Design of public procurement auctions: evidence from cleaning contracts

We analyze a regime change from beauty contests to first‐price sealed‐bid and scoring auctions, using Swedish data on public procurement of cleaning services. In beauty contests, the lowest bid often lost, leaving substantial money on the table. The procurement costs were similar before and after the regime change: (i) Entry strongly decreases the procurement cost but did not change. Entry would have decreased had the municipalities not adjusted the objects of auctions. (ii) Municipalities favored in‐house suppliers in the old regime, leading to more aggressive bidding by others. With favoritism reduced, these changes balanced each other out.     

The value of columnists’ stock recommendations: an event study approach

This study examines the value of stock recommendations made by columnists in three leading business magazines; Business Week, Forbes, and Fortune during the period 2000–2003. Empirical results suggest that the anomalous returns documented in prior studies on columnists are sample specific and are not representative of columnist recommendations in general. We also investigate whether columnists’ timing, content and style affect the market reaction to recommendations. We find that recommendations that contain references to management or provide merger & acquisition related rumor trigger significantly greater market reactions. Finally, our long-term performance analysis of columnist recommendations suggests that investors following columnists’ advice during the 2000–2003 period would not have consistently earned abnormal returns controlling for market risk, book-to-market, size, and momentum effects.     

CHAMPIONS OF CHANGE AND STRATEGIC SHIFTS: THE ROLE OF INTERNAL AND EXTERNAL CHANGE ADVOCATES*

Change advocates who participate in the process of strategy-making can play an important role in enabling organizational adaptation. To examine the nature of this role, this article investigates the influence on strategic shifts of two such participants - new members of the top management team and management consultants. Empirical findings suggest that managers see these two types of change agents as having two different kinds of influence on strategic shifts. Specifically, the change agent role of management consultants is viewed as one that creates pressure for change by helping to shape new managerial perspectives of the environment. In contrast, the change agent role of new members of the top management team is viewed as one that counteracts inertial forces that may block the implementation of change. These results suggest that management consultants may be much more useful in stimulating changes in the ways executives think about their environment than they are in implementing radical strategic changes. To overcome institutional resistance to extreme strategic shifts, organizations may need to resort to stronger political and symbolic actions, such as promoting or hiring new top executives in key leadership roles.