A relationship value perspective of social capital in networks of software SMEs

Utilizing theories on social capital, business networks, social networks and relationship value, we explore the aspects that provide specific value in relationships with different actors in the software industry. The motive for the study is the assumption that some relationships are regarded as more important than others, and companies strive to focus on fewer relationships with greater outcomes. The study is guided by the premise that social capital is a foundation for relationship value, and its identified elements differ among relationships. We take the perspective of software companies and classify their relationships with business partners into three distinctive types according to their function in the value creation process. The findings of our empirical analysis, based on a qualitative case study of eight software SMEs indicate that the aspects of social capital, like the sources of relationship value, vary systematically by the types of relationships. Thus, we are able to provide some theoretical and managerial implications on the management of small- and medium-sized companies.     

Can usefulness of performance appraisal interviews change organizational justice perceptions? A 4-year longitudinal study among public sector employees

This large-scale longitudinal study examined the hypothesis that the experienced usefulness of performance appraisal interviews affects justice perceptions and that changes in work life contribute to this effect. Our findings from 6592 employees who were nested in 1291 work groups over a 4-year period and who at baseline had not applied for a performance appraisal interview support this prediction. Specifically, the results of multilevel regression analyses showed that interviews that were experienced as useful improved justice perceptions significantly. In contrast, when the interviews were experienced as unhelpful, the impact on justice perceptions was negative. Furthermore, during negative changes in work life, useful interviews were especially important in helping prevent the deterioration of justice perceptions. The implications for organizational justice and the usefulness of the performance appraisal are discussed.     

Performance of moving average trading strategies over varying stock market conditions: the Finnish evidence

This article examines the profitability of dual moving average crossover (DMAC) trading strategies in the Finnish stock market over the period 1996 to 2012. It contributes to the existing technical analysis literature by comparing for the first time the performance of DMAC trading portfolios of individual stocks to the performance of index trading strategies based on trading on an index that consists of the same stocks. The results show that their relative performance varies over time, whereas previous studies have documented outperformance of index trading strategies over trading strategies of stock portfolios. Moreover, the great majority of 3020 DMAC strategies examined in this article outperform the corresponding buy-and-hold (B and H) strategy for both trading targets (i.e., OMX Helsinki 25 index and individual stocks included in the index) in out-of-sample tests. In addition, the decomposition of the full-sample-period performance into separate bull- and bear-period performance shows clearly that the outperformance of DMAC strategies over B and H strategy is mostly attributable to their better performance during bearish periods.     

Short‐Term Expectations in Listed Firms: The Effects Of Different Owner Types

We report empirical evidence in line with the disciplining role of different institutional and other owner types in reducing managerial myopia. Using data from a large Nordic survey, we find that companies, to a reasonably high degree, feel that external pressure for a good result in the short‐term generates conflict with the company's long‐term goals. We test for the effect of different ownership types and find that especially in firms with a large and non‐transitory activist or fund as an owner, the perceived pressure for short‐term actions is reduced. In addition, we observe a negative association between firm profitability and short‐term pressure, and we find that younger managers feel significantly more pressure. Firms subject to greater pressure engage in more actions to accommodate that pressure. Again, the impact of a large activist owner is especially beneficial because such firms significantly less often undertake actions that have the potential to destroy value, such as deprioritizing their long‐term investments or R&D.