政治关联形式、制度环境与民营企业生产率

政治关联效果存在争议,从生产率角度考察政治关联的效果能够提供最直接的经验证据。以中国制造业民营上市公司数据为样本,采用面板数据和Heckman二阶段回归模型,实证检验政治关联及其形式、制度环境和生产率之间的关系。研究结果表明,政治关联有助于生产率的提升,董事长政治关联与生产率之间存在显著的正相关关系;制度环境影响政治关联的效果,政府干预较为严重、法律环境较差的地区,政治关联导致的生产率提升效应更为显著;制度环境差的地区,无论是董事长政治关联还是总经理政治关联对于提高企业生产率均具有更强的效果,这些研究结论在考虑政治关联内生性的情形下依然成立。相关研究结论为客观地认识民营企业复杂的政商关系提供了新的视角。     

Long range planning of U.K. and Japanese corporations—A comparative study

The author conducted mail surveys on long-range planning systems in Japanese and British corporations. He also made a number of visits to corporations in both countries to analyse the similarities and differences in the planning systems.In the U.K., the clarification of goals and the resource allocation are emphasized but in Japan clarification of goals and basic problem finding are stressed.The strategic projects are not necessarily formulated in the long-range planning process. The relationship between the project and the long-range planning was analysed and in both countries, the trend of long-range planning is towards more strategy orientation than quantitative computation.The planning process in Japan is more centralized. The management committee plays an important role in reviewing and making the final decision. In the U.K., the plan initiation is more decentralized, and in the final decision the board of directors plays a more important role. The trends are, however, from bottom up approach to top down approach.Goals expressed in the long-range plan of the U.K. corporations put more emphasis on financial goals, but that of the Japanese corporations emphasizes growth and employee welfare.Regarding the style of strategic decision-making the subjective responses show that it is partly analytical and partly intuitive. There are some differences between two countries, but this problem needs to be analysed further.To cope with uncertainty, multiple scenarios and contingency plans are more frequently used in the U.K., whereas in Japan the sequential decision is more commonly used. British corporations are better prepared for uncertainty than Japanese corporations.The key success factors of long-range planning are similar in both countries. The involvement of top management and cooperation of line management are two important items. Differences are that in the U.K. the planning system is emphasized in addition to the other factors, but in Japan clear goals are more emphasized.     

企业违规行为与最优随机打击——一个实验研究

针对企业违规问题,在考虑企业风险偏好和决策理性程度异质的基础上建立模型,分析在面对监管打击时准完全理性企业群体和存在社会学习过程的有限理性企业群体的不同反应,借鉴最优随机打击理论,提出在资源约束条件下利用完全随机打击和随机分组打击两种方式对抑制两类企业群体的违规会得到不同的效果,通过实验对企业违规水平与监管部门的检查打击力度以及相同检查打击力度下不同实施方式间的关系进行验证。研究结果表明,企业违规水平与检查打击力度呈单调递减关系,但有限理性企业群体与检查打击力度呈二次曲线关系,准完全理性企业群体与检查打击力度呈线性关系;在相同的检查打击力度下,准完全理性群体在低检查打击力度时的违规比例会高于有限理性群体,在较高检查打击力度且完全随机检查打击方式下的违规比例会低于有限理性群体,在检查打击力度同样较高且采用随机分组打击方式的情况下,两群体的违规比例水平基本相当。此外,随机分组打击方式相对于完全随机打击方式对有限理性企业违规水平的降低效果更为明显。研究结论可以为监管部门选择打击方式提供参考。     

Headquarters’ scanning of the foreign subsidiary environment:: An empirical study

The article reports on an empirical study of environmental scanning within multinational corporations (MNCs) at the headquarters-foreign subsidiary (HQ-FS) level. Specifically, the study examines the following questions: (1) How actively do MNC HQs scan their foreign subsidiary environments? (2) Do MNC HQs differentiate their scanning practices across segments of the foreign subsidiary environment? (3) Which MNC level and FS level characteristics affect the scanning behavior of MNCs at the HQ-FS level?     

Strategic management of public and non-market corporations

The author has developed a strategic framework for the management of ‘non-market corporations’ which he thinks better meets their peculiarities and specific needs by framing them in a relatively tight and rigorous socio-economic system relating to their internal logic. He believes that the proposed approach should provide the basis for a more constructive relationship between such corporations and the community at large and for better levels of performance     

Social forecasting in U.S. corporations—a survey

It has long been suggested that a firm's social responsiveness is a function, in part, of the state of the economy. Could it be that corporate social involvement is only feasible when the economy is healthy? Data from 183 major corporations suggests that via social forecasting, social responsiveness is: (A) a vital part of many corporations' strategic planning efforts, (B) not de-emphasized, but possibly encouraged, during down turns in the economy, and (C) receiving greater attention each year by numerous corporations.     

Perspective on comparative corporate governance: understanding corporate governance patterns

 The purpose of this study was to examine the perspective of international comparative research on corporate governance. The problems of stock ownership and corporate control in large corporations are the basis of any discussion on corporate governance. In large corporations of major capitalist countries, the subject of corporate control is changing from a single individual or family to the system of impersonal possession, depending on various factors of stock ownership between corporations and the interlocking directorship. These are the common bases that started the corporate governance problem. After these aspects are recognized, it is important to identify the difference in patterns of corporate governance in each country. First, I clarify the common direction of the development of “stock ownership and corporate control” seen in large corporations of major capitalist countries. Second, I look at the Anglo-American, Japanese, and South Korea patterns, and consider the differences or the distinctiveness of the classification by country in a concrete system of stock ownership and corporate control.     

对员工发展投入值得吗?——发展型人力资源实践对员工知识共享行为及离职意愿的影响

为解决中国企业对员工发展投入的两难困境,本文对中国72家企业的632名知识型员工进行调查,分析了对员工的发展投入与员工的知识共享行为以及离职意向的关系。实证研究表明,知识型企业对员工发展投入的顾虑是多余的,由职业发展、培训机会以及绩效评价构成的发展型人力资源实践不仅可以增加知识型员工的知识共享行为,且不会导致高的离职率,反而能够有效降低员工的离职倾向。研究也发现,组织支持感在发展型人力资源实践与员工知识共享行为和离职意向关系中起部分中介作用。同时,揭示了对员工发展投入与员工行为之间的作用机制,启示我国知识型企业要消除顾虑,积极对员工发展进行投入。     

How U.S. and Japanese CEO's spend their time

Managing Directors (CEOs) in a number of large U.S. and Japanese corporations were asked to write a detailed diary of a typical working day, and they were asked what kind of information was useful for certain kinds of decisions. Some of the results of the survey are described in this article. It was found that the average age of the CEOs in the two countries was about the same—60 years old, but CEOs in the United States stayed longer in the position than Japanese CEOs because they were promoted at a younger age. CEOs in the United States worked a longer day than the Japanese. American chief executives spent about 3 hours longer in meetings than their Japanese counterparts. In Japanese corporations the information is distributed and the negotiating is done beforehand, so meetings tend to be shorter. In America contacts with businessmen outside the company were important sources of information, for strategic decisions in particular.     

Servitization of business: Adding value by adding services

More and more corporations throughout the world are adding value to their core corporate offerings through services. The trend is pervading almost all industries, is customer demand-driven, and perceived by corporations as sharpening their competitive edges.Modern corporations are increasingly offering fuller market packages or “bundles” of customer-focussed combinations of goods, services, support, self-service, and knowledge. But services are beginning to dominate.This movement is termed the “servitization of business” by authors Sandra Vandermerwe and Juan Rada, and is clearly a powerful new feature of total market strategy being adopted by the best companies. It is leading to new relationships between them and their customers.Giving many real-life examples, the authors assess the main motives driving corporations to servitization, and point out that its cumulative effects are changing the competitive dynamics in which managers will have to operate. The special challenge for top managers is how to blend services into the overall strategies of the company.     

降低竞争强度的多点竞争协作战略

多点竞争下企业的互动更加复杂,企业间的竞争强度在企业选择不同的竞争战略时会有不同的结果。本文从研究多点竞争的企业互动角度,提出一种能够降低竞争强度的心照不宣的协作战略,并进一步分析多点竞争协作战略缓和企业间竞争强度的机制和因素。     

Impact of managed care on physician organizational behavior.

This article examines how physicians act, react, and organize when managed care forces them to consolidate into larger groups and business corporations. Physicians have experimented with ownership by hospitals or business corporations to gain capital, management skills, and information systems. Now they're moving toward physician-owned groups with "outsourcing" of administrative and information system functions. The mood, movement, and momentum of physicians, in short, is toward integrated physician organizations bound together by information that amplifies on their core competencies and capacities to deliver care.     

The use of scenarios in corporate planning—eight case histories

In response to an increasingly turbulent environment, many firms are attempting to develop means to assess proposed strategies in the light of plausible alternative futures. Probably the most widely adopted technique for this purpose is multiple scenario analysis (MSA). The extent of MSA adoption among corporations varies considerably depending upon respective planning experience and top management's involvement and interest in MSA itself. The gamut of MSA adoption is examined among eight representative large U.S. corporations. It is clear that, while corporate interest is high, current formal scenario generating methodology is too complex or academic for practical corporate use. Instead, planners are using their own informal approaches to scenario generation.     

The state of global environmental reporting: Lessons from the global 100

Global economic corporations have global environmental responsibilities that include reporting that extends to their entire global operation. The 1999 Benchmark Survey of The State of Global Environmental Reporting surveys and compares the global reporting practices of the largest one hundred corporations in the world. Global environmental reporting is increasing and is now standard among firms in the electronics, automobile manufacturing, and chemicals sectors. From the 1998 survey to the present, the number of global environmental reporters rose from thiry-nine to forty-four firms. If one discounts the minimal reporting among financial services firms, sixty percent of the Global 100 produced a global environmental report (GER). The quality of reporting also increased dramatically in key areas as Global environmental management system (EMS) standards and specifications and global use of Design for Environment (DfE) and Life Cycle Analysis (LCA) tools increased.     

Understanding Risk Management

Discussions of technological risks and their management by corporations and society are ubiquitous and often acrimonious. Equally ubiquitous are several important misconceptions of key risk questions. This paper (i) argues that serious epistemological confusion pervades much of the scientific basis for risk assessment, especially confusion among objective, subjective, and perceived risk, and between facts and ethical values; and (ii) asserts that this confusion combines with psychological aspects of risk perception to produce a confused risk debate, a societal management of risks often based on diffuse or contradictory objectives, and consequently mismanagement of resource allocation to risk reduction.     

关于我国企业竞争活动反应特性的相关关系研究

本文通过对竞争活动特性的实证分析论证了竞争反应数量及竞争反应迟延与各竞争特性、企业性质以及部分行业之间的关系。结论认为:一项竞争活动影响竞争者的数量以及该活动对于竞争者的战略重要性与竞争反应数量和速度呈正相关关系;战略活动和高竞争执行条件与竞争反应数量和速度呈负相关关系,相反,战术活动和低竞争执行条件却与竞争反应数量和速度呈正相关关系;国有企业对于竞争活动的反应无论从速度和数量上都低于私有企业。     

How do industry and country impact firm performance? A national and supranational analysis

We contribute to the literature of the country, industry and firm effects on performance by developing an autoregressive cross-classified mixed-effect linear model that examines heterogeneity in the profitability of corporations in emerging and developed economies, as well as corporations located in different supranational regions. To this purpose, we simultaneously decompose abnormal returns into permanent and transitory components at the firm, industry, country and industry–country levels. We find that firms in emerging countries have significantly higher rates of performance persistence and different sources of persistence compared to firms located in developed countries. These differences are also evident between different supranational regions and countries at different levels of institutional development.

     

Pitfalls in multi-national long-range planning

The authors of this article argue that too many companies are not getting the benefits which should be produced by their long-range planning systems. Of the many possible explanations for this, the authors concentrate on the major pitfalls which should be avoided in order to ensure good results. The article is based upon the results of a survey of planning pitfalls among corporations in six industrialized countries.     

Long range planning— Japan-USA— A comparative study

This article reports on a comparative study carried out in the U.S.A. and Japan. He concludes that in the U.S.A. long range planning is used to integrate the strategies of divisions and to control the divisions. The planning process is usually bottom-up rather than top-down.In Japan, long range planning is used for improving strategic decisions of top management, so the planning process is a centralized interactive process.Project emphasis rather than quantitative planning is a common characteristic in both the U.S.A. and Japan. However American corporations are more advanced in this respect. Many Japanese corporations suggest that project emphasis is the key success factor for planning.To cope with uncertainty, American corporations tend to update their plans every year or even at shorter intervals, while adopting contingency plans.To the same end, Japanese corporations are using two time horizon plans which are composed of a long range strategy and a medium range plan.With respect to follow-up and implementation, American corporations follow-up more closely and long range planning is used for the evaluation of managers of divisions. The quality of plan and accomplishment are reflected to the economic rewards.Japanese corporations are less inclined to follow up the long range plan itself, but it is considered as important to implement it through the budget and also through the project plan. Project teams are quite frequently used.     

We Are the Corporation: Dispersive CSR

We contend that the current trend of emphasis on corporate social responsibility (CSR) serves to divert the public's attention from the real ethical issues facing business and society. We extend the scope of social responsibility beyond business corporations to include a range of institutions. We also propose that CSRs be reconceptualized in terms of the ways that managers enable stakeholders to hold themselves and each other responsible for the ways their actions affect each other as they conduct business through the firm. In this article, we propose a new view of corporations and responsibility that reconstrues behavior currently referred to as CSR. Starting with an overview of theories of the firm, we show that the way in which a firm is conceived yields different views on CSR. A shortcoming of the theory of the firm approach to CSR is that it leads us to focus excessively on business corporations at the expense of a broader analysis of other institutional players. These theories also tend to emphasize the obligations of corporations to people rather than of people to each other. We propose that social responsibility be viewed through a systems theory paradigm instead. We then argue that corporations should be construed in terms of the people who impact them. We advance a different conception of business responsibility that is more comprehensive, inclusive, and systemic.