金融危机、竞争战略与财务绩效——基于中国物流上市公司的研究

在测算上市物流公司财务指标属性重要度和综合财务绩效的基础上,研究了不同时期2种竞争战略与综合财务绩效的关系.首先采用有序信息表、粗糙集理论序信息系统约简算法对38家上市物流公司的19个财务指标进行约简,分别得到12个(2005年)和11(2009年)个指标.在序意义下,金融危机前现金能力指标最为重要,危机后营运能力指标的权重升至第一.研究发现,无论危机爆发前还是爆发后,上市物流公司实施低成本战略总是有利于财务绩效改善的.     

生物药品制造行业竞争战略影响企业绩效的时滞效应研究——基于VAR模型的脉冲响应分析

本文利用中国医药生物制品上市公司2003年1季度-2012年1季度的季度财务数据进行了验证性因子分析,构建了差异化和低成本两个因子以反映公司的竞争战略。在此基础上,利用向量自回归(VAR)和脉冲响应的思路考察了战略制定及实施后企业的绩效表现,确定了战略绩效的滞后程度。研究发现:竞争战略影响企业绩效表现出一定的时滞效应;且差异化战略影响企业绩效的滞后期长于低成本战略;同时竞争战略影响企业绩效具有持续性,即竞争战略能够给企业带来持续的竞争优势,且差异化战略影响企业绩效的持续时间相比低成本战略也更长。最后,实证结果还发现,在医药生物制品行业,差异化战略相比低成本战略实施难度更大,风险更高,实施成功的可能性越小。     

中国上市公司动态最优资本结构的理论模型

建立财务经济学"五力模型"理论,研究中国上市公司动态最优资本结构理论模型。研究表明中国上市公司动态资本结构的决定性因素就是其财务风险(价值耗散)的优化。具有动态资本结构的中国上市公司享有财务战略竞争优势,体现在这些企业总体上可以在与市场相同的营业总收入增长率的情况下,能够长期同时实现企业净利润、企业规模和企业经营性现金创造能力的更高累计增长水平;并且具有动态资本结构企业的市场价值与其资本结构呈反比例关系,从而解释了为什么许多优秀的企业长期选择较低负债比率的缘故。采用2002-2011年在我国A股市场上交易的998家上市公司为研究样本,以"带息债务与投入资本比"为资本结构形式,实证研究表明中国上市公司目前的动态资本结构区间为24%-40%,其中理想最优资本结构为30%,然而多数中国上市公司没有合理选择目标资本结构从而影响了企业市场价值的提升。     

考虑双均衡的港航供应链可持续投资研究

针对港航联合可持续投资问题,构建了静态Stackelberg均衡与动态演化博弈双均衡联动模型,在政府碳排放规制和碳交易市场双重因素下,研究考虑可持续发展的港航供应链减排技术投资策略。研究表明：随着投资成本分担比例的增大,在静态Stackelberg均衡下,航运公司投资意愿逐渐降低,而港口却始终偏好自身投资,此时系统均衡策略由航运企业投资的囚徒困境转变为港口投资的帕累托最优;在动态演化博弈下,稳定结果是航运企业投资转变为港口投资。并从政府-市场-企业三方视角发现：(1)企业长期低碳投资策略与政府碳排放限额无关;(2)企业需要关注碳交易市场价格、托运人对可持续水平敏感度以及价格敏感度,这些参数值增高会降低碳排放量;(3)随着航运企业分担比例的增大,碳排放量呈现上升趋势。最后结合静态与动态投资策略,为政府、港口和航运企业可持续投资提供建议。     

An Empirical Study of the Alignment Between Manufacturing and Marketing Strategies

It is widely recognised that manufacturing can be a formidable competitive weapon if equipped and managed properly, and that to achieve this success a company must have the correct alignment of manufacturing and marketing strategies. The authors considered there to be a need for empirical research into the effect of such methods within industry today. Their research was based on two questionnaires: the first was sent to 319 companies looking at levels of integration, the second to 20 of the responding companies concentrating on the development process and content of their individual strategies. Known models, internal integration and formal procedures were also investigated, none of which seem to be fully functional within any of the companies contacted. It became evident that the size of the company must be taken into consideration when formulating development plans, and that communication, cross-functional teams and formal product development techniques are essential to the success of any marketing strategy.     

Stock screening with use of multiple criteria decision making and optimization

A new method for the stock ranking based on the multiple criterion decision making and optimization is proposed. Two general criteria are used in the analysis. The first of them is based on the financial indices and may be treated as the criterion of firm's “health” or its financial performance. The second one is the two-criteria performance of firm based on the stock prices. It represents the firm's market success. The method rests on the selection of the stocks with a great correlation of the firm's financial performance and its market success. The local criteria are built in the form of the membership function of corresponding fuzzy subsets. Two different strategies for stock ranking and three most popular methods for local criteria aggregation are compared. As the example the values of financial rations and prices from database comprising the data of 162 firms from subsector of the biotechnology of US economy were used. It is shown that the proposed method makes it possible to select a small group of “good” stocks characterized by a great coincidence of firm's financial performance and its market success. The method rejects from the consideration all the “unsafe” firms, i.e., such ones that their market success is based rather on the public relations, rumors and other rather unreliable information. The method is addressed to those who prefer to select for a portfolio only the firms which demonstrate the closeness of their overall financial performance in the past year and success in the Stock Exchange in the following year.     

A Study of the Role Played by Manufacturing Strategic Objectives and Capabilities in Understanding the Relationship between Porter's Generic Strategies and Business Performance

An appropriate alignment between business strategy, manufacturing strategic objectives and manufacturing capabilities reportedly influences business performance positively. However, few papers empirically analyse this proposition for the case of Porter's generic strategies of cost leadership and differentiation, and none jointly considers all four elements. This paper integrates strategies, capabilities and performance in a single model and proposes that both manufacturing competitive priorities and capabilities, articulated in terms of cost and flexibility, are essential for explaining the link between generic business strategies and business commercial and financial performance. Within this analytic framework, we test whether companies that emphasize one business strategy rather than another achieve a better alignment and superior performance. The analyses conducted with a sample of 148 Spanish manufacturers provide general support for these propositions and contribute to a deeper understanding of the role played by functional strategies in understanding the outcomes of business strategy.     

财务保守行为:基于中国上市公司的实证研究

财务保守行为是指企业在较长的一段时间内持续地采用低财务杠杆的财务政策的一种行为。与传统的资本结构管理观点相比,保守的财务政策更加注重获得财务灵活性以防范风险和捕捉未来的投资机会,是一种崭新的资本结构管理的观点。本文运用LOGIT非线性回归模型,基于中国上市公司的经验数据,分别从产业组织、资本市场和治理结构3个方面考察了影响财务保守行为的主要因素并进行了理论分析。实证结果表明:由产品市场竞争决定的企业本身的内源融资能力是财务保守行为产生的最为重要的原因,而这种能力主要取决于企业所处的市场环境、政府管制和产业组织情况;资本市场的估价状况对于财务保守行为有重大的影响,我国股价高估的资本市场环境,以及二元割裂、一股独大的治理结构使得非流通股股东偏好从增发和配股中获取利益,客观上造成了上市公司的股权融资偏好行为,而这种偏好表现在资本结构上,就是财务保守行为,可以称之为企业融资战略对于财务保守行为的影响;最后,我们没有发现足够的证据支持财务保守行为和公司竞争战略之间有足够的联系,说明我国的上市公司在资本结构管理方面较少地考虑到资本结构和产品市场竞争之间的互动与协调,企业战略管理的水平尚待进一步地提高。     

双渠道供应链中紧俏产品升级成本分担演化博弈分析

针对一个制造商和一个零售商所组成的双渠道供应链系统,本文运用演化博弈模型研究了供应链企业在紧俏产品升级成本分担中的产能分配问题,比较了无合作机制以及引入合作机制下供应链系统的演化稳定策略。研究发现：当无合作机制时,供应链系统根据不同的产能分配范围最终会稳定在以下3种策略上：(制造商投资,零售商不投资)、(制造商不投资,零售商投资)以及(制造商不投资,零售商不投资);当引入合作机制时,供应链系统在一定的产能分配范围内最终会稳定在双方共同投资的策略上。本文还通过算例分析了无合作机制时销售新产品的增加值以及产品升级成本对演化稳定策略的影响;产能分配比例,新产品批发价格对单方面投资概率的影响;引入合作机制下分享比例对共同投资为演化稳定策略时的影响。     

An empirical analysis of innovation strategies of biotechnology firms in the U.S.

The paper explores the strategies of biotechnology firms in the U.S. through a mail questionnaire study. Based on the responses of 89 companies we have developed strategy archetypes of these firms in R&D, marketing, and technology acquisition. In R&D, we found the firms to follow either incremental or radical strategy. In marketing, the firms use either a defender or an innovator strategy. In technology acquisition, firms differ in terms of their emphasis on licensing or developing new technology. The interrelationship among the strategy groups is weak. The R&D and technology acquisition strategies are related in the sense that aggressive technology strategy dictates radical R&D behavior with emphasis on development of new technology. We have found that firms following aggressive technology strategy tend to follow conservative marketing strategy. This is consistent with an earlier study by of German firms where it was found that firms tend to balance their technical and marketing risks. The paper also provides additional information about the factors considered to be important in product decisions for various strategies.     

The financial crisis,investor activists and corporate strategy: will this mean shareholders in the boardroom?

The concept of stakeholder engagement is gaining increasing attention in the mainstream media and may feature as part of a corporation’s strategy for corporate social responsibility. Not only are boards considering how they might engage with key stakeholders, but stakeholders are also pursuing greater participation in the strategic decisions of companies in which they invest. While this is an emerging concept in companies governed by unitary boards, as in North America, the issue of stakeholder engagement in various forms is also entering debate in other countries around the world. In general, however, the idea of shareholder or stakeholder representation on the boards of most UK and Commonwealth companies is anathema. Forces now influencing the development of strategies for stakeholder engagement and the rise of active investors include changing corporate governance rules which give investors more power in the election of directors, the increasing role of pension plans and hedge fund investment groups which have produced investors who keep a close eye on company performance and value, and a sluggish or turbulent stock market as a result of the financial crisis initiated by the credit crunch in the sub-prime mortgage markets. In this paper the phenomenon of stakeholder representation is examined and results of a recent survey conducted among a large sample of New Zealand directors are presented. The findings suggest that these traditionally oriented boards are increasingly inwardly focused and are without an agenda for building and managing shareholder and stakeholder relations. Accordingly, such boards are unlikely to regard stakeholder engagement as a serious strategic issue and are thus also likely to miss significant opportunities in the changed business environment to benefit from stakeholder support.     

Strategy and the “business portfolio”

In this article the author goes on to develop the conclusion reached in his previous article which appeared in the December edition of Long Range Planning. These conclusions concerned the requirements for strategic success for an individual business, here they are developed into their implications for strategy development in the typical multibusiness company.It is argued that relative competitive position and growth are the two fundamental parameters which must be considered in determining the strategy that an individual business should follow when viewed within the context of the company's overall ‘business portfolio’. The likely patterns of business strategy which will lead to overall corporate success are discussed and contrasted with those which can lead to disaster.The key is that strategies should be made to differ widely from business to business, as a function of the growth and relative competitive position of each business and the company's overall resource position particularly with respect to cash. The ‘across the board’ defensive measures which many companies have adopted in recent years as their response to the pressures of inflation and recession are therefore argued to be singularly inappropriate for the long term. The ‘business portfolio’ concept provides a superior approach for developing the differentiated strategic business objectives which are necessary for any company to make the most of its opportunities.     

Increasing the board's involvement in strategy

For a long time, boards of directors have been considered weak, incapable of contributing to the financial success of their companies. This article proposes a way to revitalize boards by involving them in mapping corporate strategic directions. Building on recent changes in boardroom practices, it outlines eight conditions for an effective strategic contribution by boards and specifies areas of potential for an effective strategic contribution by boards and specifies areas of potential interest to directors. Taken together, these suggestions are expected to ensure continuous and disciplined contribution by boards to strategy and, ultimately, to effective corporate performance.     

Implementing global strategies

Setting up a corporate global strategy is only half the story. Implementing it successfully involves much skill and is a very challenging task. Lawrence Hrebiniak reviews both the general issues and specific needs of global strategy. Next, he categorizes four stages that companies go through in pursuit of their global destiny. In the last, and most important of these — co-ordinated global strategy — there are routes to success, used separately or together. These are: creating a cadre of effective global managers, forming strategic alliances, and employing lateral or matrix type structures. A final check-list itemizes implementation requirements by stage of global strategy.     

Investing in CAD: a case of ad hoc decision-making

There is growing evidence to suggest that the success of new technology is linked to whether it is introduced as part of an overall corporate strategy or alternatively as an ‘ad hoc’ response to falling profits, extended lead-times and reduced productivity. Interviewing engineering managers in leading electronics and engineering companies including BICC, Ferranti, Rolls Royce, British Aerospace, Thorn EMI and others, the author found that investment in computer-aided design was not always implemented in line with corporate strategy, but instead as part of a sub-strategy, the success of which was usually constrained by the accounting methods used to justify it as well as the attitudes adopted by senior managers. In discussing these issues, the article compares British and Japanese managements' approach to new technology and questions the validity of traditional capital budgeting methods.     

Accounting, strategy and AMT investment

One strand in the current debate on AMT investment emphasises technical aspects of investment appraisal. Another calls for a broader focus on wider decision-making processes and strategic considerations. This paper seeks to merge both sets of concerns. It uses two empirical studies of AMT decisions in a number of companies. The first demonstrates specific linkages between manufacturing strategies and financial justifications. The second explores ways in which connections between finance and strategy are constructed and how they are understood and evaluated by decision-makers. We conclude that AMT proposals succeed by linking accounting information to strategic considerations throughout the investment decision process.     

Human resource development in a challenging financial environment: the case of a Greek bank

Changes in the external environment have reshaped the banking industry environment. Responding to that, Greek banks are adopting new strategies towards organizational development and realize that success requires adjustments to their HRD effort. The case example presented here refers to a leading Greek bank that was involved in a systematic HRD effort, based on the use of training interventions as a short-term solution to transit smoothly to the new era. The results of this effort are connected to the improvement of the bank's position in the market, despite its problematic past. However, the next challenge for the bank is to realize that the formation of a long-term development strategy and its integration with wider HR management policies are a priority.     

关联方关系及其交易的信息披露问题

上市公司关联方关系及其交易一直是证券市场关注的热点问题,对这一事项的信息披露是财务报表附注中的一项重要内容.因为关联方关系及其交易不同于-般的公司间关系及交易,有其自身独具的特点,因而成为投资者决策的一条主要依据.从中报和年报的总体来看,大部分上市公司能够比较客观、清楚地披露该项事宜,但仍然有一些上市公司不能按照准则要求去做,在信息披露中暴露出一些问题.因此,不论关联方关系及其交易的信息披露还是关联交易本身都有待于进一步规范.     

非标准审计意见对上市公司投资行为的影响

文章利用沪深两市A股非金融类上市公司2007—2015年数据,检验了非标准无保留审计意见(以下简称“非标意见”)对公司投资规模和投资效率的影响。结果发现,就投资规模而言,非标意见会导致公司投资规模显著降低;就投资效率而言,非标意见可以抑制公司的过度投资行为从而提高投资效率,但其也会加剧投资不足从而降低投资效率。因此,非标意见对投资过度和投资不足的影响是不同的。进一步研究表明,非标意见对投资的影响与公司产权性质、所在地区金融环境、融资约束有关。并且,非标意见对投资的影响具有长期性;此外,不同类型的非标意见对投资的影响是有差异的。其中,无法表示意见对投资的影响最为明显。     

Adaptation in new technology‐based ventures: Insights at the company level

Recent research shows that, owing to the presence of uncertainty and ambiguity, new ventures have great difficulties in defining a viable business model from the outset and that minor or major adaptations to this initial business model are needed as the venture evolves. Technology‐based companies are confronted with particularly high degrees of uncertainty and ambiguity. This paper therefore focuses on new technology‐based ventures as a special case worth investigating. Most of the entrepreneurship literature studies adaptation at the individual level. However, many new technology‐based firms are founded by a team of entrepreneurs. This paper therefore looks at how existing literature at the company level can inform us about adaptation in new technology‐based companies. It starts by relating the concept of adaptation in new technology‐based ventures to the existing literature on organizational adaptation at the firm level. Based on an overview of existing literature at the firm level, a propositional model is then put forward, describing (1) the process of adaptation and (2) the factors enabling adaptation in new technology‐based ventures.