15.11.2014 Views

Risk Management and Value Creation in ... - Arabictrader.com

Risk Management and Value Creation in ... - Arabictrader.com

Risk Management and Value Creation in ... - Arabictrader.com

SHOW MORE
SHOW LESS

Create successful ePaper yourself

Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.

Rationales for <strong>Risk</strong> <strong>Management</strong> <strong>in</strong> Banks 75<br />

Classification of the Relaxation of the Assumptions<br />

of the Neoclassical World<br />

The neo<strong>in</strong>stitutional theory 104 relaxes the rigid assumptions of the neoclassical<br />

world, without (<strong>com</strong>pletely) ignor<strong>in</strong>g the results derived under the<br />

neoclassical paradigm. There are various neo<strong>in</strong>stitutional approaches that<br />

basically try to describe the trade relationships between two or more constituents<br />

of a firm, <strong>and</strong> which can be differentiated as follows: 105<br />

■<br />

Incentive-based approaches: The nucleus of these approaches is the<br />

separation of ownership <strong>and</strong> decision/control power <strong>in</strong> modern corporations.<br />

They can be further differentiated <strong>in</strong>to the follow<strong>in</strong>g two<br />

branches:<br />

– Property rights theory: The allocation of resources can only be<br />

efficient <strong>and</strong> optimal when all positive <strong>and</strong> negative externalities<br />

are <strong>in</strong>ternalized. This will only be the case when all property rights<br />

(authority rights, property rights, <strong>and</strong> disposition rights) are<br />

specified <strong>and</strong> are tradable <strong>in</strong> appropriate markets. Even though<br />

this approach provides valuable <strong>in</strong>sights by try<strong>in</strong>g to expla<strong>in</strong> the<br />

effects of legal <strong>and</strong> <strong>in</strong>stitutional rules on the behavior of the various<br />

constituents, it is not helpful <strong>in</strong> deriv<strong>in</strong>g a rationale for how risk<br />

management can create value. We will, therefore, not pursue this<br />

approach <strong>in</strong> more detail, but will use its results <strong>in</strong> our discussion<br />

below.<br />

– Agency theory: The delegation of disposition rights from pr<strong>in</strong>cipals<br />

to agents necessitates the alignment of the diverg<strong>in</strong>g <strong>in</strong>terests<br />

106 that are caused by asymmetric <strong>in</strong>formation (<strong>and</strong> the fact<br />

that obta<strong>in</strong><strong>in</strong>g <strong>in</strong>formation is costly), uncerta<strong>in</strong>ty, <strong>and</strong> external<br />

effects, <strong>and</strong> that can also be the consequence of nonf<strong>in</strong>ancial<br />

preferences. The result<strong>in</strong>g so-called agency costs can be m<strong>in</strong>imized<br />

via ex ante contractual arrangements. They can be split, 107 on<br />

the one h<strong>and</strong>, <strong>in</strong>to agency costs of equity, 108 which can be mitigated<br />

by f<strong>in</strong>ancial leverage, which forces the agents (i.e., man-<br />

104 Also often termed as neo<strong>in</strong>stitutional economics <strong>and</strong> f<strong>in</strong>ance theory, see Jensen<br />

<strong>and</strong> Meckl<strong>in</strong>g (1976).<br />

105 See for example, Perridon <strong>and</strong> Ste<strong>in</strong>er (1995), p. 486, who refer to Williamson<br />

(1985), pp. 23+.<br />

106 Agents usually maximize their utility, which is not necessarily <strong>in</strong> the <strong>in</strong>terest of the<br />

pr<strong>in</strong>cipal.<br />

107 See Jensen <strong>and</strong> Meckl<strong>in</strong>g (1976), pp. 305+.<br />

108 These are, for example, over<strong>in</strong>vestment <strong>and</strong> conflicts between shareholders <strong>and</strong><br />

will be described <strong>in</strong> more detail below.

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!