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One of the agency conflicts between investors and managers in fund management is reflected by risk‐taking behaviors led by their different goals. The investors may stop their investments in risky assets before the end of the investment horizon to minimize risk, while the managers may do so to entrench their reputation so as to pursue better opportunities in the labor market. This study aims to consider a one principal‐one agent model to investigate this agency conflict.

The paper derives optimal asset allocation strategies for both parties by extending the traditional dynamic mean‐variance model and considering possibilities of optimal early stopping. Doing so illustrates the principal‐agent conflict regarding risk‐taking behaviors and managerial investment myopia in fund management.

This paper not only paves the way for further studies along this line, but also presents results useful for practitioners in the money management industry.

According to the theoretical analysis and numerical simulations, the paper shows that potential early stop can make the agency conflict worsen, and it proposes a way to mitigate this agency problem.

As one of the exploratory studies in investigating agency conflict regarding risk‐taking behaviors in the literature, this study makes multiple contributions to the literature on fund management, asset allocation, portfolio optimization, and risk management.

The purpose of this paper is to address the problem of ensuring that the capabilities are in place to identify when a project can no longer deliver value and to take appropriate action to terminate the project.

Focus groups with project management practitioners were used to collect in-depth qualitative data. This was then supplemented with a questionnaire, which included both closed questions and the opportunity for free text answers.

The problem of getting better at stopping projects is both common and difficult to solve. It has many facets, which include complex people and cultural issues, processes and procedures as well as financial reporting and project governance. In order to improve, therefore, it is useful to address these different facets in a coordinated way using a capability approach with a focus on business value.

The data from practitioners are retrospective, as their actions were not actually observed by the researchers as they were happening. This means that faulty recollection may influence the results but, it also allows for insights from reflection to be incorporated.

An organizational capability approach focusing on all three aspects of capability; people, processes and technology, can help organizations get better at stopping projects. Specific recommendations are provided and analyzed in terms of their respective capability focus.

If performance in terminating projects is improved, it has the potential for significant benefits and cost saving for society in terms of improved government services and the ability to halt projects around new policy initiatives when emerging evidence shows they will not work.

It provides detailed practitioner input on the problem of stopping projects and suggests recommendations for improvement in the context of a structured organizational capability approach with reference to a particular framework, IT-CMF.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

The purpose of this paper is to demonstrate that management decision making and corporate strategy must start by questioning all prior assumptions and arguments, while focusing on simple fundamental truths.

The paper examines fundamental principles practiced by foreign‐owned transplants (e.g., Honda, Toyota, and Nissan) that have entered the automotive marketplace in the latter half of the twentieth century. They use lean production methods, while traditional industry players utilize mass production methods. The authors refer to these two production methods as “The Toyota Way” and “The Traditional Way.” Comparative analysis is conducted to identify and contrast key differences, which are examined using root cause analysis.

The paper finds that problems facing US industry could have been prevented, if companies had taken the time, and made the effort to fully understand the root causes.

Managers learn that it is beneficial to take time to properly identify and understand the root cause of any problem, no matter how large or small the problem may seem.

By turning 14 principles of lean management upside down the point is made in the paper is that one must start out questioning everything. Even changing something as simple as the order of principals examined could force a very different look at the situation. A summary of root cause analysis suggests a simple answer to the seemingly complex question: “If everyone knows what the problems are, then why isn't anyone fixing them?”

The purpose of this paper is to apply communication theory to explore and help explain public support for causes and organizations in the form of prosocial behaviors, including donating, volunteering and participating in advocacy efforts.

Through a survey of people (n=1,275) living in the USA who indicated supporting issues they cared about in 2017, this research gathered information about motivations for providing public support for various causes and non-profit organizations.

The situational theory of problem solving (STOPS) was applied, and support was found for the STOPS model in terms of predicting communicative action. This study also found support for situational activeness influencing other behaviors, including active forms of communication, financial support, volunteer support and other forms of advocacy. Implications for practitioners managing communications or organizations involved in such efforts are discussed.

This research applied STOPS to study behaviors, including communication, volunteering, donating and participating in advocacy efforts as forms of prosocial behavior supporting different organizations related to many important issues. The paper provides theoretical value in terms of adding to the generalizability of the STOPS model for communications scholars and discusses practical implications for non-profit and other types of organizations.

Using data from the Survey of Consumers, this study focuses on consumer’s resolution efforts with credit card problems and the likelihood of “exiting” – that is, discontinuing the use of a given credit card or of the financial institution associated with the card. Among all households with a problem, nearly two‐thirds (63 percent) were able to resolve their problem, while over half (55 percent) exited. Exit was associated with marital status, race, how dissatisfied the consumer was, number of problems related to credit cards, and attribution. Holding all else constant, consumers who were likely to resolve their problem were only half as likely to exit. Thus, credit card companies need to carefully and quickly address their customers’ problems and resolve their complaints.

Based on Lasswell’s communication model, this study investigates how four categories of factors (i.e. the source, content, medium and receiver) conjointly affect the relational, financial and social outcomes (i.e. what effect) of CSA communication.

With a survey (N = 366), this study found configurations of core CSA communication factors leading to three different CSA communication outcomes.

While this study found multiways to yield three different CSA outcomes, combinational logic indicated the combined effects from source, content, medium and receiver. With content and medium, individuals’ connectedness (receiver) to a CSA issue is a core factor leading to a high level of purchase intention and issue advocacy. This study also found that message strategies (i.e. informativeness, factual tone, no promotional tone) are core factors leading to a high level of trust and issue advocacy.

With the theoretical guidance, this research contributes to strategic communication practice for various entities involved in advocacy communication by enabling an improved understanding of advocacy communication factors and triggering different communication outcomes.

As CSA communication involves multiple strategies, conventional research agenda focusing on correlational and path analysis approaches provide limited understanding of communication practice. To fill this void, this study adopts a configurational approach to understand current CSA communication practices holistically.