Fidgeting is associated with lower mortality risk

Context Evidence from prospective cohort studies has suggested that high volumes of reported daily sitting time is associated with mortality.1 ,2 However, not all have observed the same association.3 Fidgeting (small movements associated with nervousness or impatience), could provide additional energy expenditure when sitting, although the relationship with sitting and health outcomes had yet to be examined. Hagger-Johnson et al examined data from nearly 13 000 women to determine whether fidgeting modified the association between sitting time and mortality. Methods This study featured prospective data from 12 778 participants (aged 37–78 years) in the Women's Cohort Study (UK). Average daily sitting time was reported for weekdays and weekend days, and combined …

Corporate philanthropy, reputation risk management and shareholder value: A study of Australian corporate giving

This study examines the role of corporate philanthropy in the management of reputation risk and shareholder value of the top 100 ASX listed Australian firms for the three years 2011-2013. The results of this study demonstrate the business case for corporate philanthropy and hence encourage corporate philanthropy by showing increasing firms’ investment in corporate giving as a percentage of profit before tax, increases the likelihood of an increase in shareholder value. However, the proviso is that firms must also manage their reputation risk at the same time. There is a negative association between corporate giving and shareholder value (Tobin’s Q) which is mitigated by firms’ management of reputation. The economic significance of this result is that for every cent in the dollar the firm spends on corporate giving, Tobin’s Q will decrease by 0.413%. In contrast, if the firm increase their reputation by 1 point then Tobin’s Q will increase by 0.267%. Consequently, the interaction of corporate giving and reputation risk management is positively associated with shareholder value. These results are robust while controlling for potential endogeneity and reverse causality. This paper assists both academics and practitioners by demonstrating that the benefits of corporate philanthropy extend beyond a gesture to improve reputation or an attempt to increase financial performance, to a direct collaboration between all the factors where the benefits far outweigh the costs.