Annotated Bibliography
Student Name
Program Name or Degree Name (e.g., Master of Science in Nursing), Walden University
COURSE XXX: Title of Course
Instructor Name
December 17, 2021
1
Annotated Bibliography
Allen, F., and R. Michaely, (2002). Payout Policy, in Constantinides, George, Milton
Harris and Rene Stulz eds. Handbook of the Economics of Finance (Amsterdam:
North-Holland) 337-429.
This scholarly article looks to establish a correlation between payout policy and valuation within publicly traded international companies. Here, the authors look to evaluate if a diverse payout policy will lead to stable valuations and risk. Risk in this article is defined using the term Beta which is the covariance between the publicly traded stock price and the market as defined as the S&P 500. The initial hypothesis from the authors is that investors have varying preferences as it relates to risk and return characteristics. These characteristics can include high yield in the form of dividend or higher growth.
In the case of higher yield, investors will look to emphasize dividend growth as a barometer for value creation. Other investors however, would rather the company retain all of its earnings in the business so that it may compound money internally at a much faster rate than could otherwise be achieved through dividend growth. To appease both sets of investors, companies diversify their payout strategy as a means of attracting a larger investor base.
From the scholarly report, it was found that companies that use a diversified approach towards their payout ratios, typically have a much smaller beta than companies that dont payout any dividends. According to the authors, dividend is viewed by the market as a much more stable value creation tool of investors. As such, companies are often heavily reluctant to reduced their dividend payouts to investors. As such, as it relates to value creation, growth in dividends overtime has shown to increase stock prices while a reluctance to decrease reduces overall volatility of stocks relative to non-dividend paying stocks
That data looks at a subset of roughly 1000 publicly traded companies using data from Moodys, Standards and Poors and other rating agencies. The appropriateness, and the methodology used to evaluate each stock is sound, with heavy reliance on the Modigliani and Miller dividend irrelevance proposition. The limitations of the research are heavily related to the time frame evaluated which was the 20-year period from 1990 to 2010. This period may not be indicative of what has occurred throughout history. The author Franklin Allen is business professor...
Amit, R. and J. Livnat (1988). Diversification and the risk-return trade-off, Academy of Management Journal, 31: 154166.
This scholarly article reviews the risk return tradeoff of diversification from a value creation perspective. Here, the scholarly article, reviews data from investment portfolios of both institutional, pension funds, insurance, corporate and retail investors. Emphasis of this article was placed on corporate strategy as it relates to their investments in both publicly and non-public companies. The authors found that diversification of investment heavily reduced risk without a corresponding declined in return. Here, the authors leverage the capital assets pricing model used to help evaluate corporate strategy investment. The model uses the capital markets line and the efficient frontier to determine the most optimal return for the lowest amount of risk. This portfolio, according to the authors typically consists of a combination of…
From the corporate strategy perspective, the authors not the importance of cash and treasury security balances as a means of helping to reduce business risk. Having a large amount of cash helps to create value as corporations can also be opportunistic as it relates to their ability to acquire companies during a economic downturn. This ultimately creates value for shareholders as they are able to obtain stakes in promising companies at a fraction of their intrinsic value. The authors Raphael Amit and Joshua Livnat are professors at Northwestern University.
Aron, D., (1988). Ability, moral hazard, firm size, and diversification. The Rand Journal of Economics 19: 72–87.
These scholarly articles discussed the implication of diversification and its ability to destroy value through system risk and moral hazard. Here, the concept of moral hazard can potentially have adverse consequences for both shareholders and society at large due in part to diversification.
Moral hazard, as defined by the author is that incentive to increase a company’s exposure to risk without having to bear the full costs of the risk. Examples include large financial institutions taking excessive risks in the housing market with debt knowing they are “too big to fail” if a large amount of defaults occur. As a result, society will be required to bail these banks out. The article reviews concepts of value creation and how executives leverage a diversification as a means of increasing the concept of moral hazard. Here the author leverages various models to determine the agency relationship. The author then combines these elements together with a span-of-control managerial model to determines an optimal firm size and degree of diversification for the business. The limitation of the research center around the subjectivity of the models. Here, the author compares the benefits of mergers which is very difficult as the motivations for mergers are not widely known. The author Debra Anon works for the nonprofit organization RAND Corporation, which develops business articles and research.
Within this turbulent economy that includes quickly changing national priorities and reduced political cooperation, there is true chaos and havoc being wreaked on the federal landscape (Neumark, Muz, & National Bureau of Economic Research, 2014). Almost each agency grapples with increase performance mandates, reduced risk tolerance, and lower budgets. From this arises an environment of smaller opportunities, compressed margins, and lower labor rates. Because of these many businesses fail. What
U.S. Airways Conflict between Delivering Short-term Earnings Vs Long-Term Value Creation For any company to be able to provide short-term profits short-term thinking, budgeting and planning is required. On the other hand short-term business decisions are often unable to support the long-term viability of the business leading to heavy losses. This conflict of interest in companies like U.S. Airways is common were the company is responsible to shareholders and fund managers. To be able
Annotated Bibliography on Value Creation Through Diversification Glvan, A., Pindado, J., & De La Torre, C. (2014). Diversification: A value-creating or value-destroying strategy? Evidence from the Eurozone countries. Journal of Financial Management, Markets, and Institutions, 2(1), 43-64. This research is aimed at showing the relationship between company value and product diversification strategy. The study digs deep into the types and levels of diversification to determine the real value addition that can be achieved using
Bancolombia: Talent, Culture, And Value Creation Management in Mergers Supporting evidence BIC Banco De Colombia Conavia Confinsura Change leader Analysis of case data - Efficiency Profitability Alternatives Alternative 1-Focus profitability and reducing cost-of-operations Alternative 2- Recreating source of competitive advantage Alternative 3- Franchising the rural branches Decision criteria Analysis of alternatives Selection of alternative Implementation Exhibit I Manifesto for Integration of Banco Colombia, Corfinsura, and Conavi Exhibit II Non-consolidated financial statements of Bancolombia Group Bancolombia Group was successfully led by the outgoing CEO Jorge Londorio until his retirement in January 2011. Required
Value-Based Management (VBM) is a management philosophy that aims to achieve superior results (Niedell, 1996). This process measures performance by the value that is returned to shareholders. Successful implementation of VBM requires a successful change in corporate culture, as well as the adoption of VBM concepts at all levels and functions within an organization. VBM includes an integration of performance measurement, compensation, strategic planning, training, and communication (Porter, 1986). The
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