Publications des institutions partenaires
Do Implicit Barriers Matter for Globalization?
Market liberalization may not result in full market integration if implicit barriers are important. We test this proposition for investable and non-investable segments of twenty- two emerging markets (EMs). We also measure the degree of integration for six major developed markets (DMs) as a meaningful benchmark. We find that while the DMs are close to fully integrated, both EM...
Institution partenaire
English / 01/01/2013
Liquidity Risk, Return Predictability, and Hedge Funds’ Performance: An Empirical Study
This article analyzes the effect of liquidity risk on the performance of equity hedge fund portfolios. Similarly to Avramov, Kosowski, Naik, and Teo (2007),(2011), we observe that, before accounting for the effect of liquidity risk, hedge fund portfolios that incor- porate predictability in managerial skills generate superior performance. This outperfor-mance disappears or weakens...
Institution partenaire
Français / 01/01/2013
Dynamics of stakeholders’ implications in the institutionalization of the CSR iield in France and in the United States
Institution partenaire
English / 01/01/2013
Combining Stocks and Flows of Knowledge: The Effects of Intra-Functional and Cross-Functional Complementarity
While previous research has mostly focused on either knowledge stocks or knowledge flows, our study is among the first to integrate these perspectives in order to shed light on the complementarity effects of different types of knowledge stocks and flows in the multinational corporation (MNC). This study investigates intra-functional as well as cross-functional complementarity effects...
Institution partenaire
English / 01/01/2013
What Do We Know About Corporate Headquarters? A Review, Integration, and Research Agenda
During the past five decades, scholars have studied the corporate headquarters (CHQ) – the multidivisional firm's central organizational unit. The purpose of this article is to review the diverse and fragmented literature on the CHQ and to identify the variables of interest, the dominant relationships, and the contributions. We integrate, for the first time, the existing...
Institution partenaire
English / 01/01/2013
Testing adaptive toolbox models: a Bayesian hierarchical approach
Many theories of human cognition postulate that people are equipped with a repertoire of strategies to solve the tasks they face. This theoretical framework of a cognitive toolbox provides a plausible account of intra- and interindividual differences in human behavior. Unfortunately, it is often unclear how to rigorously test the toolbox framework. How can a toolbox model be...
Institution partenaire
English / 01/01/2013
The Chief Strategy Officer in the European Firm : Professionalising Strategy in Times of Uncertainty
The chief strategy officer (CSO) position has recently been gaining prominence in European firms. However, little is known about this new executive role. In this article, the authors report some of their findings from a major research program that involved two surveys of CSOs and give a portrayal of the CSO’s role in continental European firms. The article further highlights how CSOs...
Institution partenaire
English / 01/01/2013
Masters of Paradoxes : Key Findings of the Chief Strategy Officer Survey 2013
The results of the third edition of our Chief Strategy Officer (CSO) Survey, now with more than 150 participants from 14 different European countries, paint a clear picture of the role of the chief strategist. To add value at the firm level, today's CSO must above all be a master of paradoxes. In times of uncertainty, it is no longer a question of "either/or" but of...
Institution partenaire
English / 01/01/2013
Applying the 'comply-or-explain' principle: discursive legitimacy tactics with regard to codes of corporate governance
The comply-or-explain principle is a central element of most codes of corporate governance. Originally put forward by the Cadbury Committee in the UK as a practical means of establishing a code of corporate governance whilst avoiding an inflexible “one size fits all” approach, it has since been incorporated into code regimes around the world. Companies can either comply with code...
Institution partenaire
English / 01/01/2013
The group size and loyalty of football fans: a two-stage estimation procedure to compare customer potential across teams
The paper presents estimation results on the size and loyalty of sport teams’ supporter groups in professional German football. Based on a novel two-stage estimation procedure, we find clear evidence for heterogeneity across teams. In the first stage, a random-utility model for a representative consumer is modelled and fitted to more than 1700 matches over the seasons 1996–2001. In...
Institution partenaire
English / 01/01/2013
Vertrauen in die unternehmerische Zahlungsfähigkeit: Die Behandlung des eigenen Kreditrisikos im Jahresabschluss
Der Ausweis des eigenen Kreditrisikos ist ein brisantes Thema. Mit IFRS 9 sind Gewinne und Verluste aus eigenem Kreditrisiko bei der Anwendung der Fair-Value-Option erfolgsneutral auszuweisen. Für die Berechnung dieser Gewinne undverluste schlägt der Standard eine intuitive Methode vor. Dieser Beitrag zeigt einewesentliche Schwäche dieser Methode bezüglich des ausgewiesenen...
Institution partenaire
Deutsch / 01/01/2013
Digital Content Strategies
This paper studies content strategies for online publishers of digital information goods. It examines sampling strategies and compares their performance to paid content and free content strategies. A sampling strategy, where some of the content is offered for free and consumers are charged for access to the rest, is known as a "metered model" in the newspaper industry. We...
Institution partenaire
English / 01/01/2013
Mandatsdauer der Revisionsstelle und des leitenden Revisors in der Schweiz
Institution partenaire
Deutsch / 01/01/2013
Pro-forma-Berichterstattung am Schweizer Kapitalmarkt
Institution partenaire
Deutsch / 01/01/2013
Segmentberichterstattung nach IFRS 8: Erkenntnisse einer Analyse der Auswirkungen des Managementansatzes auf die Anwendung und die Qualität der Segmentberichterstattung in der Schweiz
Institution partenaire
Deutsch / 01/01/2013
Managing legitimacy in complex and heterogeneous environments: Sustainable development in a globalized world
The sustainability problems with regard to the production, distribution, and consumption of goods and services increasingly challenge the legitimacy of corporations. The literature distinguishes three strategies that corporations commonly employ to respond to legitimacy problems: adapt to external expectations, manipulate the perception of their stakeholders, or engage in a discourse...
Institution partenaire
English / 01/01/2013
Erfolgsfaktoren für das Social Media-Marketing von KMU – Eine quantitativ-explorative Analyse
Der Einsatz Sozialer Medien zur Erreichung marketingpolitischer Ziele ist bei KMU inzwischen weit verbreitet. Viele dieser Unternehmen gehen dabei allerdings eher intuitiv denn zielgerichtet vor – selten mit Erfolg. Gleichzeitig liefert der aktuelle Stand der Forschung nur wenig fundiertes Wissen im Hinblick auf die kritischen Erfolgsfaktoren einer mittelständischen Social Media-...
Institution partenaire
Deutsch / 01/01/2013
What makes a resource valuable? Identifying the drivers of firm-idiosyncratic resource value
We fill a gap in the resource-based literature by identifying conditions and mechanisms that make a resource valuable to a firm ex ante-that is, before a decision on acquiring or building it is made. These conditions are (1) the firm's ex ante market position; (2) its ex ante resource base, which allows for complementarities; (3) its position in interorganizational networks,...
Institution partenaire
English / 01/01/2013
Transparenz Schweizer Managementvergütungen: eine empirische Untersuchung zum Einfluss der Corporate Governance auf die CEO-Entschädigung Schweizer Publikumsgesellschaften
Institution partenaire
Deutsch / 01/01/2013
Der «neue» Lagebericht: Ergänzung des Geschäftsberichts wird für grössere Unternehmen Pflicht
Institution partenaire
Deutsch / 01/01/2013
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