The Global Financial Crisis and Its Impact on Australian Bank Risk

This paper examines the global financial crisis (GFC) and its impact on Australian banking risk. An augmented market model is developed to identify changes in listed Australian bank systematic risk in relation to three key events: the GFC's start in August 2007, the market downturn in Australian and global share markets in January 2008, and the announcement of Australia's Deposit and Wholesale Funding Guarantee (DWFG) scheme on 12 October 2008. The study also examines changes in bank systemic risk during these event periods. The Australian market offers a unique opportunity to observe the impact of the introduction of the DWFG in that it lacked any explicit deposit insurance prior to the crisis. Initially, the crisis period had little impact on bank systematic risk while bank systemic risk increased considerably. The share market downturn caused a marked increase in both systematic and systemic risks for Australia's major internationally connected banks followed by a reduction in both systematic and systemic risks with the introduction of the guarantee scheme for all Australian banks.     

Patterns of strategic alliances between rival firms

This article describes the results of a research project which examined 171 alliances set up by competing firms in an international context. It presents an empirically-based taxonomy of such alliances constructed on the basis of a set of variables chosen for their demonstrated or assumed influence on the evolution and outcomes of strategic partnerships. Three contrasted types of alliances are identified: quasi-concentration alliances, market penetration alliances and shared supply alliances. They differ according to two fundamental dimensions: their symmetrical or dissymmetrical nature and the way in which they alter competition. Legal structure, often emphasized in previous research on the subject, does not emerge as a strongly discriminating factor. Hypotheses on the likely evolution and outcomes of each type of alliance are derived from the taxonomy.We are grateful to Barbara Gray, Stuart Hart, Aneel Karnani, Will Mitchell, Michel Tenenhaus, and to two anonymous reviewers for their very valuable and helpful comments on earlier drafts of this article. Our research project was funded by Fondation HEC, whose support we gratefully acknowledge.     

Moral rules and moral ideals: A useful distinction in business and professional practice

The distinction between moral rules and moral ideals is presented and explained in various ways. The authors propose that people in business are required to obey the moral rules and have a choice with respect to ideals. Thus, they are not in a different position from that of anyone else in society.Four case studies are presented and discussed. The analytical approaches used by the authors' students are summarized and evaluated. The moral rules/ideals paradigm is described as helping discussants of the cases to establish congruence between business ethics and their personal set of values. Other values of the classroom discussion of ethics cases are considered.John W. Hennessey, Jr., is Jones Professor of Management at the Amos Tuck School of Business Administration, Dartmouth College. Previously he was Dean of this school and President of the American Assembly of Collegiate Schools of Business. Bernard Gert is Stone Professor of Intellectual and Moral Philosophy at the Dartmouth College. From 1971 until 1974 and from 1979 until 1981 he was Chairman of the Philosophy Department and he was awarded the NEH-NSF Sustained Development Award 1980–1984. His most important publications are: The Moral Rules: A New Rational Foundation for Morality, Harper and Row, 1970, Harper Torchbook 1973, 2nd edition 1975, and Philosophy in Medicine: Conceptual and Ethical Issues in Medicine and Psychiatry, Oxford University Press, 1982 (co-authored with Charles M. Culver).Prof. Gert acknowledges support from the National Endowment for the Humanities, Grant RII-8018088 A03.     

Optimal portfolios under worst-case scenarios

In standard portfolio theories such as Mean–Variance optimization, expected utility theory, rank dependent utility heory, Yaari’s dual theory and cumulative prospect theory, the worst outcomes for optimal strategies occur when the market declines (e.g. during crises), which is at odds with the needs of many investors. Hence, we depart from the traditional settings and study optimal strategies for investors who impose additional constraints on their final wealth in the states corresponding to a stressed financial market. We provide a framework that maintains the stylized features of the SP/A theory while dealing with the goal of security in a more flexible way. Preferences become state-dependent, and we assess the impact of these preferences on trading decisions. We construct optimal strategies explicitly and show how they outperform traditional diversified strategies under worst-case scenarios.     

University of Texas Roundtable on Financing and Managing Energy Investments in a Low‐Price Environment

During the past 18 months, the U.S. oil industry has seen oil prices plunge from well over $100 a barrel to under $30. In a session that was part of a recent Private Equity Conference at the University of Texas in Austin, the CEO of a small independent producer and a representative of a large global oil and gas company discussed the challenges of financing and operating energy companies in today's low‐price environment with the director of energy research at a brokerage firm, the senior partner responsible for the natural resource investments of a well‐known private equity firm, and the head of the oil and gas restructuring practice of a national law firm. The panelists appeared to reach a consensus on at least the following three arguments:

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Estimating daily volatility in financial markets utilizing intraday data

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The Impact of Perceived Ethical Culture of the Firm and Demographic Variables on Auditors’ Ethical Evaluation and Intention to Act Decisions

Studies into corporate social responsibility (CSR) in small and medium-sized enterprises (SMEs) have suggested that small businesses are different to the large companies on which CSR research usually focusses. Extending this argument, this article raises the question what differences in approaches to CSR there are within the SME category. Analysing the CSR strategy and performance of a medium-sized fashion retailer in the United Kingdom through manager interviews as well as customer and employee surveys, the article develops an analytical framework of CSR in small, medium and large firms. The argument is developed that medium-sized firms occupy a transition stage, where some CSR features that are reminiscent of small enterprises are still important but get overlaid with aspects that are more typical of large companies.     

Comparing two territory partitions in districting problems: Indices and practical issues

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