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Benford and the Internal Capital Market: A Useful Indicator of Managerial Engagement Florian El Mouaaouy Ludwig-Maximilians-Universit€at M€unchen Jan Riepe Eberhard-Karls University T€ubingen Abstract. We propose the application of digit analysis using the Benford law to indi- cate managerial engagement in the capital allocation process. First, we motivate the potential of the Benford digit analysis to identify allocation outcomes that are shaped by human engagement instead of fixed decision rules. Second, we provide a case study to illustrate how the Benford

the Incumbency Advantage 3: 280–308 EL MOUAAOUY, Florian – RIEPE, Jan Benford and the Internal Capital Market: A Useful Indicator of Managerial Engagement 3: 309–329 German Economic Review 19(4): 495–496 doi: 10.1111/geer.12178 © 2018 German Economic Association (Verein f€ur Socialpolitik) MEMMEL, Christoph – SEYMEN, Atılım – TEICHERT, Max Banks’ Interest Rate Risk and Search for Yield: A Theoretical Rationale and Some Empirical Evidence 3: 330–350 CREMER, Helmuth – PESTIEAU, Pierre Means-Tested Long-Term Care and Family Transfers 3: 351–364 GURTOVAYA, Vera – NISTIC

campaigns. Forward-looking marketers are therefore already using and applying criteria like social brand engagement, types of consumer-brand value communicated, narrative forms of persuasion, and interaction roles and styles in addition to simply measuring raw impressions. > Use netnography to sharpen managerial awareness and engagement /// There is also an opportunity for marketing managers to focus on the valuable qualitative insights that emerge from their own managerial engagement with social branding processes. All forms of social media can be con

Jacinta Nwachukwu on Policy Harmonisation 237 Otto Randl/ Sovereign Reputation and Yield Josef Zechner Spreads: A Case Study on Retroactive Legislation 260 Elena Manzoni/ Last Minute Policies and the Stefan P. Penczynski Incumbency Advantage 280 Florian El Mouaaouy/ Benford and the Internal Jan Riepe Capital Market: A Useful Indicator of Managerial Engagement 309 Christoph Memmel/ Banks’ Interest Rate Risk and Atılım Seymen/ Search for Yield: A Theoretical Max Teichert Rationale and Some Empirical Evidence 330 Helmuth Cremer/ Means

about what constitutes ap- propriate managerial engagement in thin political markets. At the outset, it is important to reiterate that the nature of thin political markets is such that the expertise necessary for appropriate rule- making or regulation lies with corporate interests broadly defi ned (in the case of ac- counting rules, “corporate interests” includes auditors and bankers). The notion of a sophisticated independent regulator who can parse out the bias in lobbying information supplied by corporate interests is infeasible because such a regulator will

getting agreements signed, or business decisions that do not take into account local relationships. Despite Hall’s warnings, this holistic sense of culture was quickly jetti- soned in favor of more instrumentalist views of the managerial engagement 104 • C h a p t e r 4 with cultural difference—a “good enough” understanding of culture. Hall’s message of cultural complexity has certainly been received. But, as I argue below and in subsequent chapters, the complexity of culture has been embraced—indeed quite literally priced-in—as an incommensurable excess

least as a matter of feasibility, the proposition that in thin political markets managers hold agency responsibilities both to their host corporations and to the system as a whole is not inconceivable. Thus far, I have focused on building the case for what constitutes legiti- mate corporate managerial engagement in thin political markets. The case is based on the ethics of capitalism and the expectations of managerial conduct therein. Beyond this purely normative case, there is a utilitarian case to be made for managerial agency of the capitalist system in thin

examines the details of musical prac- tice and meaning among contemporary tango artists in Buenos Aires, whose collective activity is defi ned less by a dominant musical style than by a self- conscious return to tango as a medium for reexamining and rearticulating the genre’s historical tropes and meanings against contemporary experiences and concerns. These musical practices are then located in expanding spheres of managerial engagement and in- tervention, from loosely organized arts and social movements that en- vision themselves as genuine cultural and political