Market Incentives for Safe Foods: An Examination of Shareholder Losses from Meat and Poultry Recalls

Meat and poultry recalls, while voluntary, are carried out under governmental oversight. If firms have financial incentives to avoid being implicated in a recall situation, governmental involvement in recalls may cause firms to internalize social costs when making investment decisions concerning food safety controls. To examine these incentives, we analyze federally supervised meat and poultry recalls from 1982 to 1998 within an event study. Results show significant shareholder losses when publicly traded food companies are implicated in a recall involving serious food safety hazards. We find no evidence that the stock market reacts negatively when recalls involve less severe hazards.     

An Update on Product Recalls

Abstract

A firm producing consumer products cannot shield itself from product recalls 100% of the time. However, actions can be undertaken to decrease the likelihood of having to recall a product. Once a recall is inevitable, and the process begins, the firm can make the recall process a much smoother one than it would be for an unprepared firm. After the recall is complete, the firm will still have a great deal of work to do to bring it to the best possible conclusion. Regardless of the severity of the recall, there will almost always be opportunities for the firm to improve its processes and to gain the confidence of consumers.     

“I’ll be Back” – Austrian Recalls

Using administrative data I estimate the chances of leaving unemployment for unemployed Austrians, distinguishing between finding a job with a new employer, returning to the previous employer, or leaving the labour market. There is evidence of substantial recall amongst unemployed Austrians, about a third of unemployed men are recalled. Competing risks analysis shows that the shapes of the hazards are different for the three risks. Workers who are recalled are a highly homogeneous group in comparison to the other unemployed.Thanks to Alison Booth, Simon Burgess, Stephen Jenkins, Karl Pichelmann, Mark Taylor, Rudolf Winter-Ebmer and an anonymous referee. I also thank the Institute for Advanced Studies in Vienna for the kind provision of the data. Special thanks to Franz Brandel for his help with data extraction and management.     

The Corporate Social Responsibility of Pharmaceutical Product Recalls: An Empirical Examination of U.S. and U.K. Markets

The pressure on companies to practice corporate social responsibility (CSR) has gained momentum in recent times as a means of sustaining competitive advantage in business. The pharmaceutical industry has been acutely affected by this trend. While pharmaceutical product recalls have become rampant and increased dramatically in recent years, no comprehensive study has been conducted to study the effects of announcements of recalls on the shareholder returns of pharmaceutical companies. As product recalls could significantly damage a company’s reputation, profitability and brand integrity, this paper investigates the effect on shareholder wealth and the extent to which the adoption of CSR practices by pharmaceutical companies in the United Kingdom (U.K.) and the United States (U.S.), the two largest markets for pharmaceutical products in the world, affected market reactions surrounding product recall announcements. The analysis of product recall announcements from 1998 to 2004 compiled from The Pharmaceutical Journal and U.S. Food and Drug Administration enforcement reports revealed marked differences in the way market participants in the two countries responded to news of product recalls. U.S. investors penalised firms according to the severity of product defects while U.K. investors were indifferent. While U.K. investors rewarded product recalls by firms which were not usually CSR-active, U.S. investors punished non-CSR active firms that performed recalls. These observations could pose strategic challenges to pharmaceutical firms operating in both countries. Jeremy Cheah is an Assistant Professor of Finance at Nottingham University Business School, Malaysia Campus. His research interests lie in the area of applied corporate finance and investment management. Wen Li Chan was an Advocate and Solicitor in Kuala Lumpur, Malaysia before assuming the post of University Teacher in Information Systems and Strategy at Nottingham University Business School, Malaysia Campus. She is currently investigating the roles and implications of information on firm valuation, particularly in the area of corporate cyber-litigation and corporate social responsibility. Corinne Chieng is a Corporate Executive at Star Publications (M) Berhad, Malaysia. She has previously worked as a tax consultant at Arthur Andersen Malaysia. Her research interests include the financial implications of corporate social responsibility on the valuation of firms.     

Ground beef recalls and subsequent food safety performance

The U.S. Food Safety Inspection Service recalled more than 370 million pounds of meat and poultry products and oversaw 680 Class 1 recalls over 1998–2014. The cost to firms was about $109 million in lost market value (Pozo and Schroeder, 2016). Thomsen and McKenzie (2001) argue that firms internalize the costs of recalls, and Marino (1997) asserts that high food safety costs lead to food safety investment, but no research has examined the impact of recalls on plant food safety performance. Using performance on tests for Salmonella conducted by the Food Safety Inspection Service as a measure of food safety, this article examines the performance on Salmonella tests of ground beef plants with Class 1 recalls. The results show that plants have high Salmonella levels before and during the year of the recall and have much lower levels afterward. The paper also shows that ground beef plants with recalls are less likely to meet the FSIS standard for Salmonella and that the likelihood of failing to meet the standard increases as the standard becomes more stringent.     

Should governments mandate more female board representation? Possible intended and unintended consequences

Using data on more than 4,000 product recalls, we recently found that firms whose boards of directors include more women are significantly faster to recall dangerously defective medical products. More specifically, adding just one female director to a board with no women did not speed recalls, but increasing from one female director to two, from two to three, and so on led to increasingly faster recalls. This provides initial evidence that consumer safety can be improved through including more women on companies’ boards. Assuming data from other settings support our findings, it is tempting to conclude that governments should mandate a certain level of female board representation, especially for firms in consumer product sectors such as medical devices, food, toys, and automobiles. We suggest, however, that policy makers need to carefully think through the possible intended and unintended consequences of dictating board composition in terms of gender. Meanwhile, wise companies will recognize the benefits of greater female board representation and will pursue it without government intervention.     

Research notes and communications: The effect of product recall announcements on shareholder wealth

Previous research Has found that product recall announcements in the automobile industry are associated with negative abnormal returns. We extend this research by examining announcements of product recalls and products taken off the market outside the automobile industry. We find negative abnormal returns for these announcements and that the returns are significantly more negative when products are replaced (or the purchase price is returned) than when the products are checked and repaired. We find only limited evidence that government-ordered recalls produce more negative returns than voluntary recalls.     

Are you ready for your next product recall crisis? Lessons from operations and supply chain management

Most manufacturing companies face the possibility of a product recall crisis, if not within their own firms, then certainly somewhere within their supply chains. Recall crisis management typically finds a home within literature on crisis management, public relations, communications, marketing and brand management, and related fields. However, this research seldom addresses the operations support that must be mustered behind the scenes. The tumultuous material flows that can occur during a product recall imply a supply chain disruption. An effective response during the heat of a crisis therefore requires the foundation of a well-oiled supply chain. In this article I draw on learnings from the operations and supply chain management (OSCM) literature, integrate them with important precepts from the general crisis management and product recall literature, and identify managerial best practices that will help managers better prepare for product recall crises.     

Food Recalls and Risk Perception: An Exploratory Case of the XL Foods and the Biggest Food Recall in Canadian History

The recall that plagued Canada’s XL Foods in 2012, tied to E. coli cases found in ground beef, was the largest food recall in Canadian history. As a result of the outbreak, 18 consumers allegedly became ill and XL Foods launched a voluntary recall of all packaged meats from the plant, and the plant underwent intense sanitation for weeks. This study aims to understand how the incident affected consumer confidence in the safety of ground beef. Unlike other food processors, XL Foods does not own and manage brands. XL Foods are sold under brands owned by food distributors and retailers in Canada and the United States. A survey was conducted months after the recall to assess long-term implications. Results suggest consumers still trust the safety of ground beef. Results of this research will also further foster understanding consequences of recalls for food marketing and its effects on consumer behavior.