Design and valuation of debt contracts

This articles studies the design and valuation of debt contractsin a general dynamic setting under uncertainty. We incorporatesome insights of the recent corporate finance literature intoa valuation framework. The basic framework is an extensive form game determined bythe terms of a debt contract and applicable bankruptcy laws.Debtholders and equityholders behave noncooperatively. The firm'sreorganization boundary is determined endogenously. Strategic debt service results in significantly higher defaultpremia at even small liquidation costs. Deviations from absolutepriority and forced liquidations occur along the equilibriumpath. The design tends to stress higher coupons and sinkingfunds when firms have a higher cash payout ratio.     

Ethics in education: A comparative study

This study reports the results of a survey designed to assess the impact of education on the perceptions of ethical beliefs of students. The study examines the beliefs of students from selected colleges in an eastern university. The results indicate that beliefs which students perceive are required to succeed in the university differ among colleges. Business and economics students consistently perceive a greater need for unethical beliefs than students from other colleges. Michael S. Lane is an Associate Professor of Management at West Virginia University. He is the coauthor of Corporate Goal structures and Business students: A Comparative Study of Values, Journal of Business Ethics (1989). Dietrich L. Schaupp is Professor of Management at West Virginia University. He is the coauthor of Pygmalion Effect: An Issue for Business Education and Ethics, Journal of Business Ethics (1988).     

Boundedly complete families which are not complete

Summary Completeness of a family of probability distributions implies its bounded completeness but not conversely. An example of a family which is boundedly complete but not complete was presented by Lehmann and Scheffe [5]. This appears to be the only such example quoted in the statistical literature. The purpose of this note is to provide further examples of this type. It is shown that any given family of power series distributions can be used to construct a class containing infinitely many boundedly complete, but not complete, families. Furthermore, it is shown that the family of continuous distributions , is boundedly complete, but not complete, whereU denotes the uniform distribution on [a, b] and {P _ϑ,ϑ ∈ IR}, is a translation family generated by a distributionP ₀ with mean value zero, which is continuous with respect to the Lebesgue measure.     

Effect of public programs on family size,child education and health

"A bulk of public resources in developing countries is devoted to the subvention of population control and health investments. The effects of these programs have been evaluated in this study with household and community data from Bangladesh. The results suggest that subsidy on family planning and secondary school would be most effective in the achievement of harmonious goals of reducing fertility and mortality and fostering investments in child education."     

Population and labour force growth and patterns in ASEAN countries

"The paper shows that the diverse labor dimensions prevailing in the ASEAN region can be attributed to changes in the structure of the society and economy in the course of recent economic development. It observes the considerable variety in the growth of the population and its effect on the labor force in the ASEAN region.... The paper details the similarity and diversity in the level and type of labor force participation rates. A common feature shared by ASEAN countries is a general pattern in the age-specific participation rate of men. In contrast, the women, aside from participating in the labor force at a much lower level than men at almost all ages, display diverse patterns of participation over the working age range. Lastly, the distribution of the labor force according to major industrial sectors in the six ASEAN countries is presented...."     

Purchasing practices in a hospital environment: an ethical analysis

The critical state of the hospital industry, as previously described, generates a difficult decision environment for the materiel manager and those in the purchasing function. The unique life- and death circumstances of hospitals impose a further onus on those who manage them. In the name of saving lives, they can find a convenient excuse to disregard all moral principles, forgetting the Socratic dictum "it is not enough that one lives, but that one lives well." Without the moral "right stuff," they can easily give in to the seductions of momentary gains and glory through ethical short-cuts. There is wisdom and consolation in the words that "nice guys may appear to finish last, but usually they're running in a different race." Studies have established a direct relationship between corporate excellence and ethical values. The reality of competition in the hospital industry dictates that the integration of ethics into the life of the organization should happen by design and not by accident. This is what is meant by strategy. If hospitals would strive for excellence to survive and grow, they should have a strategy with a mission statement that also embodies its moral values and moral agenda. Such an approach does not guarantee that an organization will become immune to moral contamination, but it does provide an antidote.     

Integration in the mortgage market

The deregulatory trend and advances in technology during the 1980s removed many restrictions on the ability of U.S. depository financial institutions to obtain and redistribute funds across diverse geographical markets. This pervasive deregulation and innovation should have increased the degree of integration between different geographical financial markets. Yet there is little empirical evidence available on the validity of this expectation. It is important to provide such evidence since much of the U.S. depository institution regulatory policy is predicated on the assumption of highly localized, segmented financial markets. Considering alternative breakpoints at 1980 (DIDMCA) and at 1982 (Garn-St Germain), the current study tests the hypothesis that the degree of geographical financial integration after this period exceeded that prior to this period. Mortgage markets are focused on due to their historical importance in the regulation of funds flows. The study finds a significant increase in the mean contemporaneous correlation among FHLB districts' mortagage rate residuals in a vector-autoregressive system between two test periods. Further analysis shows that the distance between FHLB districts' headquarters and their respective pairwise interdistrict correlation coefficients are negatively related in the prior period but not significantly related in the later period. Economic booms and busts alternated among the districts over the two sample periods in a manner consistent with the reallocation of capital among more integrated financial markets. Individual districts' mortgage rates have been more sensitive to variations in national credit market conditions since deregulation was legally recognized by DIDMCA in 1980. Thus, the collective empirical evidence found in this study indicates that mortgage markets have responded to deregulation and marked technological advances by moving toward a national, highly integrated market. Regulators' preoccupation with highly localized, segmented markets must consequently be reexamined.     

Determinants of age at marriage in Karnataka during 1971-1981: a district level analysis

"In this paper we examined the interdistrict variations in mean age at marriage of males and females in Karnataka [India] in two points of time, 1971 and 1981, and also the possible factors influencing this variation....A multivariate analysis of the determinants of mean age at marriage in Karnataka showed that literacy rate, sex ratio of the population and percentage of villages electrified are important in explaining the regional and time variation in age at marriage of both sexes.... Our regression results indicated that a 10 per cent increase in female literacy rate is associated with approximately one-year increase in female age at marriage. However, neither the increase in female literacy nor the changes in the sex ratio of the population could explain all the increase in female age at marriage during 1971-81. This indirectly suggests that there was an increase in female age at marriage among all socio-economic groups."     

The balanced scorecard--measures that drive performance

Frustrated by the inadequacies of traditional performance measurement systems, some managers have abandoned financial measures like return on equity and earnings per share. "Make operational improvements and the numbers will follow," the argument goes. But managers do not want to choose between financial and operational measures. Executives want a balanced presentation of measures that allow them to view the company from several perspectives simultaneously. During a year-long research project with 12 companies at the leading edge of performance measurement, the authors developed a "balanced scorecard," a new performance measurement system that gives top managers a fast but comprehensive view of the business. The balanced scorecard includes financial measures that tell the results of actions already taken. And it complements those financial measures with three sets of operational measures having to do with customer satisfaction, internal processes, and the organization's ability to learn and improve--the activities that drive future financial performance. Managers can create a balanced scorecard by translating their company's strategy and mission statements into specific goals and measures. To create the part of the scorecard that focuses on the customer perspective, for example, executives at Electronic Circuits Inc. established general goals for customer performance: get standard products to market sooner, improve customers' time-to-market, become customers' supplier of choice through partnerships, and develop innovative products tailored to customer needs. Managers translated these elements of strategy into four specific goals and identified a measure for each.