A comparative analysis of leveraged recapitalization versus leveraged buyout as a takeover defense

Two types of defensive scheme—leveraged buyout (LBO) and leveraged recapitalization (LR)—are examined. In particular, this article examines (1) whether the two similar defensive tactics affect stockholder returns differently and (2) what firm attributes are associated with stockholder gains in LBO and LR announcements. This study finds that stocks of both LBO and LR firms, on average, exhibit significant positive abnormal returns during the announcement period, but that the latter experience substantially smaller returns than the former. This study further finds that while mitigation of agency problems associated with a firm's free cash flow is present for both LR and LBO firms, it is more pronounced for the LBO firms. These results provide evidence that a firm with higher free cash flow could benefit a greater reduction of agency costs by going private through a LBO plan than by remaining public through a LR plan.     

Marine Tourist Motivations Comparing Push and Pull Factors

This study examined the relationship between push and pull factors with regard to marine tourist motivations. The survey was distributed systematically to people intercepted at high-traffic locations in Seoul, South Korea. The results indicated that escape push motivations are closely related to static activity pull motivations, while novelty push motivations are more strongly related to active activity pull motivations. These relationships may be partially explained by the push-pull framework of tourist motivations. These results imply that a marine tourist destination focusing on static activities should appeal to tourists who have escape push motivations, while a marine tourist destination focusing on active activities should appeal to tourists who have novelty push motivations.     

Recruitment and retention in front‐line services: the case of childcare

This article highlights how problems of recruitment and retention in front‐line services create a particular challenge to traditional HRM models and solutions. Private day nurseries make an interesting example of the challenges facing managers in the service sector as the combination of a feminised workforce, a price‐sensitive service, public–private competition and state regulation create particular difficulties. We report on a study of 33 day nurseries involving interviews with managers and employees over an eight‐month period. Our findings show that childcare providers have to cope with recruitment and retention problems associated with high‐end interactive service provision compounded by gender segregation and small business characteristics. Our analysis of employer and employee perspectives examines labour market issues affecting recruitment, and categorises the reasons for staff turnover into internal ‘push’ factors, external ‘pull’ factors, outside factors and functional turnover.     

Enforcement and Control of Piracy,Copying, and Sharing in the Movie Industry

We review strategies that movie distributors have used to cope with piracy, copying, and sharing of movies in the United States in four categories: “hard goods” commercial piracy, consumer theft of pay TV signals, consumer copying and sharing of videos and pay TV, and (mostly in prospect) Internet file sharing. In the past, distributors have mainly sought to raise costs of engaging in these activities by increasing legal jeopardy, advantaging anti-copy technology, and reducing original sources of supply. They appear to have effectively reduced or contained most piracy, copying, and sharing of movies in the U.S., at least with analog media. Movie distributors are following similar strategies with digital media, including Internet file sharing. Digital media raise the stakes because of lower costs of copying or sharing and higher quality of outputs. Digital outputs are not always as high quality as source originals, however, and digital rights management (DRM) technologies potentially improve distributor control. The movie studios now face technological, demand, and political uncertainties in the U.S., notably in maintaining or achieving technically compatible DRM systems to control file sharing and PPV/VOD copying. Implications for foreign markets and directions for research are discussed. Some sections of this article draw substantially on David Waterman (2005a). Hollywood’s road to riches (Cambridge, MA: Harvard University Press).     

Cohesion Policy in the eu: Going Beyond Fiscal Transfers?

Should cohesion policy in the EU be reformed? This question becomes pressing in light of the coming enlargement of the EU. Indeed, without reform enlargement will involve an increase in the budget for cohesion policies, as well as a reallocation of funds across regions. Furthermore, it is an appropriate occasion to rethink the various rules and criteria associated with cohesion policies. Recently, the European Commission published its Second Report on Economic and Social Cohesion (henceforth SRESC, (2001)). The report praises the effectiveness of current cohesion policies and suggests a mere continuation of current practices in the future. This paper challenges this conclusion and discusses some options for reform. The paper starts with a brief introduction to the current cohesion policy and the changes that will occur in light of EU enlargement. Subsequently, we address two questions. Is there a need for cohesion policy reform? And if so, how should it be reformed?     

Industrial brand value and relationship performance in business markets — A general structural equation model

This paper develops a general model of industrial brand value and relationship performance in business-to-business markets from the perspectives of consumer and industrial marketing literature. The structural equation model integrates the analysis of industrial brand value and relationship performance. The model describes the extent to which supplier-buyer transaction performance is influenced by the eight important factors: supplier competence, purchasing value, customer satisfaction, switching cost, brand trust and loyalty, relationship quality, commitment, and transactional performance.The general model is applied to organizational buyer groups of comprehensive industrial markets (Electronics, Chemicals, Equipment, etc). The analysis finds that supplier competence directly affects purchasing value and customer satisfaction, and via purchasing value and customer satisfaction, it indirectly affects commitment, switching cost, brand trust and loyalty. The managerial implications of the study results are also discussed.     

Ubiquitous computing and its effects on small businesses

Much of the previous literature on ubiquitous computing (UbiComp) has been limited to case studies, reporting innovative practices of specific technologies (e.g., RFID) and social issues. There is a general paucity of research on strategic application of UbiComp, especially to small businesses. To address this issue, this study provides a broad overview of the current practices of UbiComp in leading countries and presents possible future directions. Then, the effects of UbiComp on small businesses are discussed. Through a cross-national comparative analysis, we present four strategies to provide some guidance to the countries that are currently considering entering into the UbiComp race.     

Equity‐Based Incentives,Risk Aversion,and Merger‐Related Risk‐Taking Behavior

We find that post‐merger equity risk is negatively related to the sensitivity of CEO wealth to stock return volatility (vega), but is concentrated in CEOs with high proportions of options and options that are more in‐the‐money. The probability of industrial diversification also increases in vega. Additional tests show that the decline in post‐merger equity risk results in a significant decrease in shareholder wealth. This decrease is concentrated among firms with CEOs having the highest delta and the highest delta and vega. Our results suggest that the increased convexity provided by option‐based compensation does not necessarily increase risk‐taking behavior by CEOs.