MORGAN STANLEY ROUNDTABLE ON Capital Structure and Payout Policy

A group of distinguished finance academics and practitioners discuss a number of topical issues in corporate financial management: Is there such a thing as an optimal, or value‐maximizing, capital structure for a given company? What proportion of a firm's current earnings should be distributed to the firm's shareholders? And under what circumstances should such distributions take the form of stock repurchases rather than dividends? The consensus that emerges is that a company's financing and payout policies should be designed to support its business strategy. For growth companies, the emphasis is on preserving financial flexibility to carry out the business plan, which means heavy reliance on equity financing and limited payouts. But for companies in mature industries with few major investment opportunities, more aggressive use of debt and higher payouts can add value both by reducing taxes and controlling the corporate free cash flow problem. In such cases, both leveraged financing and cash distributions through dividends and stock buybacks signal management's commitment to its shareholders that the firm's excess cash will not be wasted on projects that produce low‐return growth that comes at the expense of profitability. As for the choice between dividends and stock repurchases, dividends provide a stronger commitment to pay out excess cash than open market repurchase programs. Stock buybacks, at least of the open market variety, preserve more flexibility for companies that want to be able to capitalize on unpredictable investment opportunities. But, as with the debt‐equity decision, there is an optimal level of financial flexibility: too little can mean lost investment opportunities, but too much can lead to overinvestment.     

Thriving in the New Normal: The HR Microfoundations of Capabilities for Business Model Innovation. An Integrated Literature Review

Firms need to respond to the increasing competition and change of the current New Normal environment by being more innovative, and especially in developing new business models. This paper seeks to explore how microfoundations, particularly with respect to human resource management, play a key role in facilitating innovation in business models through the development of key needed capabilities. Four themes are identified with respect to business model innovation (BMI) in the New Normal: BMI as an enabler to create and operate across industries and product-markets; BMI as a mechanism for firms to better navigate changing institutional landscapes; BMI as giving rise to business model portfolios; and concurrent and cumulative innovations that can lead to BMI. This paper also develops a conceptual framework that presents a synoptic view of the five essential capabilities for BMI, which include analogical reasoning, sensemaking, dynamic capabilities, organisational ambidexterity, and organisational learning. Finally, it is shown how the microfoundations of a bespoke, development-oriented BMI HR architecture can support the advancement of these capabilities and thus contribute to the strategic HR literature.     

Measuring the Impact of Reserve Requirement Changes Using Interest Rate Spreads: Evidence from Costa Rica

Researchers have proposed several different theories regarding the effects of reserve requirement changes. One theory suggests that reserve requirements represent a tax on financial institutions. This theory is usually tested by examining stock price responses to announced reserve requirement changes. Reliable, historical stock price information for Costa Rica firms is generally not publicly available. In this paper, the spread between deposit rates and loan rates is used as a proxy for firm profitability. The results indicate a complex response to reserve requirement changes that is dependent on bank classification.     

Professor George Peters: Born September 1934: Died November, 2001

The dominant theory of justice in the western tradition of political philosophy is the social contract theory, which sees principles of justice as the outcome of a contract people make, for mutual advantage, to leave the state of nature and govern themselves by law. Such theories have recently been influential in thinking about global justice. I examine that tradition, focusing on Rawls, its greatest modern exponent; I shall find it wanting. Despite their great strengths in thinking about justice, contractarian theories have some structural defects that make them yield very imperfect results when we apply them to the world stage. More promising results are given by a version of the capabilities approach, which suggests a set of basic human entitlements, similar to human rights, as a minimum of what justice requires for all.

But among the traits characteristic of the human being is an impelling desire for fellowship, that is for common life, not of just any kind, but a peaceful life, and organized according to the measure of his intelligence, with those who are of his kind … Stated as a universal truth, therefore, the assertion that every animal is impelled by nature to seek only its own good cannot be conceded.     

The distance from external balance: Pacific Island states

This paper seeks to illustrate the potential relevance of the ‘distance from external balance’ concept as a calibration tool for use in the analysis of the external imbalances experienced by small island states. The paper draws on data from several Pacific Island countries to illustrate the measurement and policy issues involved. The paper defines the distance from external balance, provides estimates of its magnitude for the selected Pacific Island countries, and illustrates how the distance from external balance has changed over time. It is found that the small microstates are furthest from external balance. Finally, policy options to address cases of chronic external imbalance are identified.     

Examining the Draw of Diversity: How Diversity Climate Perceptions Affect Job‐Pursuit Intentions

Organizations must target talented applicants, who will often be demographically diverse, to attract the most competent and competitive workforce possible. Despite the bottom‐line implications of attracting the best and brightest, surprisingly little is known about how and why diversity recruitment strategies affect recruitment outcomes (e.g., job‐pursuit intentions). To gain insight into this question, we conducted an initial experimental study (N = 194) to test the premise that other‐group orientation moderates the relationship between perceived organizational value of diversity and job‐pursuit intentions. In a follow‐up experiment (N = 255), identity affirmation was examined as the mediating mechanism for the interaction observed in the first study. Mediated moderation analyses supported the proposed model. Collectively, the studies indicate that job seekers high in other‐group orientation are more intent on pursuing employment with organizations deemed to value diversity because they feel that their salient identities are likely to be affirmed. No such indirect effect is present for those lower in other‐group orientation.