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101.
Joseph D. Vu 《The Financial Review》1988,23(2):215-225
This paper presents evidence that the net current asset value rule developed by Ben Graham in 1930 is still profitable in the 1970s and early 1980s. The abnormal gain is not due to future mergers because both the merged and nonmerged subsamples have positive and statistically significant returns in the post-event period. 相似文献
102.
Joseph A. Fields James B. Ross Chinmoy Ghosh Keith B. Johnson 《Journal of Financial Services Research》1994,8(2):95-111
The First Executive Corporation was the largest failure in the history of the life insurance industry. The company was one of the most aggressive purchasers of junk bonds through the 1980s and was the first of several large failures in the staid life insurance industry. In this article, we examine the effect of First Executive's failure on the value of companies in the life insurance industry. We find that the price of other life insurance companies' stock is negatively affected by the earnings announcement that preceded First Executive's failure. The magnitude of an individual company's reaction to First Executive's loss varies according to the proportion of the company's assets invested in junk bonds, the proportion of the company's assests invested in real estate, and the financial strength of the company as measured by A.M. Best's rating. 相似文献
103.
Peter F. Colwell Joseph W. Trefzger 《The Journal of Real Estate Finance and Economics》1994,8(1):53-69
Externalities generally are viewed as impacting land values rather than building values. Yet when locational obsolescence is attributed to externalities, the implication is that externalities impact primarily on building values. The presence of negative externalities generally does not determine whether a building suffers from locational obsolescence; the more general cause is a misallocation of land. At the market allocation, there is no locational obsolescence even in the presence of an externality, while at the optimal allocation only an externality can produce locational obsolescence. Because locational obsolescence can exist without externalities, an externality is not a necessary condition for locational obsolescence. Because an externality can be present without accompanying locational obsolescence, an externality also is not a sufficient condition for the existence of locational obsolescence. 相似文献
104.
Abstract. The objectives of this paper are threefold. First, we critically survey and analyse the different methodologies that have been adopted in the rankings literature. Second, using journal articles included in the ECONLIT database and on the basis of two criteria – one based on citations and the other on perceptions of journal quality, we rank economics teaching departments in Australia and New Zealand for 1988–2002 and 1996–2002 and for individual academic economists for the periods 1988–2002, 1988–1995 and 1996–2002. Furthermore, we identify individual star performers and recognize them in a designated 'Hall of Fame' for 1988–2002. Third, our methodology enables us to make international comparisons on total and per capita bases. Previous multi-country ranking studies in economics do not rank economics departments. They provide rankings based on total publications in economics in universities regardless of whether the economists are in the economics departments or in other departments. Thus, no rankings on per capita bases are provided. We correct this shortcoming by providing total and per capita rankings and analysing the correlations between total and per capita rankings. This is the first study to examine whether the size of the economics department matters with regard to productivity. 相似文献
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Joseph C. Hu Ph.D. 《The Journal of Real Estate Finance and Economics》1988,1(2):95-115
Derivative mortgage securities have proliferated since planned amortization and floating rate CMO classes were introduced in late 1986. Other recently created derivative securities include reverse floaters and deep-discount bonds of CMOs, CMO residuals, and stripped and senior/subordinated passthroughs. These securities, which are derived from fixed-rate mortgages, were created to meet investor demands for maturity certainly, interest rate and prepayment hedging, and enhanced credit. The rapid growth of derivative securities reflects expansion of the investor base for fixed-rate mortgages. It also suggests that these mortgages will continue to be a viable housing finance instrument in a volatile interest rate environment. For the future, the increased creation of derivative securities will make the secondary mortgage market more efficient, facilitating the funding of fixed-rate mortgage originations.The substance of this paper was originally written in late 1987 and many of the specific data reflect that time period. 相似文献
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Farrell D 《Harvard business review》2004,82(12):82-90, 148
In the past few years, companies have become aware that they can slash costs by offshoring: moving jobs to lower-wage locations. But this practice is just the tip of the iceberg in terms of how globalization can transform industries, according to research by the McKinsey Global Institute (MGI). The institute's yearlong study suggests that by streamlining their production processes and supply chains globally, rather than just nationally or regionally, companies can lower their costs-as we've seen in the consumer-electronics and PC industries. Companies can save as much as 70% of their total costs through globalization--50% from offshoring, 5% from training and business-task redesign, and 15% from process improvements. But they don't have to stop there. The cost reductions make it possible to lower prices and expand into new markets, attracting whole new classes of customers. To date, however, few businesses have recognized the full scope of performance improvements that globalization makes possible, much less developed sound strategies for capturing those opportunities. In this article, Diana Farrell, director of MGI, offers a step-by-step approach to doing both things. Among her suggestions: Assess where your industry falls along the globalization spectrum, because not all sectors of the economy face the same challenges and opportunities at the same time. Also, pay attention to production, regulatory, and organizational barriers to globalization. If any of these can be changed, size up the cost-saving (and revenue-generating) opportunities that will emerge for your company as a result of those changes. Farrell also defines the five stages of globalization-market entry, product specialization, value chain disaggregation, value chain reengineering, and the creation of new markets-and notes the different levers for cutting costs and creating value that companies can use in each phase. 相似文献