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1. Introduction 2. Analysis of implementation of the Basel III in China 2.1 Implementation of capital adequacy rules 2.2 Implementation of leverage ratio rules 2.3 Implementation of liquidity management rules 3. Suggestions for further development of China’s banking industry 3.1 Promoting capital structure adjustment and broadening capital supplement channels 3.2 Transforming business models and developing intermediary and off-balance business 3.3 Increasing the intensity of risk management and refining its standards
We know exactly what you want the development of a completely individualised conjoint analysis
(2013)
Improving the predictive validity of conjoint analysis has been an important research objective for many years. Whereas the majority of attempts have been different approaches to preference modelling, data collection or product presentation, only a few scholars have tried to improve predictive validity by individualising conjoint designs. This comes as a surprise because many markets have observed an augmented demand for customised products and highly heterogeneous customers' preferences. Against this background, the authors develop a conjoint variant based on a completely individualised conjoint design. More concretely, the new approach not only individualises the attributes, but also the attribute levels. The results of a comprehensive empirical study yield a significantly higher validity than existing standardised-level conjoint approaches. Consequently, they help marketers to gain deeper insights into their customers' preferences.
1. Introduction 2. The growth of China’s SMBs and the changes of the banking market structure – a land of small- and medium-sized companies 2.1 The characteristics of China’s banking market structure 2.2 The growth of China’s SMBs 2.3 The changes of China’s banking market structure 3. The opportunities and challenges facing SMBs in China 3.1 Opportunities 3.2 Challenges 4. Conclusion
1. Introduction 2. The architecture of the financial market regulation in Europe prior to the crisis 3. The new architecture of the financial market regulation in Europe 4. Actual issues of the political discussion on further needs to adapt the regulation and the structure of the financial markets in Europe 5. A brief summary
Banking System in Russia
(2013)
Within the last decade, the role of the Creative Industries has grown to become an important part of the economic system. The increasing acceleration of new developments in media and ICT technologies greatly affected the Creative Industries' dynamic with a direct impact on the people working in this sector. Since only a few studies focus on competences needs, more or less isolated from the trends within the industry, we address the topic of individual competence shifts in the turbulent environment of the Creative Industries. We investigated the trends regarding competence shifts and their implications as well as the competences which are essential for creative professionals. We conducted a broad literature review as well as a qualitative study, which includes interviews and workshops with industry experts on trends within the Creative Industries and corresponding dimensions and demands for competences. We present four requirements that call for shifts in the education of competences. Based on the discussion of requirements, we present a competence portfolio for the Creative Industries along the dimensions of professional, methodological and personal-social competences. The portfolio clearly indicates which competences should be taken into consideration for the development of curricula and study programmes in the education of creative professionals. A generalization of these findings suggests new challenges for companies relying on creative professionals.
1. Motivation and introduction 2. International asset allocation 2.1 Risk and return drivers in international asset allocation 2.2 Passive and active investment approaches 2.3 Is international diversification advantageous? 3. Case 4. Interaction levels of the exchange rate dimension 4.1 Role of the reference currency 4.2 Decision on hedging exchange rate risks 4.3 Role of the investment currency 4.4 Role of the investment claim 5. Conclusion
Competing, collaborating or controlling? - Comparing benchmarking in European local government
(2013)
The way that local authorities in OECD countries compare and benchmark their performance varies widely. This paper explains some of the reasons behind the variations. The current local government benchmarking schemes in Europe their governance, coverage and impactlargely depend on the institutional characteristics of the respective administrative and local government systems (in other words, the starting conditions). There are signs that, as a result of the fiscal crisis in Europe and need to cut public sector costs, many countries (but not England and Wales) are leaning towards compulsory large-scale benchmarking projects.
The literature on performance information use explains how public managers deal with mainly quantitative data that are systematically collected and formally reported. This article argues that such a narrow understanding is incomplete, as it excludes all kinds of nonroutine performance information, including verbal, ad hoc, and qualitative feedback. To understand how responsive public managers are to performance feedback, alternative sources of performance information need to be taken into account. A literature review suggests considering two important sources of nonroutine feedback: organizational insiders and relevant external stakeholders. Using survey data from German local government, this article shows that public managers prefer to use nonroutine feedback over routine data from performance reports. Furthermore, a regression analysis indicates that different sources of performance information require different determinants to trigger their use. This finding is essential because it suggests that explanations of performance information use can covary with the information source studied.
This article investigates whether self-employed households use consumer loans - in particular, instalment loans and overdrafts - to finance business activities. Controlling for financial and nonfinancial household variables, we show that self-employed households particularly use personal overdrafts significantly more often than employee households. When analysing the correlation between consumer loan take-ups and consumption of self-employed in comparison to employee households, we find first evidence that overdrafts are used by self-employed to finance their business as well. This indicates that intermingling constitutes a financing strategy when regular business loans might not be accessible.
1. Introduction 2. The role of banks and what is different in banks? 3. Corporate Governance and risk management 4. Risk taking and executive board composition 5. Compensation structures – how to improve models for banks? 6. Banking supervision and regulation 7. Reform of European institutions for financial stability
The Clean Development Mechanism (CDM) is a prominent example of the mix of public and private authority in global climate policy-making. While national governments hold the supreme authority in the CDM, the oversight and daily supervision of the project-based mechanism have been delegated via an intergovernmental body to private corporations that evaluate the environmental performance of individual CDM projects. By focusing on the CDM as a particular instance of private authority in global climate governance, this article analyses the consequences associated with the delegation of authority to private actors. The article critically assesses the role of private auditing corporations, labelled Designated Operational Entities, in the regulatory framework of the CDM and points to serious trade-offs which accompany the privatisation of authority. The article's findings suggest that the promise of innovative modes of governance to increase the effectiveness of international regulation is seriously compromised by the profit-seeking behaviour of private actors. Hence, the article underscores the need to reconsider the balance between public and private authority in global (climate) governance.
Business cases (BC) are often used to support information systems (IS) investment evaluation. Unfortunately, business case development (BCD) is a complex task, especially identifying and quantifying the benefits of a proposed investment. Although today’s business case frameworks (BCF) support BCD to some extent, they have several limitations
Reporting Self-Made Errors - The Impact of Organizational Error-Management Climate and Error Type
(2013)
We study how an organization's error-management climate affects organizational members' beliefs about other members' willingness to report errors that they discover when chance of error detection by superiors and others is extremely low. An error-management climate, as a component of the organizational climate, is said to be "high" when errors are accepted as part of everyday life as long as they are learned from and not repeated. Alternatively, the error-management climate is said to be an "error averse" climate when discovery of errors invokes the laying of blame on those admitting to or found committing errors. We examine the effects of this error-management climate in a professional services environment where uncorrected errors may have severe consequences and discovery of work errors is crucial for organizational success. We find that error-management climate affects organizational members' beliefs about what other members will report about discovered self-made errors, with a high error-management (versus error averse) climate leading to greater reporting willingness. We also find a significant interaction with a key contextual variable, error type (conceptual or calculation), that suggests the effect is more significant for conceptual errors than calculation errors. Our findings suggest that an organization's error-management climate is an important factor in promoting ethical behavior of employees, especially junior employees, carrying out routine tasks whose failure to report errors discovered incidental to those tasks may have severe implications for their organizations.