Behavioral Integration as a Relational Governance Mechanism in Family Firms—The Moderating Role of Family Involvement in Management

In this paper we introduce behavioral integration, a construct established in top management team (TMT) research, into the family firm field. TMT research argues that behavioral integration has a positive performance effect as it fosters commitment to the task at hand, joint goals, and mutual trust among TMT members. Because of these specific characteristics, we argue that behavioral integration might act as a relational governance mechanism that positively influences family firm performance. Based on research on family involvement in management, we posit that this positive performance effect of behavioral integration as a relational governance mechanism is particularly pronounced in family firms with a high degree of family involvement in management.     

WICKEDNESS IN SOCIAL CHOICE

In an article from 1973, Rittel and Webber distinguished between ‘tame’ or ‘benign’ problems on the one hand and ‘wicked’ problems on the other. The authors argued that wicked problems occur in nearly all public policy issues. Since different groups adhere to different value-sets, solutions can only be expressed as better or worse. By no means can they be viewed as definitive or objective. In this paper we consider, from this very angle, the theory of social choice which is about the aggregation of individual preferences with the aim to derive a consistent social preference. We show that collective choice offers wicked problems of various types which differ in their degree of severity. We hereby concentrate on welfare functions and voting schemes of different kinds and discuss these in the light of various criteria such as Arrow's independence condition, Condorcet consistency, monotonicity, manipulability, and other properties.     

Who owns the long term? Perspectives from global business leaders

Day-to-day management is challenging enough for CEOs. How do they manage for the long term as well? We posed that question to four top executives of global companies. According to Maurice Levy, chairman and CEO of Publicis Groupe, building the future is really about building the present and keeping close to the front line--those who deal with your customers and markets. He also attributes his company's success in large part to knowing when to take action: In a market where clients' needs steer your long-term future, timing is everything. UPS Chairman and CEO Mike Eskew emphasizes staying true to your vision and values over the long run, despite meeting obstacles along the way. It took more than 20 years, and many lessons learned, to produce consistent profits in what is today the company's fastest-growing and most profitable business: international small packages. Wulf H. Bernotat, CEO of E.ON, examines the challenges facing business leaders and politicians as they try to balance energy needs against potential environmental damage. He calls for educating people about consumption and waste, and he maintains that a diverse and reliable mix of energy sources is the only way to ensure a secure supply while protecting our environment. Finally, Marianne Barner, the director of corporate communications and ombudsman for children's issues at IKEA, discusses how the company is taking steps to improve the environment and be otherwise socially responsible. For example, it's partnering with NGOs to address child labor issues and, on its own, is working to help mitigate climate change. IKEA's goals include using renewable sources for 100% of its energy needs and cutting its overall energy consumption by 25%.     

Do CEOs in Mergers Trade Power for Premium? Evidence from "Mergers of Equals"

I analyze chief executive officer (CEO) incentives to negotiateshared control in the postmerger governance of the survivingfirm. In order to do this, I study abnormal returns in a sampleof "mergers of equals" (MOEs) transactions in which the twofirms are approximately equal in postmerger board representation.These transactions are friendly mergers generally characterizedby premerger negotiations that result in both greater sharedcontrol (board and management) and more equal sharing of mergergains between the two firms. On average, the value created measuredby combined event returns is no different between MOEs and amatched sample of transactions. However, target shareholderscapture less of the gains measured by event returns in transactionswith shared governance. Moreover, target shareholders' shareof the gains is systematically related to variables representingpostmerger control rights, and shared governance is more likelyin transactions in which CEOs face greater incentives for control.The evidence suggests that CEOs trade power for premium by negotiatingshared control in the merged firm in exchange for lower shareholderpremiums.     

Beyond "Yes or No" - Extending Access Control in Groupware with Awareness and Negotiation

We present three scenarios concerning access to documents in three real world fields of application, which have in common that they are very difficult to support with classical anticipative access control systems. We show, how - based on a highly configurable notification and negotiation service, which is tightly integrated with a classical access control system - the common permission and denial options can be extended with awareness and negotiation and how this approach supports the three initial access scenarios. We also introduce our implementation of the notification and negotiation service in the PoliTeam project.     

The Value Relevance of Accounting Income Reported by DAX-30 German Companies

International Financial Reporting Standards (IFRS) are required for consolidated financial statements of all European Union (EU) publicly traded companies starting from the December 2005 fiscal year end [Regulation (EC)]; and endorsed by the International Organization of Securities Commission (IOSCO) for its member countries beginning in 2000. We examine the challenges and benefits, including value relevance, of the adoption of IFRS by DAX‐30 companies, the German premium stock market. Based on a survey sent to DAX‐30 company executives, we find most companies agreeing that implementing IFRS should improve the comparability of financial statements. The complex nature, high cost of adopting and lack of guidance for implementing IFRS, as well as increased volatility of earnings after adopting IFRS, are listed among the most important challenges of conversion to IFRS. We use regression to measure another benefit: the value relevance of book values of earnings and equity in explaining market values of DAX‐30 companies during the period 1995–2004. Using 265 observations, we find that adopting IFRS or US Generally Accepted Accounting Principles or cross‐listing on the New York Stock Exchange significantly increases the value relevance of earnings relative to market prices.     

Investments in consumer relationships: a critical reassessment and model extension

This study is a critical reassessment and extension of De Wulf et al.'s (2001) framework investigating retail investments in consumer relationships. Their initial model relates four types of relationship marketing efforts to perceived relationship investment, in turn influencing relationship quality and ultimately behavioural loyalty. Based upon signalling theory, we extend this model by introducing product and service efforts as additional antecedents. Moreover, in contrast to the use of self-reported measures in the initial model, we apply customer database information in order to measure the construct of behavioural loyalty. Based upon 187 consumers reporting on their relationship with a Belgian apparel retailer, the SEM results provide guidelines for retailers how to increase the quality of their relationships with consumers by strengthening consumers' perceptions of relationship investment.