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Sharing of information among banks. When is full-list a good thing?

100%

Major I.

Kozgazdasagi Szemle (Economic Review)

2008

vol. 55

issue 9

763-781

The author sets out to prove that so-called full-list sharing of client information is the optimum course for banks acting rationally on an infinite time-scale, i.e. the one to yield the highest profit, in cases where the proportion of bad risks in the banking population is high, the good risks are decreasingly likely to repay their loans, and banks operate at significantly different marginal costs. Further preconditions for the advantages of full list are that each bank share its full client information and the information be reliable. However, where the proportion of bad risks is low or there is little difference in the banks' marginal costs, the dominant strategy will be for banks to refrain from sharing their client information. But both full information sharing and absence of information sharing are less favourable for good risks who service their loans on time than the so-called negative list, because in the former cases they pay a higher rate of interest than they would with negative sharing of information.

The effect of financial management habits on operating capital. The example of the Hungarian Post Office

100%

Havran D.

Kozgazdasagi Szemle (Economic Review)

2008

vol. 55

issue 10

907-926

The cash in circulation within network industries such as post-office services can represent a sizeable quantity of operating capital. The Hungarian Post Office, besides handling mail, handles a significant amount of cash turnover, forwarding pensions, welfare benefits, and cash orders. Fluctuation in the daily volume of these is a strong factor in determining the company's liquidity requirements. The management of cash in post offices is governed by rules of thumb that operate well; the regulations leave decision-making scope for the diverse individual actors in the network. Attention has to be paid to individual cash holding when determining the corporate operating capital. The study suggests a new methodology for modelling the individual cash-holding habits, and goes on to group the behaviour patterns by analysing the connection between cash holding, level of corporate operating capital, and corporate liquidity position.

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2 Kozgazdasagi Szemle (Economic Review)

1 Havran D.

1 Major I.

2 2008

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Sharing of information among banks. When is full-list a good thing?

The effect of financial management habits on operating capital. The example of the Hungarian Post Office