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Lame-Duck CEOs
Marc Gabarro, Sebastian Gryglewicz, Shuo Xia
SSRN Working Papers,
2018
Abstract
We examine the relationship between protracted CEO successions and stock returns. In protracted successions, an incumbent CEO announces his or her resignation without a known successor, so the incumbent CEO becomes a “lame duck.” We find that 31% of CEO successions from 2005 to 2014 in the S&P 1500 are protracted, during which the incumbent CEO is a lame duck for an average period of about 6 months. During the reign of lame duck CEOs, firms generate an annual four-factor alpha of 11% and exhibit significant positive earnings surprises. Investors’ under-reaction to no news on new CEO information and underestimation of the positive effects of the tournament among the CEO candidates drive our results.
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22.09.2016 • 39/2016
Strong Financial Literacy could Lead to More Self-employment
The probability that a person is self-employed also depends on how much financial literacy they have. A new study by the Halle Institute for Economic Research (IWH) – Member of the Leibniz Association recently confirmed this correlation.
Walter Hyll
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Start-up Competitions as an Instrument of Entrepreneurship Policy: The German Experience
Michael Schwartz, Maximilian Göthner, Claus Michelsen, N. Waldmann
European Planning Studies,
No. 10,
2013
Abstract
The number of aspiring entrepreneurs in high-tech industries who successfully complete the transition from a nascent start-up project towards an operational new venture is comparatively low in Germany. Since the mid-1990s, policy-makers have initiated numerous start-up competitions (SUCs or business plan competitions) to facilitate this important step in the venture creation process. SUCs have two key objectives. They are aimed at increasing start-up activity by motivating potential entrepreneurs, while they should also help to increase the likelihood of subsequent entrepreneurial success through providing necessary entrepreneurial skills to prospective entrepreneurs. With our explorative study, we provide the first comprehensive empirical evidence from a cross-sectional survey of existing SUCs in Germany. Overall, 71 SUCs are identified which are analysed regarding their development, regional distribution, and main structural characteristics. Finally, we outline an agenda of future research questions concerning the effectiveness and efficiency of SUCs as an instrument of entrepreneurship policy.
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Metropolitan Area „Central Germany“: How Strong are the Commuting Flows between the Cities?
Albrecht Kauffmann
Wirtschaft im Wandel,
No. 2,
2011
Abstract
The metropolitan area „Central Germany“ is an institutional agreement on co-operation between the bigger cities of the German Länder Saxonia, Saxony-Anhalt and Thuringia. It is one of now eleven “European Metropolitan Areas” acknowledged by the Conference of German Ministers for Spatial Planning. In the face of the multitude of cities and the large distances between the cities at the fringe and the geographical centre of the metropolitan area “Central Germany” should be regarded as a very special case. Another peculiarity is that the hinterland of the metropolitan area has not yet been delineated. The paper analyses the networking interrelations between the eleven cities on the basis of commuting flows. Additionally, proposals for the delimitation of this metropolitan area as a polycentric functional urban area are suggested for the first time. The investigation yields that network connectivity between the cities that have shaped the former metropolitan area “Halle/Leipzig-Saxonian Triangle”, as well as the Thuringian cities is much more intensive than the commuting flows between these subareas that are well connected from history. As a functional area, the metropolitan area “Central Germany” would have a very large hinterland, but its population density would be rather small, and it would interact only with the nearest regional centres. One can conclude that the preconditions for successful cooperation are better for adjacent cities which collaboration has already a long tradition.
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