Intenzitásalapú modellezés és a mértékcsere (Intensity-based modeling and thje change of measure)

A dolgozatban a hitelderivatívák intenzitásalapú modellezésének néhány kérdését vizsgáljuk meg. Megmutatjuk, hogy alkalmas mértékcserével nemcsak a duplán sztochasztikus folyamatok, hanem tetszőleges intenzitással rendelkező pontfolyamat esetén is kiszámolható az összetett kár- és csődfolyamat eloszlásának Laplace-transzformáltja. _____ The paper addresses questions concerning the use of intensity based modeling in the pricing of credit derivatives. As the specification of the distribution of the lossprocess is a non-trivial exercise, the well-know technique for this task utilizes the inversion of the Laplace-transform. A popular choice for the model is the class of doubly stochastic processes given that their Laplace-transforms can be determined easily. Unfortunately these processes lack several key features supported by the empirical observations, e.g. they cannot replicate the self-exciting nature of defaults. The aim of the paper is to show that by using an appropriate change of measure the Laplace-transform can be calculated not only for a doubly stochastic process, but for an arbitrary point process with intensity as well. To support the application of the technique, we investigate the e®ect of the change of measure on the stochastic nature of the underlying process.

Individual decision-making by top executives as a valuable resource for strategic management – A resource-based view and dynamic capability approach

Strategy is highly important for organisational success and the achievement of competitive advantage. Strategy is dynamic and it depends on accurate individual decision-making from medium and high-level managers and executives. Since managers always formulate strategy, its formulation depends mostly on their assertive decisions. Making good decisions is a complex task, even more in today’s business world where a large quantity of information and a dynamic environment forces people to decide without having complete information. As Shafir, Simonson, & Tversky (1993) point out, "the making of decisions, both big and small, is often difficult because of uncertainty and conflict". In this paper the author will explain a basic theoretical framework about top manager's individual decision-making, showing how complex the process of making high-impact decisions is; then, he will compare this theory with one of the most important streams in strategic management, the Resource-Based View (RBV) of the firm. Finally, within the context of individual decision-making and the RBV stream, the author will show how individual decision makers in top management positions constitute a valuable, rare, non-imitable and non-substitutable resource that provides sustained competitive advantage.