Voting in small committees

We analyze the voting behavior of a small committee that has to approve or reject a project proposal whose return is uncertain. Members have diverse preferences: some of them want to maximize the expected value, while others have a bias towards project approval and ignore their information on the project value. We focus on the most efficient use of scarce information when members cannot communicate prior to voting, and we provide insights on the optimal composition of the committee. Our main result is that the presence of biased members can improve the voting outcome, by simplifying the strategies of unbiased members. Thus, committees with diverse members perform as well as homogeneous committees, and even better in some cases. In particular, when value-maximizing members outnumber biased members by one vote, the optimal equilibrium becomes unique.     

Board Efficiency and Internal Corporate Control Mechanisms

We analyze the interactions between internal and external control mechanisms in a framework in which the board selects the CEO and then decides whether to retain or dismiss him after observing a signal regarding his ability. The novel aspect of our paper is that we consider both the hiring and the firing of the CEO by the board. The type of board is defined by its ability to select a good CEO, so that the quality of the CEO depends on the type of board. Then, the dismissal-retention decision provides information not only on the quality of the CEO but also on the board's type. We show that the board's behavior depends on the pressure from the takeover market and on whether its type is publicly known. When the pressure from the takeover market is high and the type of board is private information, the board prefers not to dismiss the manager even if it has received a very low signal regarding his quality. Hence, our model endogenously derives a collusion between board and CEO in which the board does not fire a bad CEO. This behavior emerges as an attempt to hide the board's inability to accomplish the first task, CEO selection, by distorting the second task, the CEO retention-dismissal decision.     

Real-time price discovery in global stock, bond and foreign exchange markets

Using a unique high-frequency futures dataset, we characterize the response of U.S., German and British stock, bond and foreign exchange markets to real-time U.S. macroeconomic news. We find that news produces conditional mean jumps; hence high-frequency stock, bond and exchange rate dynamics are linked to fundamentals. Equity markets, moreover, react differently to news depending on the stage of the business cycle, which explains the low correlation between stock and bond returns when averaged over the cycle. Hence our results qualify earlier work suggesting that bond markets react most strongly to macroeconomic news; in particular, when conditioning on the state of the economy, the equity and foreign exchange markets appear equally responsive. Finally, we also document important contemporaneous links across all markets and countries, even after controlling for the effects of macroeconomic news.     

Trend stationarity in the I(2) cointegration model

A vector autoregressive model for I(2) processes which allows for trend-stationary components and restricts the deterministic part of the process to be at most linear is defined. A two-step statistical analysis of the model is derived. The joint test of I(1) and I(2) cointegrating ranks is shown to be asymptotically similar with respect to the drift terms and the asymptotic distribution is tabulated. The cointegrating parameters are shown to be mixed Gaussian and an application for UK monetary data illustrates the proposed analysis.     

The relationship between liquidity,corporate governance,and firm valuation: Evidence from Russia

This paper examines the hypotheses that liquidity improves corporate governance, and better governance enhances valuation of Russian firms. We find a positive causal relationship between measures of liquidity and corporate governance. Additionally, we document the strong positive impact of corporate governance on valuation. Our results are economically significant. For example, we document that a 10% decrease in the proportion of zero return days implies a 0.34% increase in transparency and disclosure, which in turn leads to a 9.6% increase in firm valuation. Our research findings shed light on the important role of liquidity in improving corporate governance and valuation.     

Stock price reaction to public and private information

I use Easley and O’Hara's [1992, Journal of Finance 47, 577–604] private information-based trading variable, PIN, together with a comprehensive public news database to empirically measure the effect of private and public information on the post-announcement drift. I show that stocks associated with high PIN, consensus public news surprises, and low media coverage experience low or insignificant drift. Thus not all information acquisition variables have the same effect on the market's efficiency. Whether information is public or private is irrelevant; what matters is whether information is associated with the arrival rate of informed or uninformed traders.     

Principal researcher and project manager: who should drive R&D projects?

In this paper, it is analyzed the hypothesis that in R&D the principal researcher (PR) is accepted as the coordinator or project manager (PM), carrying out the search for financing and to manage contracts, resources, cost, time, scope, risk and uncertainty, communication, stakeholders and so on, in addition to internal research activities. Thus, this study tries to verify this hypothesis through a major literature review in different types of projects developed by university, but also with a look to industry and industry-university cooperation. Two case studies are also analyzed, centered in its R&D project management maturity level. It is concluded that there is an important issue in projects’ success and in the time spent by PR in management, work for which they are under trained; while at the industry there is a greater approach to project management by the proximity of the innovation projects to other industrial projects. Following these initial findings and according to the case study results, it is proposed that R&D Projects in universities would be separated into two synergistic knowledge areas: R&D Management and Project Management. It is also recommended to allocate them to two distinct roles, where they could add value to R&D through their better knowledge and skills.