The Lead–Lag Relationship Between Stock Indices and Stock Index Futures Contracts: Further Australian Evidence

This article examines the lead-lag relationship in returns on stock index futures and the underlying stock index for the Australian market between 1992 and 1997. On average across the sample period, futures returns lead index returns by twenty to twenty-five minutes and there is some evidence of feedback from the equities market to the futures market. Analysis conducted on a year-by-year basis suggests that the extent to which the futures market leads the equities market has decreased over time and the relationship between the two markets has generally strengthened. This is consistent with an increase in the level of integration between the markets. The results suggest that prior research that compares lead-lag relationships across international markets and time periods in drawing inferences on the effects of market structure needs to be interpreted with caution.     

Observing the PSASB: ED 50 and the Recognition of Infrastructure Assets

Provisions of AAS 27 significantly expanding the recognition of assets in local government financial statements have proven to be controversial, particularly through their application to items of infrastructure. In one instance, state legislation was amended to overrule the standard. More recently, the standard itself has been amended to extend the relevant transitional provisions. To assist in explaining why an accounting issue ostensibly resolved through the due process of standard-setting continues to generate controversy, the responses to the exposure draft (ED 50) that preceded the standard were reviewed and analysed. This led to the conclusion that any inference that respondents to ED 50 generally supported the proposals relating to accounting for infrastructure items is, at best, problematic. This paper provides insights to standard-setting processes, particularly the workings of the Public Sector Accounting Standards Board and the extent of its responsiveness to parties affected by its deliberations.     

滚动需求预测

Stead发起并耐心支持了这一极富挑战的变革,而对他的回报是该部门价值的提升。公司因此而拥有更高的估值水平,这一切都要归功于滚动需求预测提供的高质量信息保证     

Leadership in your midst: tapping the hidden strengths of minority executives

All companies value leadership-some of them enough to invest dearly in cultivating it. But few management teams seem to value one engine of leadership development that is right under their noses, churning out the kind of talent they need most. It's the complicated, overburdened but very rich lives of their minority managers. Minority professionals-particularly women of color-are called upon inordinately to lend their skills and guidance to activities outside their jobs. Sylvia Ann Hewlett, who heads the Center for Work-Life Policy, and her coauthors, Carolyn Buck Luce of Ernst & Young and Cornel West of Princeton, present new research on the extent to which minority professionals take on community service and other responsibilities outside the workplace and more than their share of recruiting, mentoring, and committee work within the workplace. These invisible lives, argue the authors, can be a source of competitive strength if companies can learn to recognize and further cultivate the cultural capital they represent. But it's hard to convince minority professionals that their employer respects and values their off-hours responsibilities. A lack of trust keeps many people from revealing much about their personal lives. The authors outline four ways companies can leverage hidden skills: Develop a new level of awareness of minority professionals' invisible lives; appreciate the outsize burdens these professionals carry and try to lighten them; build trust by putting teeth into diversity goals; and, to finish the job of leadership development, help minorities reflect on their off-hours experiences, extract and generalize the lessons, and apply what's been learned in other settings.