Copenhagen Business School

About: Copenhagen Business School is a education organization based out in Copenhagen, Hovedstaden, Denmark. It is known for research contribution in the topics: Corporate governance & Context (language use). The organization has 2194 authors who have published 9649 publications receiving 341898 citations.

Power over users: its exercise by system professionals

Abstract: Analysis and awareness of the types of power that IS professionals exercise over users can improve the productivity of both parties.

Consistent Ranking of Volatility Models

Abstract: We show that the empirical ranking of volatility models can be inconsistent for the true ranking if the evaluation is based on a proxy for the population measure of volatility. For example, the substitution of a squared return for the conditional variance in the evaluation of ARCH-type models can result in an inferior model being chosen as "best" with a probability that converges to one as the sample size increases. We document the practical relevance of this problem in an empirical application and by simulation experiments. Our results provide an additional argument for using the realized variance in out-of-sample evaluations rather than the squared return. We derive the theoretical results in a general framework that is not specific to the comparison of volatility models. Similar problems can arise in comparisons of forecasting models whenever the predicted variable is a latent variable.

The contested space of multinationals: Varieties of institutionalism, varieties of capitalism

Abstract: The article argues that institutionalist theory applied to multinationals focuses on the issue of ‘institutional duality’, that is, that within multinationals, actors are pressured to conform to the expectations of their home context whilst also being subjected to the transfer of practices from the home context of the MNC itself. This institutional duality leads to conflicts that can be labelled as forms of ‘micro-politics’. The head office managers transfer practices, people and resources to subsidiaries in order to maintain control and achieve their objectives. Local subsidiaries have differential capacities to resist these transfers or to develop them in their own interests depending on their institutional context. The article distinguishes institutional contexts that produce ‘Boy Scout’ subsidiaries, doing what they are told and consequently allowing locally distinctive capabilities to be undermined and those that produce ‘subversive strategists’ which look to deepen their connection with the local co...