Anand Jha, Chair of the Department of Finance at the Mike Ilitch School of Business has had his paper, “US Political Corruption and Quarterly Conference Calls” accepted for publication in the Journal of Banking & Finance.
The research explores how managers in politically corrupt states use obfuscation during conference calls to protect assets from corrupt officials, especially in higher expropriation risk scenarios.
We find that managers obfuscate during conference calls when their firm’s headquarters is in a politically corrupt state, and they do so to shield assets from corrupt officials. The positive association between corruption and obfuscation by managers is much stronger when the expropriation risks are higher, such as when the firm (a) does not pay dividends, (b) is making a profit, (c) has more cash, (d) has fewer subsidiaries, and (e) is not making any political contributions. We do not find evidence that managers obfuscate during conference calls to hide their self-dealing.
Mary Ann Goldsberry Professional Dress Closet at the Mike Ilitch School of Business helps student Vanessa Blauet dress for success at MPREP conference The Mike Ilitch School of Business offers many resources to help students succeed, from the Accounting Tutoring Lab to the Laptop Loan Program. However, none may be as underutilized as the Mary Ann Goldsberry Professional Dress Closet. Global supply chain and management senior Vanessa Blauet was not even sure the service was real when she needed business casual wear for an upcoming event.
“I found out about the closet, but then I wasn’t sure if it really existed because most people I talked to didn’t have that much knowledge about it,” explained Blauet. “One of my professors mentioned they had donated to the closet, and they wanted to bring awareness to this resource.”
Finding resources to support her experiences
This unique student service allows any currently enrolled Ilitch School student or alumni to borrow professional attire to wear at their next interview or event. It was created by Elizabeth Goldsberry '86 in loving memory of her mother, Mary Ann Goldsberry. The service is free to use, participants are only responsible for having t
Attila Yaprak, a professor of marketing and international business at the Mike Ilitch School of Business and Sujay Dutta have their paper “Finding the Sweet Spot: Optimizing Compensation in Proactive Service Recovery” accepted for publication at the Journal of Consumer Satisfaction, Dissatisfaction, and Complaining Behavior.
Extant service recovery research shows that compensation positively affects post-recovery consumer outcomes. However, optimal compensation strategies remain unclear. Our research examined the impact of compensation on the relationship between proactive or reactive vendor initiation and associated consumer outcomes in service failure-recovery situations, anchored in justice theory. Using vignettes, we conducted between-subjects studies and found that proactive initiation boosts consumer satisfaction and decreases negative word-of-mouth and anger/offense feelings. These effects were moderated by the level of compensation within specific failure severity boundaries. Our research contributes to the service recovery literature and offers vendors objective guidelines to make cost-effective compensation decisions.
Ajay Ponnapalli, Assistant Professor of Management at the Mike Ilitch School of Business, has had his paper “A dual pathway model of remote work intensity: A meta-analysis of its simultaneous positive and negative Effects” accepted for publication in Personnel Psychology.
The research, a meta-analysis examining remote work, contributes valuable insights as organizations navigate the evolving landscape of workplace dynamics.
As the COVID-19 pandemic wanes, many organizations are asking employees to return to the office concerned that more extensive remote work could hurt employee morale and productivity. Employees, however, prefer to work remotely because of the flexibility it provides. In light of such competing perspectives, we conducted a meta-analysis examining remote work intensity’s (RWI) effects on employee outcomes. Remote work intensity refers to the extensiveness of remote work ranging from one or two days a week to full-time remote work. We propose a dual pathway model linking RWI to employee outcomes arguing that it has indirect but opposing effects on the same outcomes via two mediators—perceived autonomy and isolation. Findings from a meta-analysis of RWI’s effects based on 108 studies (k = 110, N = 45,288) support the dual pathway model. Allaying organizational concerns about remote work, RWI had overall small but beneficial effects on multiple consequential employee outcomes including job satisfaction, organizational commitment, perceived organizational support, supervisor-rated performance, and turnover intentions. We also conducted a meta-analysis of the effects of remote work use (RWU), a binary construct taking on two values—remote workers (users) vs. office-based workers (non-users of remote work). Findings from the RWU meta-analysis based on 62 studies (k = 63, N = 41,904) suggest that remote workers generally have better outcomes than their office-based colleagues. Altogether, findings suggest that remote work offers modest upsides with limited downsides—even for those who spend more time working away from the office.
Matt Piszczek, Associate Professor of management, and Joe Yestrepsky, doctoral student at the Mike Ilitch School of Business, have had their paper “Changing Placements: A Punctuated Equilibrium Model of Work-Family Role Boundary Reconstruction,” accepted for publication in the Journal of Applied Psychology.
Set for the upcoming release, the paper explores dynamic aspects of managing work-family role boundaries, presenting a conceptual model that is both rare and impactful.
In the face of changes to the work-family environment, the ability to manage role boundaries may be threatened. Drawing on punctuated equilibrium models of system change and cognitive dissonance theory, we extend boundary theory through a conceptual model that explains how and when individuals may tear down and rebuild work and family role boundaries in the mind in order to maintain well-being. We argue that divergent events compel individuals to enact role boundaries inconsistent with those held internally in the mind, resulting in cognitive dissonance. We further argue that high levels of cognitive dissonance past a threshold may trigger a revolutionary change in the deep structure of one’s internally drawn role boundaries, resulting in a significant change in the extent to which work, and family roles are cognitively segmented or integrated. We also argue that change events that generate lower levels of cognitive dissonance can be mitigated with boundary management tactics that create only incremental changes to work and family role boundaries. Our model advances a dynamic perspective of boundary theory that returns focus to the boundary placement process which is often overlooked in work-family research.
Anand Jha, Chair of the Department of Finance at the Mike Ilitch School of Business has had his paper, "Acquisition and Social Capital," accepted for publication in the Journal of Business, Finance & Accounting.
The research delves into the dynamics of social norms in the state of a firm's headquarters and their influence on acquisition decisions.
We examine the association between the social capital—social norms that encourage altruism and discourage opportunism—in the state of the firm's headquarters and the acquisitions it makes. We find that the cumulative abnormal return (CAR) around an acquisition announcement is high when an acquirer is headquartered in a high social capital state in the United States. This effect is robust and incremental to the effect of a firm's corporate social responsibility (CSR) ratings and economically comparable to the effect of corporate governance. The effect of social capital is stronger for firms that have lower CSR ratings, which indicates social capital may act as a substitute for CSR. An additional analysis shows that social capital's effect is strong in a subsample of firms with weak corporate governance. Acquirers from states with high social capital also demonstrate less hubris in acquiring targets than those from states with low social capital as the evidence of lower bid premiums indicates. Overall, our results show that the social norms that social capital measures mitigate potential agency problems in acquisitions by inducing managers to honor their obligations to shareholders.