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This study aims to investigate – theoretically and empirically – if call auctions incorporate asymmetric information into prices.

First, this study introduces a new model of price formation in a call auction with insider information. In this call auction model, insider trading gives rise to an asymmetric information component of transaction costs. Next, this study estimates the model using 20 stocks from Euronext Paris and investigates if the asymmetric information component is present.

The theoretical analysis reveals that call auctions incorporate asymmetric information into prices. The empirical analysis finds strong evidence for the asymmetric information component. Testable implications provide further support for the model.

Call auctions have recently been proposed as an alternative to continuous limit order book markets to overcome problems associated with high-frequency trading. However, it is still an open question whether call auctions efficiently aggregate asymmetric information. The findings of this study imply that call auctions facilitate price discovery and, therefore, are a viable alternative to continuous limit order book markets.

There is no generally accepted measure of trading costs for call auctions. Therefore, the measure introduced in this study is of great value to anyone who wants to quantify trading costs in call auctions, understand the determinants of trading costs in call auctions or compare trading costs and their components between continuous markets and call auctions. This study also contributes to the literature devoted to estimating the probability of information-based trading.

Traditional clinical psychological practices have often been adapted for the context of executive coaching. Cognitive behavioral therapy (CBT) in particular is the most scientifically supported psychological modality. CBT like other practices has been used in coaching as cognitive behavioral coaching but rarely discussed more explicitly for the executive population. Here, we offer a specific adaptation – cognitive behavioral executive coaching (CBEC) – and suggest that it presents a flexible structure that can meet the multiple agendas that are framed for executive coaching. Additionally, the core features of CBT and CBEC in particular satisfy the major needs of executives in coaching arrangements. We conclude by demonstrating a CBEC process model for coaching the high-performing executive.

Talking about smart cities also entails talking about new ways of mobility. Various concepts compete for reimagining future mobility, most prominently connected cars, robo taxis, and other forms of shared mobility. New digital technologies, changing customer requirements, but also new competitors are dynamically affecting previous market logics. To stay future-proof in this new world of mobility, the automotive sector, which is an important nucleus for developing such mobility solutions, is currently undergoing fundamental digital transformation processes. Established car manufacturers have to find their path to choose out of the many possibilities on the rise. Against this backdrop, they face the major challenge to find an answer to the question: Who are we and who do we want to be in the future? Therefore, we argue that organizations’ digital transformation is highly entangled with questions on organizational identity and discuss digital transformation as a potential identity threat for established organizations.

We begin this chapter by introducing the concept of organizational identity. Afterward, we will continue with applying it to the practical context of car manufacturers: After depicting the major trends of digitalization in the mobility and automotive sector, we will focus on the digital transformation processes of established automotive companies and discuss their impact on organizational identity. Empirical illustrations of the Volkswagen case depict our theoretical considerations.

We provide theoretical ideas for better understanding the impact of digital transformation on organizational identity, as well as suggestions for practitioners concerned with organizations’ digital transformation processes.

The purpose of this paper is to develop an original six-phase model describing entrepreneurial learning in the transition of place-based enterprises toward a sustainable exploitation of natural common resources (commons).

The six-phase model proposed by this study explains the learning processes involving place-based enterprises through two important existing theories: adaptive co-management and Lachmann’s evolutionary, embedded theory of entrepreneurship. The proposed model integrates these two theories on the basis of a longitudinal case study on the fishing enterprises in an Italian marine protected area (MPA).

In the case study, the success factors identified by the adaptive co-management literature proved important in enabling an embedded entrepreneurial learning process consistent with Lachmann’s view. The case analysis allowed the authors to cluster these learning processes around six phases. Further, even if traditional fishing is not knowledge-intensive, this case shows the transition to a sustainable business model required intense efforts of educated institutional work and scientific research. Interestingly, the key learning processes were enabled by the emergence of a larger, networked social entity (a network form of organization) including the community of fishermen, the MPA management and a network of scientists studying the marine area ecosystem.

This study is explorative and relies on a single case study. Despite this limitation, it opens up new research paths in the fields of entrepreneurship, institutional work, network organizations and adaptive management of the commons.

This study is strongly interdisciplinary; it proposes an original model based on a theoretical view that is highly innovative for organization and management studies; and addresses a relevant but overlooked issue with important societal implications.

The purpose of this paper is to understand the effects of social media use on the resilience of organizations involved in emergency response. While social media has been utilized as a critical tool in the field of emergency management, few researchers have systemically examined its effect on organizations’ capacity to bounce back from catastrophic events. From the dimensional approach to social media use, this research focuses on the following three functions: providing information to local communities, transmitting information to local communities, and responding to the emotions of local communities.

The authors used survey data gleaned from 79 key organizations involved in emergency management to investigate the impact of social media use on resilience after a tragic flood in Seoul, South Korea in 2013. The authors also conducted interviews with ten emergency management officials to understand what administrative challenges they confront in using social media for their tasks.

The authors found that the provision of disaster information on social media such as Facebook, Twitter, and YouTube has a positive effect on the perceived level of organizational resilience. In addition, social media use correlates positively with community emotional responses.

Given the focus on the emergency response to a natural disaster in urban areas, the results might not be generalizable to smaller cities or rural areas. The survey items that measure the perceptions of emergency managers may not represent the physical aspects of disaster recovery, such as the restoration of housing stock.

The findings suggest that public and nonprofit organizations can use social media to communicate with other organizations and the public in ways that demonstrate resilience. Emergency managers should address administrative challenges, such as trustworthiness of information delivered via social media and lack of personnel.

This paper provides systematic understandings of the effects of social media use on the resilience of the organizations that respond to a disaster.

A few years ago, in an effort to promote co‐operation between the two professional associations of librarians in Ireland, a Liaison Committee, consisting of members nominated by the Council of the Library Association of Ireland and members nominated by the Committee of the Northern Ireland Branch of the Library Association was formed. The first fruit of its endeavours was found in the establishment of an Annual Joint‐Conference of the two bodies, the first one being held at Portrush, in Northern Ireland in 1963.

A FEW years ago, in an effort to promote co‐operation between the two professional associations of librarians in Ireland, a Liaison Committee, consisting of members nominated by the Council of the Library Association of Ireland and members nominated by the Committee of the Northern Ireland Branch of the Library Association was formed. The first fruit of its endeavours was found in the establishment of an Annual Joint‐Conference of the two bodies, the first one being held at Portrush, in Northern Ireland in 1963.

Despite extensive research into psychologically‐based issues in the workplace, in practice there remain a confusion and lack of knowledge about psychology and psychological issues in manager/organisation development. This article explores areas in which psychological processes affect the day‐to‐day lives of people in organisations, such as the use of psychological knowledge to understand and deal with people issues in the workplace, manager development as psychological development, creating a psychologically healthy work environment, and finally, exploration of a psychological process that is associated with personal/professional change and development. It is proposed that the psychodynamic process of mirroring as an essential component in children’s personality development remains essential in the maintenance and development of an adult’s identity. While this process occurs naturally, it can be acknowledged and used by organisations in a conscious way to provide developmental experiences and opportunities for their employees.