Current Account Adjustment in the Eurozone: Lessons From a Flexible Price Model

This paper discusses the desired size of the internal devaluation in the Eurozone for a scenario of current account adjustment induced by shifts in relative demand. Based on Obstfeld and Rogoff, I develop a four‐region model of the world economy consisting of the Eurozone‐core, Eurozone‐periphery, United States and Asia. In contrast to most of the existing literature, this model structure enables studying the impact of global current account adjustment on the rebalancing process in the Eurozone. In addition, the model allows for movements of factors of production between tradable and non‐tradable sectors. The results point to the important impact of sectoral reallocation and increases in Asian demand on the size of the internal devaluation as well as on the implied length of the adjustment period.     

Dynamic capabilities and firm performance in a financial crisis

In this study, an organization means an active actor that can, at least to some extent, adapt to the environment, mainly within the limits of its resources and capabilities. The article enhances understanding of and explains organizational adaptive behavior in weathering the storm in the business environment resulting from the global financial crisis of 2008. The literature on dynamic capabilities, organizational change, and innovation in the context of organizational performance and survival captures this kind of adaptive behavior. The empirical study builds on a quantitative survey and a qualitative case study covering the food processing, maritime, and media industries. Structural equation modeling, group analysis, and qualitative case comparisons shed light on the connection between the constructs in question. Implications for theory and practice culminate in suggestions for future research.     

Changing investment styles: style creep and style gaming in the hedge fund industry

Notwithstanding their common features, hedge funds remain an extremely diverse asset class. Information on fund styles is important for numerous purposes, such as portfolio construction, performance attribution and risk management. With fund self‐declaration being prone to (strategic) misclassification, return‐based taxonomies grouping funds along similarities in realized returns provide a useful alternative. We provide a consistent classification system of homogeneous groups of hedge funds based on self‐organizing maps. Whereas some fund categories such as managed futures are largely consistent in their self‐declared strategies, others, especially so‐called ‘equity hedge’ funds, display no or very limited return similarities. Furthermore, we also find evidence of fund managers performing undisclosed changes of their trading style over time. Those funds that misclassified themselves once are particularly likely to change their trading style again. Although style self‐declaration can, therefore, be quite misleading, our results indicate that hedge funds do not misdeclare their style strategically to improve their relative performance. Copyright © 2006 John Wiley & Sons, Ltd.     

Poaching and Firm‐Sponsored Training

A series of seminal papers argues that poaching hampers company‐sponsored general training. Empirically, however, the existence and extent of poaching remain open questions. We provide a novel empirical strategy to identify poaching. We find that only few apprenticeship training firms in Germany are ‘poaching victims’ or ‘poaching raiders’. Victims are more likely to be in a temporary downturn and raiders are more likely to be growing. Victims hardly change their training strategy after poaching and poaching seems be a transitory event. This is an important result for countries that intend to introduce apprenticeship‐type training and need to convince firms to participate in training.     

Holocaust concentration camp memorial sites: an exploratory study into expected emotional response

This study explored Dutch people's expected intensity of emotional responses of a potential visit to a concentration camp memorial site in the Netherlands. A total of 1050 online panel members participated in a questionnaire that contained a 33-item emotion scale. Results reveal that individuals with a closeness to the Holocaust expect to feel most emotions more intensely, specifically emotions that are traditionally considered ‘positive’, such as pride, love, joy, inspiration, excitement and affection. Overall, respondents expect to feel disgust, shock, compassion and sadness the strongest. Those who look from the viewpoint of the offenders mainly expect to feel emotions that are traditionally considered ‘negative’, whereas those who took the point of view of the victims also expect a more ‘positive’ emotional reaction to the visit. Managerial implications address aspects of education, storytelling and authenticity.     

Suppliers' roles in category management: A study of supplier–retailer relationships in Finland and Sweden

The purpose of this paper is to analyze suppliers' roles in category management (CM) in the context of Finnish and Swedish supplier–retailer relationships. Using data from a survey of a sample of Finnish and Swedish suppliers, the study shows that the concept of CM is well known among both Finnish and Swedish suppliers, and that most of them have experience of CM as a key operational business process. The study also shows that, in general, larger suppliers in both Finland and Sweden have a relatively strong role in CM collaboration, whereas smaller suppliers (especially in Finland) are more likely to have a lesser role in CM collaboration. Suppliers with a strong role in CM collaboration are generally more capable of influencing individual CM tactics than suppliers with an equal role to competitors or those with no role (both in Finland and in Sweden). The study also finds that the effects of CM are perceived more positively among suppliers who have influence in decision-making regarding CM collaboration than among those who have no role in such decision-making. However, the opinions of suppliers who have no role in CM collaboration are neutral, rather than being especially negative. Qualitative studies, including face-to-face discussions with managers representing manufacturers who are more or less excluded from CM collaboration, might provide a more thorough understanding of CM from their perspective.