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In conclusion, the relevance of the research implications, managerial implications, and implications for strategies in emerging markets are assessed in this chapter. The findings show that future research should apply different research designs such as a focus group discussion, collect empirical data from the various levels of the chosen organizations, be quantitative, make use of hypothesis testing, do a comparative study, etc. Various managerial implications are also recommended based on the study and the conclusions drawn. Some of the implications are that management should develop a long-term learning and adaptive perspective. Management must be able to secure a full understanding of all the partners on the subject of joint venture, strategic alliances, and other forms of collaboration. Some of the implications for strategies in emerging markets are that the spectrum of competitive strategies developed by Hout et al. (1982), Jobber and Ellis-Chadwick (2013), and Ansoff (1975) is found to be relevant and applicable in emerging markets. The other strategies that deal with emerging markets were also found to be relevant and applicable in the Eastern and Central Europe market with some minor modifications and adaptations. The reader should keep in mind that some articles are referenced repetitively in research implications, managerial implications, and implications for strategies in emerging markets when they are found to be necessary for drawing implications. For the sake of clarity, implication is defined as follows: an implication is something that is suggested, or happens indirectly. It has many different senses: usually used in the plural, implications are effects or consequences that might happen in the future. When you left the gate open and the dog escaped, you are guilty by implication.

In this study, I investigate analysts’ ability to process public information for investors by examining price reactions to a sample of analysts’ recommendation revisions issued shortly after quarterly earnings announcements. I find that these recommendation revisions are used by investors to reassess the valuation implications of announced earnings. Confirmatory (contradictory) recommendation revisions that have the same (opposite) sign as prior earnings surprises can cause investors to revise their beliefs about the valuation implications of announced earnings upward (downward) and thus cause price reactions that are positively (negatively) associated with prior earnings surprises. In addition, I find that as the information complexity of earnings announcements gets higher, these recommendation revisions play a more important role in helping investors understand the valuation implications of announced earnings. Finally, I find that analysts’ ability to interpret the valuation implications of announced earnings for investors has remained at a similar level since the adoption of Regulation Fair Disclosure. Overall, this study provides additional evidence on how analysts help improve corporate information environment.

Employer-provided benefits are a large and growing share of compensation costs. In this paper, I consider three factors that can affect the value created by employer-sponsored benefits. First, firms have a comparative advantage (e.g., due to scale economies or tax treatment) in purchasing relative to employees. This advantage can vary across firms based on size and other differences in cost structure. Second, employees differ in their valuations of benefits and it is costly for workers to match with firms that offer the benefits they value. Finally, some benefits can reduce the marginal cost to an employee of extra working time. I develop a simple model that integrates these factors. I then generate empirical implications of the model and use data from the National Longitudinal Survey of Youth to test these implications. I examine access to employer-provided meals, child care, dental insurance, and health insurance. I also study how benefits are grouped together and differences between benefits packages at for-profit, not-for-profit, and government employers. The empirical analysis provides evidence consistent with all three factors in the model contributing to firms’ decisions about which benefits to offer.

This paper examines the implications for accounting, information, and control of a growing body of research to develop and empirically test of a holistic model of organizational success and failure in entrepreneurial organizations at different stages of growth. It builds upon previous work by Falmholtz and colleagues on developing a model of organizational success and failure. It also builds upon a perspective previously developed by Flamholtz, which presents a broader view of the role of accounting control systems in an organizational context.

The initial model proposes that there are six key factors or “strategic building blocks” of successful organizations, and the six key variables must be designed as a holistic system, which has been termed “The Pyramid of Organizational Development”. The model together with the growing body of research designed to assess its validity has significant implications for accounting, information, and control.