Elicitability and identifiability of set-valued measures of systemic risk

Finance and Stochastics - Identification and scoring functions are statistical tools to assess the calibration of risk measure estimates and to compare their performance with other estimates, e.g....     

Public–private innovation: barriers in the case of mobility as a service in West Sweden

Departing from open innovation (OI), this case study explores the development of Mobility as a Service (MaaS) in West Sweden. An analysis of 19 interviews reveals how representatives from involved actors perceive internal and external barriers as hampering the regional public transport authority’s attempts to collaborate with private actors, and that the perception of barriers is incongruent across public and private actors. Transferability to other cases of public–private OI is discussed, and implications for public actors are proposed. The paper expands the knowledge of preconditions for MaaS’ development and of the unique conditions for OI in public–private settings.     

How Representative Are Firms That Are Cross‐Listed in the United States? An Analysis of Accounting Quality

We provide evidence on the characteristics of local generally accepted accounting principles (GAAP) earnings for firms cross‐listing on U.S. exchanges relative to a matched sample of foreign firms currently not cross‐listing in the United States to investigate whether U.S. listing is associated with differences in accounting data reported in local markets. We find that cross‐listed firms differ in terms of the time‐series properties of earnings and accruals, and the degree of association between accounting data and share prices. Cross‐listed firms appear to be less aggressive in terms of earnings management and report accounting data that are more conservative, take account of bad news in a more timely manner, and are more strongly associated with share price. Furthermore, the differences appear to result partially from changes around cross‐listing and partially from differences in accounting quality before listing. We do not observe a similar pattern for firms cross‐listed on other non‐U.S. exchanges or on the U.S. over‐the‐counter market, suggesting a unique quality to cross‐listing on U.S. exchanges.     

Entrepreneurial Discovery and the Demmert/Klein Experiment: Another Attempt at Creating the Proper Context

Friedrich Hayek conjectured that the free enterprise system is the most effective in making discoveries, and Israel Kirzner refines the conjecture by saying that profit opportunities evoke entrepreneurial discovery. Demmert and Klein (2003) present the first attempt to demonstrate the Hayek/Kirzner conjecture. On the whole, Demmert and Klein (2003) classify the results as disappointing but fruitful. In contrast we argue that additional experimental evidence might yield a demonstration of the conjecture. We continued the diligence and good-faith effort started by Demmert and Klein (2003) to devise an experimental setting that would create a genuine context for entrepreneurial discovery, yet the conjecture eludes our efforts at controlling the experiment. We duplicated the experiment at a Business School in Germany, with two simple variations. First, Demmert and Klein (2003) recruited only male students. We include male and female students. Second, Demmert and Klein (2003) used a payment schedule that includes a flat rate for participation and additional earnings depending on the presented performance. We drop the flat rate and slightly reduce the earnings per unit outperformance. Our results show that overall money matters. Our results are rather like those of Demmert and Klein (2003) and do not seem to be influenced by a baseline payment. Moreover, there are gender specific divergences showing male students earning significant higher additional earnings than their female fellow students.     

Prague’s community gardening in liquid times: challenges in the creation of spaces for social connection

ABSTRACT

Building on the concept of liquid leisure, this paper examines the current potential of community gardening in Prague to create collaborative place-bound communities. By looking closely at the fluctuation of members of selected gardens and the reasons for withdrawal from this activity, we try to see if changes in the member base have any consequences for the functioning of the gardens and the social groups created around them. The results are based on an analysis of interviews held with representatives of community gardens in Prague. Our results document that community projects such as community gardens can be sustained as gardeners come and go and can still fulfil important social, educational and environmental needs of gardens’ immediate neighbourhoods. Moreover, the perception of community around the garden is negotiated and re-negotiated by individual gardeners. The community can play a different role throughout different stages of people’s lives and other changing contexts. Experiences of nuclear families, tribal groupings, collaborative and interest communities often intersect in the space of community gardens. Gardening as a leisure activity, as well as community creation and belonging can, thus, be approached from very different perspectives in the context of liquid modernity.     

Awards: A strategic management perspective

Research summary : Awards are a valuable strategic resource. Motivation theory and the emerging body of empirical literature suggest that awards can have a significant effect on employee motivation and corporate performance, though not always in the intended direction. Awards can also destroy value. The organizational award literature has so far largely neglected this important issue. We develop a synthesis of the dimensions critical for successful award bestowals, and analyze under which conditions awards generate firm‐specific value that is sustained and difficult for competitors to imitate. The process of value creation and capture is contingent on the given firm's organizational characteristics and nature of production. The article concludes by laying out empirical implications. JEL codes: M52, M54, J24, J30. Managerial summary : Awards are widely used in the corporate sector. They fundamentally differ from monetary incentives, which risk crowding out employees' intrinsic motivation. Among the variety of awards, two general types can be distinguished: confirmatory awards based on explicit, pre‐determined performance criteria, and discretionary awards, which rely on broad performance evaluations and may be used ex post to honor outstanding performance. Appropriately designed and adjusted to the specific firm's characteristics, awards enhance employees' motivation and corporate performance. They express recognition and support their recipients' perceived competence and social status. Awards help to retain valuable employees and to establish role models. However, awards may also backfire, for instance, when they provoke envy among coworkers. We propose when awards risk destroying value and when they are particularly useful. Copyright © 2015 John Wiley & Sons, Ltd.     

Aspects of complexity in citizen–bureaucrat corruption: an agent-based simulation model

In this paper, the complexity-based approach is used to analyse corruption and its internal economics and dynamics. To better understand the drivers of corruption, we employ an agent-based model with heterogeneous agents (bureaucrats and citizens), the interactions of which determine the level of corruption in a society. The emergence of a prevailing social norm of corruption is shown to be significantly influenced by the initial conditions (i.e., history and habits). A cost analysis demonstrates that a relatively limited financial investment is required for the phase transition from the corrupt to the non-corrupt state. The concept of opportunity costs is used to express the value of information shared within an agent’s social group that improves agent decision-making. Incomplete information and uncertainty in the legal system help to reduce corruption by promoting a fear of engaging in corruption in a society. The results of this research may offer useful insights for informing an effective anti-corruption policy.

     

Keeping Their Cards Close to Their Chests: How Non‐Delegating CEOs Avoid Forced Career Ends

It is a common belief that CEOs must delegate to be successful. We hesitate to support this generalization and investigate how the distribution of responsibility within top management teams (TMTs) can influence the likelihood of a CEO’s dismissal. Consistent with an agency theory perspective, our results indicate that CEOs may choose not to delegate their responsibilities to other executive TMT members, so as to benefit from an increased information asymmetry vis‐à‐vis the board of directors. Taking the resource‐based view as a complementary theoretical perspective, we find that non‐delegating CEOs benefit from their greater firm‐specific knowledge, which the board of directors considers as a valuable resource that should be retained. Our work also demonstrates that a more intense CEO–TMT interaction weakens the relation between non‐delegation and the likelihood of CEO dismissal. In sum, our research shows that the CEO’s delegation decision does not necessarily lead to a competence distribution that is in the firm's best interest; rather, it reflects a complex interplay between the potentially opportunistic career interests of the CEO, the involvement of other TMT members and the board of directors. © 2015 Wiley Periodicals, Inc.     

The inside effects of a strong external employer brand: how external perceptions can influence organizational absenteeism rates

In this study, we invoke a social identity and job resources perspective to investigate the impact of an organization’s internal and external employer brand images on employee absenteeism. Specifically, using workforce samples of 56 Belgian companies (n = 12670) and a second independent study sample (n = 4461), we assess the relative importance of the internal employer brand image (i.e. employee perceptions) and the external employer brand image (i.e. non-employee perceptions) in predicting the absenteeism rate in these organizations. Results show that corporate absenteeism decreases as internal (employee) views and external (non-employee) views of the organization decline. Results further show that the external employer brand image may be a more important driver of absenteeism than the internal employer brand image. Such results highlight that an organization’s external image may be a strong antecedent of important internal organizational behavior outcomes.