IE University

About: IE University is a education organization based out in Segovia, Castilla y León, Spain. It is known for research contribution in the topics: Corporate governance & Supply chain. The organization has 527 authors who have published 1709 publications receiving 64682 citations.

Insider Trading, News Releases and Ownership Concentration

Abstract: This paper investigates the market's reaction to UK insider transactions and analyzes whether the reaction depends on the firm's ownership. There are three major findings. First, differences in regulation between the UK and US, in particular the speedier reporting of trades in the UK, may explain the observed larger abnormal returns in the UK. Second, ownership by directors and outside shareholders has an impact on the abnormal returns. Third, it is important to adjust for news released before directors' trades. In particular, trades preceded by news on mergers & acquisitions and CEO replacements contain significantly less information.

Evaluating performance of public–private research collaborations: A DEA analysis

Abstract: The issue of intellectual capital and its measurement is investigated in this paper. We provide an overview of how a data envelopment analysis (DEA) approach was used to investigate some characteristics of performance for joint intersectoral research and development collaboration projects, with a specific emphasis of use of intellectual property (ie, patents) as one of the outcomes of these collaborations. Some knowledge-based factors are investigated in this paper to determine if there is a relationship between these factors and research partnership performance. Of particular focus in this paper, and focusing on the special issue topic, is whether knowledge management and knowledge goals play a role in whether these collaborations perform better or worse. The study is based on empirical data from a programme of technological policy existing in Spain, known as the Concerted Projects.

Creative benefits from well-connected leaders: leader social network ties as facilitators of employee radical creativity.

Abstract: Employee radical creativity critically depends on substantive informational resources from others across the wider organization. We propose that the social network ties of employees� immediate leaders assume a central role in garnering these resources, thereby fostering their employees� radical creativity both independent of and interactively with employees� own network ties. Drawing on data from 214 employees working in 30 teams of a public technology and environmental services organization, we find that team leaders� betweenness centrality in the idea network within their teams as well as among their peer leaders provides creative benefits beyond employees� own internal and external ties. Further, employees� and leaders� ties within and external to the team interactively predict employee radical creativity. Implications for theory and practice are discussed.