裁员也能双赢

对于世界各地几乎所有的公司和组织而言．现在都是一个非常困难的时期。几乎所有的公司业务都在减少;几乎所有的组织,无论盈利与否．都处在预算压力之下。大家都在削减成本。在大多数情况下,这意味着裁员,也意味着经济危帆使世界各地的雇员和个人陷入困境。     

Tests for changing mean with monotonic power

Several widely used tests for a changing mean exhibit nonmonotonic power in finite samples, due to “incorrect” estimation of nuisance parameters under the alternative. In this paper, we study the issue of nonmonotonic power in testing for changing mean. We investigate the asymptotic power properties of the tests, using a new framework where alternatives are characterized as having “large” changes. The asymptotic analysis provides a theoretical explanation to the power problem. Modified tests that have monotonic power against a wide range of alternatives of structural change are proposed. Instead of estimating the nuisance parameters based on ordinary least squares residuals, the proposed tests use modified estimators, based on nonparametric regression residuals. It is shown that tests based on the modified long-run variance estimator provide an improved rate of divergence of the tests under the alternative of a change in mean. Tests for structural breaks based on such an estimator are able to remain consistent, while still retaining the same asymptotic distribution under the null hypothesis of constant mean.     

INDUSTRY DYNAMICS AND THE MINIMUM WAGE: A PUTTY‐CLAY APPROACH

We document two new findings about the industry‐level response to minimum wage hikes. First, restaurant exit and entry both rise following a hike. Second, there is no change in employment among continuing restaurants. We develop a model of industry dynamics based on putty‐clay technology that is consistent with these findings. In the model, continuing restaurants cannot change employment, and thus industry‐level adjustment occurs gradually through exit of labor‐intensive restaurants and entry of capital‐intensive restaurants. Interestingly, the putty‐clay model matches the small estimated short‐run disemployment effect of the minimum wage found in other studies, but produces a larger long‐run disemployment effect.     

Portfolio strategies and performance

The relative performance of several portfolio selection strategies is assessed empirically. These strategies vary in sophistication from a ‘naive’ strategy of maintaining equal dollar investments in each stock available to a strategy that periodically uses updated parameter estimates to calculate new optimal proportions of portfolio value to be invested in the stocks available. Although it is to be expected a priori that relatively sophisticated strategies will perform at least as well as the more naive strategies, implementation costs will clearly differ across strategies and across investor-specific parameters such as total portfolio value. Thus estimation of the various strategies' performance gross of these costs is a necessary consideration in rational strategy selection by any given investor.     

The Next Wave of ESG Integration: Lessons from Institutional Investors

In this panel that also took place at the recent SASB Symposium, senior representatives of four leading institutional investors—BlackRock, Ca lPERS, Ca lSTRS, and Wells Fargo—emphasize the relevance of ESG data for “mainstream” investors and the importance of integrating it with traditional fundamental analysis rather than viewing it as a separate set of reporting responsibilities. Moreover, the logical place for integrating ESG information is in the most forwardlooking section of financial reports, the “Management Discussion and Analysis,” or “MD&A,” which would be strengthened by including more and better information about the companies' ESG risks and initiatives. Some panelists noted that ESG information is likely to be valued by investors because of its ability to shed light on “idiosyncratic” risks that are not captured by the traditional risk factors that have long dominated asset pricing models. Others described ESG information as helpful in evaluating and comparing the “quality” of management in portfolio companies. But all agreed that efforts like the SASB's to standardize ESG data are essential to successful integration of that data into the decision‐making process of large mainstream investors. And as the panelists also made clear, there is an important generational component to the growing movement to integrate ESG into mainstream investing, with Millenials—and particularly Millenial women—showing especially strong support.     

Frequency,Recall and Usefulness of Undergraduate Ethics Education

Prior research on the effectiveness of ethics education has yielded mixed results. In this sample of 686 employed adults, we found the majority felt there was little or no emphasis on ethics in their undergraduate program, and they felt poorly prepared to deal with ethical dilemmas at work. Among business, sciences, and liberal arts majors, those who majored in the sciences reported the lowest level of preparation for dealing with ethics issues. Management and law classes were the ones most frequently recalled by respondents as emphasizing ethics. Respondents made suggestions for improving undergraduate ethics preparation.     

The Heterogeneity of Socially Responsible Investment

Many writers have commented on the heterogeneity of the socially responsible investment (SRI) movement. However, few have actually tried to understand and explain it, and even fewer have discussed whether the opposite – standardisation – is possible and desirable. In this article, we take a broader perspective on the issue of the heterogeneity of SRI. We distinguish between four levels on which heterogeneity can be found: the terminological, definitional, strategic and practical. Whilst there is much talk about the definitional ambiguities of SRI, we suggest that there is actually some agreement on the definitional level. There are at least three explanations which we suggest can account for the heterogeneity on the other levels: cultural and ideological differences between different regions, differences in values, norms and ideology between various SRI stakeholders, and the market setting of SRI. Discussing the implications of the three explanations for the SRI market, we suggest that there is reason to be sceptical about the possibilities of standardisation if not standardisation is imposed top-down. Whether this kind of standardisation is desirable or not, we argue, depends on what the motives for it would be. To the extent that standardisation may facilitate the mainstreaming of SRI, it could be a good thing – but we entertain doubts about whether mainstreaming really requires standardisation.     

Principles of New Product Management: Exploring the Beliefs of Product Practitioners

Conventional wisdom might lead us to conclude that the various disciplines involved in product development and management are often at cross-purposes. For example, practitioners from R&D and engineering have been known to suggest that marketing fails to understand the technical trade-offs involved in product management decisions. Conversely, marketing professionals sometimes complain that their technology-oriented colleagues pursue product development initiatives without adequate market awareness. And practitioners from both sides of this debate have asserted that research on new product development tends to be of the ivory tower variety, with little or no relevance for industry. Are such complaints valid? Perhaps it is time for a reality check. By searching academic literature on product development, Roger J. Calantone, C. Anthony Di Benedetto, and Ted Haggblom have compiled a list of 40 fundamental principles of new product development. This list forms the basis for a survey of new product practitioners from marketing and technical disciplines. The study provides a means for assessing whether practitioners agree with the fundamental principles of new product development that are identified in current academic literature. By obtaining responses from both marketing and technical professionals, the survey also sheds light on whether those two groups hold fundamentally different beliefs regarding new product development. The survey results reveal strong overall agreement among practitioners regarding these fundamental principles of new product management. Managers believe that 80% of the principles are either usually or almost always true. In other words, the survey results support the idea that the academic community is pursuing research issues that are relevant to practitioners, and that they are reaching valid conclusions. There are only a few cases in which the responses from the technical and marketing practitioners differ. Those disagreements probably result from differences in the basic orientations of the two groups. For example, it is not surprising that marketing managers would be more likely to agree that “product users and the marketplace form the most important source for new product ideas,” while technical managers more strongly support the idea that “radically new technologies constitute an important source of new product ideas.” The respondents noted overall disagreement with only a few of the 40 principles. In many of these cases, the academic literature has reached mixed conclusions. In other words, these “principles” might actually be oversimplifications, and further research is probably needed before we can fully understand the issues involved.     

Mapping the strategic factor market for sport entrepreneurship

Previous scholarship in entrepreneurship and sport management has highlighted their symbiotic nature. The degree to which sport is embedded in society makes it an ideal platform from which to launch economically-motivated entrepreneurial endeavors that may also be leveraged to generate socially transformative causes. Despite this important realization, efforts to understand sport entrepreneurship have been limited in their ability to describe the broad trends affecting sport entrepreneurs. This study uses a sample of 967 sport-related transactions by private equity and venture capital firms between 1988 and 2016 to chart some of these trends. In doing so, we hope to provide a solid foundation on which future sport entrepreneurship research can build. The results accentuate some interesting paradoxes in how private equity and venture capitalist firms invest in and divest from sport-related entrepreneurial ventures.