Datasets for Corporate Cultures Interventions and EPS
Foremost, my pleasure and encouragement rest with future endeavors, research, computations, and empirical and experimental analyses, which are welcomed, that will exceed beyond the expectations of own research. Pertaining to the Excel dataset, please refer to article titled, “Corporate Cultures at the Forefront of MNE Organization Structures, Evaluating Cost and Profit Centers” for in-depth empirical findings. All data were collected from external observations and publicly disclosed Annual Reports, Sustainability Reports (CSRs) and SEC filings of 10-K and 10-Q forms. Earnings per shares (EPS) were converted to U.S. dollars (USD). Specifically refer to datasheet labeled “TEST” in the Excel file for executive intervention analysis. For replication of the empirical analysis, i.e. the cultural intervention analysis and its respective forecasting and diagnostic figures, the Gretl statistical software was used. Enclosed please refer to the corresponding Gretl session to conduct IMA models. Please note that despite the few degrees of freedom, IMA models are not as susceptible to irrelevant variable lag biases (overparamterization) as with other ARIMA, times series models. Also as mentioned before, spuriousness within EPS data points beyond the mid-1990’s were incompatible for sound inferences. Unfortunately, stronger structural break tests or unit root tests as robustness checks such as Monte Carlo tests for ARIMA (0,1,1) should be conducted. Nonetheless, time series assumptions were not violated, and the time-tested, Box-Jenkins approach successfully worked. The findings suggest that EPS remains a sought-after measurable, quantitative financial indicator for predicting organizational shifts as it relates to profit and cost centers of multinational enterprises (MNEs), specifically truck manufacturers. Evidence suggests that EPS movements follow those of MNE executive policies, whether organizational restructuring of profit centers or adopting new accounting protocols that impact the corporate culture. Hence, the conclusions imply a scientific notion that shareholder ownership of MNE and enhancing long-run operating profits distort executives' organizational decision-making processes often resulting in negative externalities such as a cannibalization effect.