Organizations & Markets

We structurally estimate a model in which agents' information processing biases can cause predictability in firms' asset returns and investment inefficiencies. We generalize the neoclassical investment model by allowing for two biases — overconfidence and over-extrapolation of trends — that distort agents' expectations of firm productivity. Our model's predictions closely match empirical data on asset pricing and firm behavior. The estimated bias parameters are well-identified and exhibit plausible magnitudes.

This may be the time to ask an impertinent but crucial question. What exactly is media management? Does it really exist?

After all, is managing a media company different from managing a beer brewery? An airline? A bank? Every business is run on similar functions - strategic planning, financing, HR, production, marketing, distribution, accounting, government relations, etc. So the question we need to address is whether media management is different from management in general.

Why are banking systems unstable in so many countries—but not in others? The United States has had twelve systemic banking crises since 1840, while Canada has had none. The banking systems of Mexico and Brazil have not only been crisis prone but have provided minuscule amounts of credit to business enterprises and households.

This paper lays out alternative valuation models and evaluates their features. Three themes underlie the discussion. First, we require that the models be consistent with the theory of finance. Second, valuation involves accounting, so accounting theory as well as finance theory comes into play. Third, valuation models are a tool for practical valuation, so the respective models are judged on how they perform or do not perform (as a practical matter), with the emphasis is on caveat emptor.

Using country index returns from 8 developed countries and 8 emerging market countries, we re-explore the benefits to international diversification over the past 30 years. To examine various theories in a comparable way, we intentionally limited ourselves to an examination of country index returns and a limited number of types of investments.

Recent findings of low societal consensus in cultural values suggest that our field’s dominant paradigm — culture as shared values — is a fallacy. The perennial persistence of this illusion may come from the fact that it appeals to the human brain’s hardwired capacity for essentialism. Evidence against value consensus, however, does not doom all shared-meaning models of culture (pace Schwartz, 2013).

Do people know when they are seen as pressing too hard, yielding too readily, or having the right touch? And does awareness matter? We examined these questions in four studies. Study 1 used dyadic negotiations to reveal a modest link between targets' self-views and counterparts' views of targets' assertiveness, showing that those seen as under- and over-assertive were likely to see themselves as appropriately assertive.