• The Effects of Organizational Forms of Mutual Fund Management Company on Mutual Fund Performance

      Han, Xiaoxiao; Faculty of Business Programs
      The organizational form of a company indicates whether it is publicly-traded or privately-held. The effects of the organizational forms on a company’s operations and performances have been well documented. However, because the organizational form of companies in the finance industry is so different from those in other industries, the effect on performance is quite different. There has been little research done to determine how the organizational form of mutual fund management companies affect the performance of their mutual funds. This thesis examines the impact of mutual fund management companies on the performance of their managed funds using data that cover the period 2007 to 2016 on 782 different firms. The results showed that the performance of mutual funds managed by publicly-traded mutual fund management companies was significantly compared to those managed by privately-held companies. Based on the sample data, the hypothesis of this thesis is that publicly-traded and privately-held fund management companies have different incentives and interests that impact mutual fund performance. The thesis also addresses the issues of discontinuous returns and endogenous organizational form variables. The test results examined in this thesis support the notion that mutual funds managed by publicly-traded companies underperform compared to industry benchmarks. In addition, funds managed by publicly-traded management companies perform poorer in general compared to funds managed by privately-held companies.
    • Examining Competitive Intensity and Social Enterprise Performance

      Wood, Patrick; Faculty of Business Programs
      This thesis explores how Social Enterprises’(SE) manage their economically-driven activities with their mission-related activity and how these impact their relative economic and social performance. Given the little research that has been done on external factors within SEs, competitive intensity and its impact on the performance of hybrid SEs was also examined in terms of how it might influence the above trade-offs. The authors looked at longstanding, social enterprises within the second-hand textile industry as a suitable model for SEs participating in a competitive environment. What the authors found was that while economically-driven activities appeared to have a negative impact on social performance, counter-intuitively, mission-driven activity had a positive effect on both social and financial performance. Furthermore, while competitive intensity has a positive buffering effect between mission-driven activity and both economic and social performance, the opposite is true of economic-driven activity, where competition seems to have a negative buffering impact. These findings demonstrate the need for further research into the role competition plays within hybrid organizations and from a practical position, may inform the strategic decisions of managers who might expect a linear relationship between the type of activity engaged and outcomes.