Deep learning volatility: a deep neural network perspective on pricing and calibration in (rough) volatility models

We present a neural network-based calibration method that performs the calibration task within a few milliseconds for the full implied volatility surface. The framework is consistently applicable throughout a range of volatility models—including second-generation stochastic volatility models and the rough volatility family—and a range of derivative contracts. Neural networks in this work are used in an off-line approximation of complex pricing functions, which are difficult to represent or time-consuming to evaluate by other means. The form in which information from available data is extracted and used influences network performance: The grid-based algorithm used for calibration is inspired by representing the implied volatility and option prices as a collection of pixels. We highlight how this perspective opens new horizons for quantitative modelling. The calibration bottleneck posed by a slow pricing of derivative contracts is lifted, and stochastic volatility models (classical and rough) can be handled in great generality as the framework also allows taking the forward variance curve as an input. We demonstrate the calibration performance both on simulated and historical data, on different derivative contracts and on a number of example models of increasing complexity, and also showcase some of the potentials of this approach towards model recognition. The algorithm and examples are provided in the Github repository GitHub: NN-StochVol-Calibrations.     

Strategic supply chain management: Improving performance through a culture of competitiveness and knowledge development

For many firms, using their supply chains as competitive weapons has become a central element of the strategic management process in recent years. Drawing on the resource‐based view and theory from the organizational learning and information‐processing literatures, this study uses a sample of 201 firms to examine the influence of a culture of competitiveness and knowledge development on supply chain performance in varied market turbulence conditions. We found that synergies exist between a culture of competitiveness and knowledge development: their interaction has a positive association with performance. In addition, based on behavioral and contingency theories, we found that market turbulence moderates these relationships, having a positive influence on the knowledge development–performance link and a negative influence on the culture of competitiveness–performance link. Managers who are confident about the level of market turbulence they will face can use this sense to decide whether to emphasize developing either a culture of competitiveness or knowledge development in their supply chains. For those firms whose managers are unlikely to be able to predict the degree of turbulence they will face over time, a focus on both a culture of competitiveness and knowledge development is critical to ensuring success. Copyright © 2007 John Wiley & Sons, Ltd.     

The impact of the alliance on the partners: A look at cause–brand alliances

Partnering charitable causes with brands has become a common practice for many marketing programs; it is referred to strategically as cause‐related marketing. Although there is the perception that both partners benefit from the alliance, research has focused primarily on the benefits to the brand. Using Attitude Accessibility, Congruity, and Information Integration Theories, this study empirically tests a model to evaluate the impact of cause–brand alliances on subsequent attitudes toward both partners. The results of the study (n = 463) support the assumption that attitudes toward both the cause and the brand can be enhanced as a consequence of an alliance if perceptions of the alliance are favorable. Furthermore, the cause appears to benefit from the alliance to a greater extent than the brand. The study supports the notions that the fit between partners plays a pivotal role in consumer acceptance of the alliance as plausible and that familiarity with the cause moderates the effectiveness of the alliance. These results represent a necessary step in developing a theoretical model to explain the effects of a cause–brand alliance on both partners. © 2004 Wiley Periodicals, Inc.     

Chaebol-affiliated analysts: Conflicts of interest and market responses

Some Korean business groups, or chaebols, have a large stake in securities firms that issue analysts’ reports on their member companies. This structure is unique in that industrial companies and securities firms are affiliated and operate within the same group. We investigate the informational content of earnings forecasts, stock recommendations and target prices made by the chaebol-affiliated analysts, using data collected between 2000 and 2008. The chaebol analysts tend to make more optimistic earnings forecasts for the member companies. The mean EPS forecast error (5.36%) of the affiliated analysts for the same chaebol company are significantly larger than that (3.23%) of other chaebol and independent analysts. The chaebol analysts also assign better recommendations by almost one level and set target prices 2.5% higher to the member companies after controlling for company and analyst characteristics. These results are consistent with the hypothesis that chaebol analysts’ reports are biased by conflicts of interest. Stock market reactions do not differ in response to announcements of stock recommendations issued by affiliated vs. non-affiliated analysts. This suggests that capital markets do not recognize the conflicts of interest inherent in chaebol analysts’ reports.     

R&D management through network mapping: using the Internet to identify strategic network actors in cooperative research networks

Most R&D management techniques to date have emphasized the immediate organizational context or the internal structure and process of the R&D project. Recently however attempts have been made at situating R&D management in a wider context of inter‐organizational R&D activities. This paper presents the technique of R&D network mapping as a means of providing strategic intelligence to the R&D manager. The paper backgrounds this technique with a discussion of the general issue and significance of R&D networks. A methodology for R&D network mapping is then exemplified by outlining how a network database of cooperating projects and institutes in the telecom research sector was built by utilizing the World Wide Web. Finally a number of suggestions are made as to how and when network mapping should be applied in strategic R&D management.     

American stochastic volatility call option pricing: A lattice based approach

This study presents a new method of pricing options on assets with stochastic volatility that is lattice based, and can easily accommodate early exercise for American options. Unlike traditional lattice methods, recombination is not a problem in the new model, and it is easily adapted to alternative volatility processes. Approximations are developed for European C.E.V. calls and American stochastic volatility calls. The application of the pricing model to exchange traded calls is also illustrated using a sample of market prices. Modifying the model to price American puts is straightforward, and the approach can easily be extended to other non-recombining lattices.     

Innovativeness: Its antecedents and impact on business performance

In this study, we address three research questions: (1) Why are some industrial firms more innovative than others? (2) What effect does innovativeness has on business performance? (3) Does the linkage between innovativeness and business performance depend on the environmental context? Accordingly, we draw on various theoretical perspectives to develop hypotheses that propose market orientation, entrepreneurial orientation, and learning orientation as key antecedents to innovativeness, as well as a direct relationship between innovativeness and business performance. A model is devised and tested that examines these relationships in general and in the context of varying market turbulence. Findings confirm the validity of the model and afford various insights on the role of market turbulence in the proposed relationships. Lastly, implications are offered on the antecedents and consequences of organizational innovativeness.     

Leadership, the buying center, and supply chain performance: A study of linked users, buyers, and suppliers

With conceptual foundations taken from leadership theory and the resource-based view (RBV), this study examines the influence of transactional and transformational leadership on the relationship between the value of the corporate buying center and performance in supply chains. The sample consists of 58 directly linked and matched supply chains, each composed of one user (internal customer), one corporate buyer, and one external supplier. The results indicate that transformational leadership has a positive moderating effect on the relationship between the value of the corporate buying center and performance, while transactional leadership negatively moderates this relationship. Two “localness” dimensions (formalization and centralization) and two “openness” dimensions (participative and reflective) were included as controls in the analysis.     

Examining a key corporate role: The influence of capital allocation competency on business unit performance

Research on the role of the corporate office in firm performance has focused on establishing how much performance variance can be attributed to a “corporate effect,” with little attention devoted to understanding how this influence occurs. In this study, we model capital allocation competency as a dynamic managerial capability and find that lower levels of allocation competency in the form of excess investment to business units with relatively poorer future prospects reduce business unit performance. We also find that market conditions affect performance implications of capital allocation—allocation competency is more salient in more competitive markets. These results enhance our understanding of how the corporate office influences business unit performance through its role in allocating capital across business units. Copyright © 2014 John Wiley & Sons, Ltd.