Forskere undersøger brug af algoritmer og AI i myndigheders fusionskontrol: I forskningspapir med titlen ”The Impact of Algorithms and AI on Merger Policy” hedder det, at ”Algorithms, especially those based on artificial intelligence (AI), play an increasingly important role in our economy. They bring cost savings, speed, precision, and sophistication to decision-making and planning processes, improving both day-to-day decisions and long-term innovation, strategy, and vision. As a result, they are used by market participants to make pricing, output, quality, and inventory decisions; to predict market entry, expansion, and exit; and to anticipate regulatory moves. This game-changing switch to (semi-)automated decision-making creates many benefits to users and consumers. At the same time, it also has the potential to reshape market dynamics in ways which might harm competition and consumer welfare. While the effect of algorithms on coordination between competitors has been a focus of attention, and scholarly work on their effects on unilateral conduct is beginning to accumulate, merger control issues have been undertreated. Accordingly, our recent article, ‘ Algorithms, AI, and Mergers ’, forthcoming in the Antitrust Law Journal, explores the effects of the use of algorithms on merger policy.”
Sådan har narcissistiske topchefer indflydelse på virksomhedens organisation og kultur: I et forskningspapir fra Stanford Business med titen “CEO Personality: The Cornerstone of Organizational Culture?” hedder det, at ”these narcissistic CEOs may be outliers, but their high-profile scandals demonstrate just how important an executive’s individual characteristics and values are.” Forskere fra “the MIT Sloan School of Management explores this idea in a new paper that seeks to understand how the personality of a corporation’s leader influences its culture and performance. “What we’re suggesting in this article is that skill sets and experience are important, but that it’s also probably worthwhile thinking about what the personality of the individual is. The intuition is that culture and strategy need to fit, and therefore personality needs to fit as well,” siger en af forfatterne.”
Sådan organiserer bestyrelsen og organisationen spørgsmål om klima: Undersøgelse udarbejdet af Society for Corporate Governance giver et billede af, hvordan bestyrelser organiserer arbejdet med klimaspørgsmål: ”63% reported that the nominating/governance board committee has primary oversight responsibility for the company’s climate and other environmental issues, while 26% said the full board. However, of the 15% that reported “Other,” nearly half identified the nominating/governance committee or sustainability/ESG committee, 13% said the standalone CSR/sustainability/ESG committee, and 12% said the audit committee.(..) oard or board committee oversight is memorialized primarily in committee charters (88%), proxy disclosure (61%), and ESG/sustainability reports (59%).(…) The frequency of climate-related topics on the meeting agenda for the the full board or board committee/s was fairly evenly distributed: annually (23%), quarterly (23%), every regular board meeting (18%), semi-annually (17%), and ad hoc as needed (16%)(..) Nearly half of the respondents (49%) reported that the company’s standalone sustainability (or similar) function/department has primary responsibility for climate or other environmental matters): 34% said a cross-functional working group; 26% said legal; corporate secretary’s office and employee health and safety each came in at 16%; and corporate responsibility and operations/strategy each came in at 14%.”
Endnu en undersøgelse om sammenhæng mellem kvinder i ledelsen og selskabsperformance. Denne gang er den positiv. Den engelske avis Independent skriver , at ”The shares of companies with more women managers deliver higher returns, while a greater number of women executives is also correlated with stronger revenue growth and higher profit margins, according to a new report. For the first part of their study, researchers at Credit Suisse looked at more than 3,000 companies from 56 countries. An analysis of share prices showed that the stocks of firms where over 20 per cent of top managers are women rose more over the past decade than the shares of other companies. They also rose much more than firms where women make up under 15 per cent of senior management.”
Morten W. Langer
