Organizational Visibility,Stakeholder Environmental Pressure and Corporate Environmental Responsiveness in China

This article investigates the relationship between organizational visibility and corporate environmental responsiveness in China. It also examines whether this relationship is mediated by stakeholder pressure, and whether the strength of the relationships among organizational visibility, stakeholder pressures and corporate environmental responsiveness is moderated by the type of enterprise ownership. Based on the responses from a survey involving 131 enterprises, this study suggests a potentially positive and significant correlation between organizational visibility and corporate environmental responsiveness in China. However, the study reveals surprisingly that stakeholder pressure for environmental improvements does not seem to account for the above correlation. Organizational visibility is found to be negatively associated with stakeholder pressure in the case of Chinese‐owned enterprises, and stakeholder pressure has no significant associations with corporate environmental responsiveness. In addition, the moderating effect of enterprise ownership is strongly evidenced, which provides important policy implications for developing effective mechanisms to stimulate environmental management practices. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment     

Strategic orientation and new product performance: The roles of technological capability

Although prior research has examined the linkage between strategic orientation and new product performance, existing empirical evidence suggests exploration of the effects of a firm's internal factors on this linkage is required. This study aims to fill the marketing literature gap by addressing how technological capability moderates the strategic orientation‐new product performance relationship. This study measures new product performance as a two‐dimensional construct to avoid the oversimplified bias. Research hypotheses are tested using a sample of 121 information system product projects and a hierarchical regression approach is utilized. Results show that (a) technological capability strengthens the market orientation‐performance relationship and (b) technological capability affects the financial performance effects of market and technology orientations via market performance. Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd.     

Uncovering the Value of Green Advertising for Environmental Management Practices

This paper extends previous environmental management research by building and empirically testing a model of the contingency effects of green advertising on the relationships between environmental management practices in terms of environmentally conscious manufacturing and product stewardship, environmental reputation and financial performance. We examine the value of green advertising in sharing and publicizing information about organizational achievements in environmental preservation in a business‐to business context with the Taiwanese electronics manufacturing industry. The theoretical propositions are largely confirmed by structural path analyses of survey responses collected from 122 Taiwanese electronics manufacturers. Green advertising delivers financial benefits only for those manufacturers that do not have an established environmental reputation. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment     

Informed momentum trading versus uninformed “naive” investors strategies

We construct a zero net-worth uninformed “naive investor” who uses a random portfolio allocation strategy. We then compare the returns of the momentum strategist to the return distribution of naive investors. For this purpose we reward momentum profits relative to the return percentiles of the naive investors with scores that are symmetric around the median. The score function thus constructed is invariant and robust to risk factor models. We find that the average scores of the momentum strategies are close to zero (the score of the median) and statistically insignificant over the sample period between 1926 and 2005, various sub-sample periods including the periods examined in [Jegadeesh and Titman, 1993] and [Jegadeesh and Titman, 2001] . The findings are robust with respect to sampling or period-specific effects, tightened score intervals, and the imposition of maximum-weight restrictions on the naive strategies to mitigate market friction considerations.     

Determinants of Remittances: Recent Evidence Using Data on Internal Migrants in Vietnam*

The present paper examines the determinants of remittance behavior for Vietnam using data from the 2004 Vietnam Migration Survey on internal migrants. It considers how, among other things, the vulnerability of a migrant's life at the destination, their link to relatives back home, and the time spent at the destination affect remittances. The paper finds that migrants act as risk‐averse economic agents and send remittances back to the household of origin as part of an insurance exercise in the face of economic uncertainty. Remittances are also found to be driven by a migrant's labor market earnings level. The paper highlights the important role of remittances in providing an effective means of risk‐coping and mutual support within the family.     

Tourists' Perceptions of Aboriginal Heritage Souvenirs

Heritage souvenirs are an indispensable part of indigenous tourism and the authenticity of indigenous heritage is a vital aspect of such tourism. This study adopts a mixed methods approach to explore the perceived authenticity of glass bead souvenirs of the Paiwan Tribe in Pintung County, Taiwan. The study explores differences in the evaluations of authenticity among stakeholders and the factors that influence perceptions of authenticity. An understanding of tourists' perceptions of indigenous heritage offers valuable information for the creation of indigenous souvenirs and for reviving the promotion of indigenous culture.     

Managerial Overconfidence and Share Repurchases

Following prior studies, we use keywords in press portrayals to gauge managerial overconfidence. We hypothesize that managerial overconfidence is related to a manager's perception that the firm is undervalued. Results from 2744 share repurchase programs launched by 783 listed firms in Taiwan confirm this hypothesis. We find that managerial overconfidence is positively correlated with the intensity of share repurchasing, which is measured by scale, execution, frequency, and the difference between the announced price and post‐execution price. Moreover, the programs launched by overconfident managers were not undervalued and therefore were associated with reduced post‐announcement returns.