Discrimination and Skill Differences in an Equilibrium Search Model*

We analyze an equilibrium search model with three sources for wage and unemployment differentials among workers with the same (observed) human capital but different appearance (race): unobserved productivity, search intensities, and discrimination due to an appearance‐based employer disutility factor. We show that the structural parameters are identified using labor market survey data. Estimation results for a black and white high school graduate sample imply: black productivity is 3.3% lower than white productivity; the employer's disutility factor is 31% of the white's productivity level; and 56% of firms have a disutility factor toward blacks.     

Leading global teams

Global teams that are characterized by national, cultural and linguistic heterogeneity and operate in a globally dispersed virtual environment are becoming an established form of organizing work in multinational organizations. As global team leadership research is rather limited, we review the literature on leading multicultural and virtual teams in a global context, focusing on leadership competencies, styles, strategies and modes. We also examine the emergent concepts of biculturalism, global mindset and cultural intelligence with respect to team leaders. Our aim is to add to our knowledge of leading global teams, highlight recent trends and suggest directions for future research. Three themes for global team leadership emerged: leaders as boundary spanners, bridge makers and blenders; people-oriented leadership; and leveraging diversity. We discuss implications for research and practice.     

Do Termination Provisions Truncate the Takeover Bidding Process?

We provide new evidence on termination provisions and the takeoverbidding process. Our central contribution is a novel databasefrom Securities and Exchange Commission (SEC) documents thataccurately measures the incidence of termination provisionsand the depth of competition in takeover deals. We show thatbiased data in prior research produced incorrect conclusionson the relation between termination provisions and judicialdecisions, bidder toeholds, and deal size. Our comprehensivedata also show that termination provisions are positively relatedto takeover competition. Our evidence is consistent with theinformation/commitment hypothesis in which termination provisionsdo not truncate bidding but instead culminate the takeover process.(JEL G34; K22; D44).     

DOMESTIC VIOLENCE,EMPLOYMENT, AND DIVORCE*

Conventional wisdom suggests abused women get caught in a cycle of violence and are unable or unwilling to leave their spouses. We estimate a model of domestic violence to determine who abuses, who is abused, and how women respond to abuse via employment and divorce. In contrast to conventional wisdom, abused women are 1.7–5.7 times more likely to divorce. Employment before abuse occurs is found to be a significant deterrent. For men, witnessing violence as a child is a strong predictor of abusive behavior: re‐socializing men from violent homes lowers abuse rates by 26%–48%.     

The benefits of global teams for international organizations: HR implications

Abstract

In this special issue we aim to advance the theoretical, conceptual and empirical knowledge about the relationship between global teams and human resource management in international organizations. We argue that although the prevalence of global teams in international organizations is rapidly rising, simultaneously affecting the management of firms on global, regional and local levels, the response of firms and scholars alike to such changes has been slower, especially in the area of IHRM. The HR function in organizations could play a vital role in understanding, managing and leveraging the benefits of global teams to ensure that they contribute positively to the performance of firms, organizational units, and people. We demonstrate that there is still a disconnect in this respect and we highlight several areas in which the increasing use of global teams may challenge our conventional understanding of IHRM issues, and at the same time offer solutions for improvement in international organizations. The selected articles in this special issue provide both theoretical and practitioner implications by highlighting the need to explore the relationship between global teams and IHRM more generally and fully, as well as the need for HR practitioners and IHRM scholars to focus more on the ‘human’ and less on the ‘resources’ aspect. We trust that readers of this issue will agree that the articles all offer novel insights into key issues that open new avenues for further research in this nascent yet promising area.     

Do auctions induce a winner's curse? New evidence from the corporate takeover market

We contrast the winner's curse hypothesis and the competitive market hypothesis as potential explanations for the observed returns to bidders in corporate takeovers. The winner's curse hypothesis posits suboptimal behavior in which winning bidders fail to adapt their strategies to the level of competition and the amount of uncertainty in the takeover environment and predicts that bidder returns are inversely related to the level of competition in a given deal and to the uncertainty in the value of the target. Our measure of takeover competition comes from a unique data set on the auction process that occurs prior to the announcement of a takeover. In our empirical estimation, we control for the endogeneity between bidder returns and the level of competition in takeover deals. Controlling for endogeneity, we find that the returns to bidders are not significantly related to takeover competition. We also find that uncertainty in the value of the target does not reduce bidder returns. Related analysis indicates that prestigious investment banks do not promote overbidding. Analysis of post-takeover operating performance also fails to find any negative effects of takeover competition. As a whole, the results indicate that the breakeven returns to bidders in corporate takeovers stem not from the winner's curse but from the competitive market for targets that occurs predominantly prior to the public announcement of bids.     

Do private equity consortiums facilitate collusion in takeover bidding?

We address whether the joint bidding by private equity consortiums facilitates collusion in the takeover market. We employ a sample of 870 takeovers of publicly traded targets in the 2003 to 2007 period, the time period which is the focus of investigation by the Justice Department and the source of cases for class action lawsuits. A unique aspect of our analysis is that we determine the identification of private equity bidders from actual merger documents rather than rely on sources such as Securities Data Corp and that we analyze both prominent private equity bidders as well as smaller private equity firms. Our analysis finds competitive reasons for consortium formation based on scale, risk and bidder expertise. We also find that both single private equity bidders and private equity consortiums are associated with significantly greater levels of takeover competition than other types of bidders. While we find some evidence that target abnormal returns are lower in private equity consortium deals for narrow windows around the initial takeover-related announcement date, we find that these results do not hold for longer event windows that better account for the differences in the takeover process across types of bidders. Analysis that controls for the endogenous selection of consortium formation also fails to find any negative effect of consortiums on either takeover competition or target returns. We also do not find any negative effects of consortiums formed by prominent private equity firms. We interpret the evidence to be inconsistent with a collusive explanation for consortium formation in the 2003 to 2007 period and to be consistent with competitive reasons for consortium formation.     

Do Anglo countries still form a values cluster? Evidence of the complexity of value change

To what extent does the Anglo Cluster remains a cultural cluster in today's managerial and professional workforce? Across six Anglo countries (Australia, Canada, New Zealand, South Africa, U.K., and U.S.), we found significant differences in values orientations (openness to change, conservation, self-enhancement, and self-transcendence values) that challenge the concept of a cohesive Anglo cluster. We also explored the influence of micro-level factors on values orientations and found consistent life-stage and gender differences across countries. We conclude that, even within a group of countries perceived as similar, multi-level analyses are needed to fully capture the essence of values differences across and within countries.     

The evolution of the human capital of women

The labour market attachment of females has increased dramatically over the last half century, converging to a pattern similar to that of males. Human capital theory predicts an associated increase in human capital investment by females and a convergence in the life-cycle human capital investment profiles of males and females. This paper explores wage-based and job skills-based approaches to measuring the increased supply of efficiency units of human capital by females over the last four decades. Results suggest that the magnitude of the contribution of the increased human capital of women to post-war economic growth is substantially underestimated by conventional methods of measuring human capital and labour inputs. A complete picture of the evolution of the human capital of women requires new approaches to measuring their human capital.