CEO performance-based grants’ vesting provisions and debt contracts: Evidence from GAAP,Non-GAAP and KPI metrics

We examine the influence of CEOs’ equity and cash grants’ vesting provisions that are based on (i) accounting performance metrics prepared under US generally accepted principles (GAAP), (ii) non-GAAP performance metrics and (iii) key performance indicators (KPIs) on debt contracts. We find that grants with vesting provisions based on GAAP metrics and KPIs lead to a lower cost of debt, a lower likelihood of collateral requirements and less restrictive covenant terms. In contrast, performance-based grants with non-GAAP vesting provisions lead to a higher cost of debt, a higher likelihood of collateral requirements and more restrictive covenant terms. Supplementary analyses reveal that our results are incremental to other debtholder-friendly features in the CEO contracts, such as grants with debt-related performance measures and CEOs’ inside debt holdings, and robust to alternative variable definitions and specifications. Overall, our results suggest that debtholders understand the differing incentives associated with GAAP, non-GAAP and KPI-based performance measures, and incorporate these differences into debt contracts.     

Effects of psychological pressure on first-mover advantage in competitive environments: Evidence from penalty shootouts

In this paper, we aim to determine the importance of psychological pressure on performance in sequential tournaments. We make use of penalty shootouts in soccer and test the presence of first-mover advantage. Shootouts in soccer is a formidable framework because it is a natural experiment where teams compete in a sequence whose order is determined by the random outcome of a coin toss. Using data from all 663 penalty shootouts in all major competitions since first implemented in 1970, we fail to identify statistically significant differences in winning probabilities for teams kicking first or second in the shootout sequence.     

Business (un)usual: Critical skills for the next normal

The impact of COVID-19 on global human resource (HR) management has been swift, dramatic and has fundamentally changed HR processes. The prompt online migration of business has altered the skills required by employees to succeed in the workplace of the future. This research examines the hard and soft skill gaps that exist in the digital marketing and advertising industry. Through the use of two data collection points in 2019 and 2020, the research identified a renewed importance being placed on soft skills in the wake of the COVID-19 pandemic. Soft skills and the development thereof have become a key focal area of training for new employees as a result of remote working. The identified hard skill gaps are indicative of the future growth areas of the industry, focusing on data analytics, marketing automation and user experience. Future research should consider an expansion to other industry-specific skills and contrast country-level skill gaps.     

Solar-powered cold-storage and agrifood market modernization in Nigeria

Modern cooling technologies that utilize renewable energy sources have been increasingly recognized as promising tools to address various challenges emerging in progressively complex agrifood systems in developing countries. Knowledge gaps about the actual impacts of these technologies in developing countries remain, especially in Africa south of the Sahara (SSA). This study fills this knowledge gap by providing evidence from the evaluation of recent interventions in northeast Nigeria in which seven small solar-powered cold storages were installed across seven horticulture markets. Combinations of difference-in-difference (DID) and variants of propensity-score-based methods suggest that cold storage significantly increased horticulture sales volumes and revenues of market agents. Back-of-the-envelope calculations indicate that increased net revenues for market agents may be sufficiently large to recoup cold storage investments and operating costs within a reasonable time frame. Using cold storage also reduced the share of food loss. It lengthened the products' shelf-life while raising prices received by market agents and farmers, which were associated with improved product quality, expanded value-adding activities by market agents, and increased use of advance payments.