person has a reaction to either a reward or punishment; that is operant conditioning. The easiest way to distinguish the two types of conditioning is look at the nature of the response a person has towards a stimulus. This paper will examine how phobias develop as a result of classical conditioning, and how addictions develop as a result of operant conditioning. (Kowalski & Westen, 2009) An addiction is the repeated use of a substance or activity that becomes a compulsion and has a negative effect on
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Georgetown, University of Houston, University of Illinois, and University of Pittsburgh for helpful comments. All errors are the responsibility of the authors. The Impact of performance-based compensation on misreporting Abstract This paper examines the effect of CEO compensation contracts on misreporting. We find that the sensitivity of the CEO’s option portfolio to stock price is significantly positively related to the propensity to misreport. We do not find that the sensitivity of other components
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This paper presents clinically-based studies of two acquisitions that received very different stock market reactions at announcementCone positive and one negative. Despite the differing market reactions, we find that, ultimately, neither acquisition created value overall. In exploring the reasons for the acquisition outcomes, we rely primarily on interviews with managers and on internally generated performance data. We compare the results of these analyses to those from analyses of post-acquisition
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buyback isn’t a buyback: Open market repurchases and employee options Kathleen M. Kahle* Katz Graduate School of Business, University of Pittsburgh, Pittsburgh, PA 15260, USA (Received 20 September 2000; accepted 6 June 2001) Abstract This paper examines how stock options affect the decision to repurchase shares. Firms announce repurchases when executives have large numbers of options outstanding and when employees have large numbers of options currently exercisable. Once the decision to repurchase
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countries. Microsoft©, Windows©, and Windows NT© are registered trademarks of Microsoft Corporation in the United States and/or other countries. All other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended to imply endorsement, sponsorship, or affiliation. Edited in accordance with University of Phoenix© editorial standards and practices. Facilitator Information Lee Stanford Farr stanford@email.phoenix.edu (University
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valuable functions for organizations. They allow an organization to: • Translate department/organization’s mission into specific achievable goals • Manage performance rather than react to it • Reduce overlap of job duties and ineffective, inefficient use of employee skills • Provide written acknowledgment of completed work • Gain new information and ideas from staff • Discuss skill and career development • Protect organization from unfounded charges of discrimination • Reduce stress for the supervisor
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THE INFORMATION CONTENT OF EARNINGS AND SYSTEMATIC RISK IN CHANGING ECONOMIC CONJECTURE : THE TURKISH CASE A THESIS SUBMITTED TO THE GRADUATE SCHOOL OF SOCIAL SCIENCES OF MIDDLE EAST TECHNICAL UNIVERSITY BY FATMA AKSOY IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION OCTOBER 2008 Approval of the Graduate School of Social Sciences Prof. Dr.Sencer Ayata Director I certify that this thesis satisfies all the requirements as a thesis for
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Abstract Change is endemic. It is rapid, and often has significant implications. Change has become the norm rather than the exception, leading organizations through fundamental change processes still poses a major challenge to management. Emotional reactions are often viewed as one of the obstacles to successful change. In this paper I re-conceptualize the emotional experience of change through an identity lens, guided by the question of how and why organizational changes tend to be experienced emotionally
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to be negative, media choice can be crucial in delivering the feedback (Fulk & Mani, 1986). In our western society it is not done to send negative personal feedback by e-mail. In such a situation, F2F interaction is preferred. The question is, what is in best concern of the employee? The space between the sender of the feedback (manager) and the receiver (employee) is regulated by the context of the interaction and by the history of the relationship between the two (Lave, 1993). Positive feedback
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Msc Finance & Investment Core Course I: Corporate Finance & Value Creation Lecture 1 3 Modigliani & Miller (1958) ‘The Cost of Capital, Corporation Finance and the Theory of Investment’ 3 Modigliani & Miller 2 6 Modigliani and Miller 3 7 Modigliani & Miller – 1958 4 12 Fama & French (1998) ‘Taxes, Financing Decisions, and Firm Value’ 18 FAMA FRENCH 2 20 Fama & French 3 21 Fama & French – 1998 4 22 Graham (2000) ‘How Big Are the Tax Benefits of Debt?’ 25 GRAHAM (2000) 2 28 Graham 3
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