Emotional economic man:Calculation and anxiety management in investment decision making

Dominant theorisations of investment decision making remain firmly wedded to the notion of economic rationality, either as a postulate of how financial actors actually behave or as a normative ideal to which financial actors should strive. However, such frameworks have been developed largely without engaging financial market participants themselves. Based on 51 in-depth interviews with fund managers in various global financial centres, this article highlights a number of features of investment decision making that mainstream finance and behavioural approaches both fail adequately to describe. Drawing on psychoanalytic theory, it is shown how the inherent uncertainty of the investment process engenders a state of endemic anxiety among fund managers. This anxiety is managed via a range of mental defences, both conscious and unconscious. The importance fund managers place on meeting and putting trust in company management to ‘perform’ for them can equally be viewed as a means of alleviating anxiety rather than having any direct economic purpose. This article, furthermore, brings to light the crucial role that calculative techniques play in dealing with anxiety. Rather than constituting a means of restoring rationality or correcting cognitive biases, calculation can actually reinforce ego defences while simultaneously perpetuating the myth of homo economicus. Fund managers can be characterised as ‘doing’ but ‘not doing’ and ‘knowing’ but ‘choosing not to know’ and have to manage not only their clients' funds, but their own personal anxiety as well

Driving forces and barriers of Industry 4.0: Do multinational and small and medium-sized companies have equal opportunities?

The Fourth Industrial Revolution poses significant challenges to manufacturing companies from the technological, organizational and management points of view. This paper aims to explore how top executives interpret the concept of Industry 4.0, the driving forces for introducing new technologies and the main barriers to Industry 4.0. The authors applied a qualitative case study design involving 26 semi-structured interviews with leading members of firms, including chief digital officers and chief executive officers. Company websites and annual reports were also examined to increase the reliability and validity of the results. The authors found that management desire to increase control and enable real-time performance measurement is a significant driving force behind Industry 4.0, alongside production factors. Organizational resistance at both employee and middle management levels can significantly hinder the introduction of Industry 4.0 technologies, though these technologies can also transform management functions. Multinational enterprises have higher driving forces and lower barriers to industry 4.0 than small and medium-sized companies, but these smaller companies have good opportunities, too