合理控制权私有收益与超额控制权私有收益——基于中小股东视角的解释

引入小股东容忍水平,从小股东角度对大股东控制权私有收益进行划分,将控制权私有收益区分为合理控制权私有收益与超额控制权私有收益,对大股东侵害和控制权私有收益理论做出相应的调整,探讨了适度控制权私有收益的合理性,并结合模型对该思想进行验证.研究表明,一定的条件下,大股东会选择一个能使小股东保持沉默的水平来获取合理控制权私有收益,保持控制权私有收益的可持续性.合理控制权私有收益对大股东经营与管理公司具有正向激励作用,而超额控制权私有收益具有侵害性质,会使得大、小股东收益受损,同时公司价值下降.     

Health care costs: saving in the private sector

Robeson offers a number of options to employers to help reduce the impact of increasing health care costs. He points out that large organizations which employ hundreds of people have considerable market power which can be exerted to contain costs. It is suggested that the risk management departments assume the responsibility for managing the effort to reduce the costs of medical care and of the health insurance programs of these organizations since that staff is experienced at evaluating premiums and negotiating with third-party payors. The article examines a number of short-run strategies for firms to pursue to contain health care costs: (1) use alternative delivery systems such as health maintenance organizations (HMOs) which have cost-cutting potential but require marketing efforts to persuade employees of their desirability; (2) contracts with third-party payors which require a second opinion (peer review), a practice which saved one labor union over $2 million from 1972 to 1976; (3) implementation of insurance coverage for less expensive outpatient care; and (4) the use of claims review. These strategies are compared in terms of four criteria: supply of demand for health services; management effort; cost; and time necessary for realized savings. Robeson concludes that development of a management plan for containing health care costs requires an extensive analysis of alternatives, organizational objectives, existing policies, and resources, and offers a table summarizing the cost-containment strategies that a firm should consider.     

Adapting production for private label goods

Linear Programming (LP) is a valuable tool of operational research and has been applied successfully to problems of production scheduling, particularly in the process industries. It is dependent to a large degree on forecasts of demand for the products: when demand is erratic, production scheduling suffers, whatever the technique employed. LP is sometimes adopted, however, in situations which do not necessarily warrant its use. Such a case arose when considering the production difficulties of private label goods in the food industry. The problem was eventually modified with the full cooperation of management, despite initial opposition. The solution found was to adapt as a company to market conditions, instead of forcing the production function to operate within artificial constraints.     

Conflicts between public and private opinion

The opportunities for research in the 1980s will be much affected by changes in society. In particular, by a clash between two powerful forces—the producer bureaucracy and the new individualism. It will be a clash of values and opinions; and research will be needed to measure them.However, there are dangers in the way that opinion research will be used, and especially in the way that it will be publicized. The protagonists in the arguments on many social issues are likely to make increasing use of published ‘research events’— that is, over-simplified and superficial figures on public opinion, designed mainly to appeal to the media's need for simple and dramatic news, and thence to affect public policies.In fact, the evidence is very strong that there is a genuine difference between people's private opinions and their public opinions. But the requirements of media contests will tend to force research methods to concentrate heavily on public opinions. The danger is not so much that this would distort social policies (though it might) as that it could damage the reputation of market research in general—especially if, as is likely, the findings of one group's ‘research events’ appeared to be directly opposed to those of another's.One important challenge of the 1980s will be to identify these risks and do something to guard against them. Five simple guidelines are suggested which I hope can contribute to a joint campaign to educate in the proper use and presentation of opinion research.     

Regulating private monopolies and promoting competition

This article describes developments in the British telecommunications industry in its transition from the public to the private sector. These developments are not particular to this industry alone. The 1980s are seeing a movement away from direct government control in large organizations in the public sector and towards privatization, for reasons that are both political and economic. The experience of the telecommunications industry has both particular and general relevance.     

推动民营经济协调发展的探索

民 营 经 济 是 天 然 的 市 场 经 济 ,是 现 实的 民本 经济 , 是 典型 的 内 源经 济 。民 营经 济是 以 人 民群 众 为 主体 ,充 分实 现 民有 、民 办、民 享 、民 富的 民 生经 济,也是 一种 充 满 人 格化 、人 性 化的 百姓 经济 。因此 ,必 须坚 持以 人 为本 ,解 决好 民 营 经济 发 展 初级 阶 段制 约其 发展 的 “信 心 不 足、信任 不 够、 信用 建设 不 快 和信 息 渠 道不畅 ”等 问题 ,进 一 步推 动 思 想 的大 业 通过 裂 变扩 张、重 组联 合 ,先 后 完解 放 ,真 正 形 成 “放 心 、放 胆 、放 手 、 …     

The private practitioner in hospital quality assurance

External forces continue to dictate the necessity of delivering high-quality health care along with methods of proving that the claimed quality is attained. Gone are the days when both the institution and its practitioners could answer quality questions simply by stating that they were delivering excellent health care to their patient population. The federal government, via the Health Care Financing Administration, and the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) are mandating that institutions prove, without question, that they are delivering health care of the highest quality. The essential key to attaining these goals is cooperative private practitioners.     

Mexican system a mix of public and private providers

The following article is one of a series that deal with the provision of health care services around the world. Other countries in the series include Canada, Germany, Italy, Japan, the Netherlands, and the United States. Countries scheduled for coverage in the series include Austria, France, Singapore, Spain, and the United Kingdom. The countries are described using a grid of characteristics so that comparisons may be made more easily. All of the analyses, along with further comparative data, will be gathered into a freestanding book to be published later in the year. Dr. Mendoza serves as the editor for the project.     

The state of private sector strategic planning in Canada

This paper examines Canadian strategic planning expertise from a number of different aspects. It evaluates the relative sophistication of Canadian and American management consultants and points out that the U.S. expertise is still particularly good and preferred. It is perhaps a pertinent comment that the view of many is that ‘The U.S. people have … defined their products in such a way as clients can use them’. Analysis of the stimuli for strategic planning is an appropriate focus, particularly since it concludes that it is rare that a visionary cheif executive is responsible! Most companies appear to pursue strategic planning through fear rather than enlightenment. The quality of input to the planning process varies widely, with extrapolation from the past a major preoccupation. There appears to be a lack of environmental analysis. The author analyses a number of important issues and concludes that a bolder embrace of strategic planning would serve Canadian management well in responding to the extensive challenge facing their country's economy in the next 10 years.     

From primary care physician employment to private practice: easing the transition

In most cases, the practice acquisition and employment strategy of the 1990s has backfired, with acquired physician practices losing in the range of $50,000 to $100,000 or more per physician annually. There are two alternatives for addressing the operating deficits incurred from practice ownership and physician employment: (1) restructuring through the implementation of network-wide and practice-specific initiatives to improve financial performance; or (2) wholesale (i.e., all practices) or selective practice divestiture, depending on the individual practice financial performance and "fit" with the physician network strategic priorities. Unraveling a decade's worth of physician-health system relationships that are grounded by the notion of acquisition and employment is going to be a complex process for both parties. But given the magnitude of financial losses on acquired practices and the inability of health care providers to sustain future losses, there simply are not options beyond restructuring or divesting these relationships.     

The private life of CEOs; A strategic leadership perspective

Major events in the private lives of CEOs have been a source of fascination for decades. However, despite gaining traction, studies on the relevant phenomena (e.g., marriage, divorce, parenthood, illness) remain scattered in parallel across disciplines. We thematically review the interdisciplinary evidence on the fast-emerging literature on CEO private life events (72 unique studies) to consolidate our understanding of how private life events can become reflected in the professional domains of CEO influence. Through this approach, we comprehensively intersect empirical progress on CEO life events with key strategic leadership outcomes (i.e., performance, strategy, socio-ethical issues, innovation, governance), allowing us to identify key gaps and highlight inconsistencies. We then propose several research opportunities and challenges to move the field from phenomenon-driven standalone studies to a more coherent research program on the blurred boundaries between the private and professional lives of CEOs.     

Private sector management of food safety: public regulation and the role of private controls

Private sector responses to the challenge of managing food safety are explored. This paper clarifies the objectives of this special issue, introducing the key issues in each of the following articles. The degree and manner of regulatory compliance, an important element of any strategic food safety management decision, are discussed. Separate of the response to regulations, the incentives of firms to implement advanced management systems are documented. The paper pays particular attention to firm efforts to minimize the potential for product recalls.     

Corporate governance effectiveness along the entrepreneurial process of a family firm: the role of private equity

This paper was motivated by the increasing interest in the corporate governance debate on how effective structure and processes may influence entrepreneurial transitions. Along the entrepreneurial process, little research to date has investigated the exit in the context of entrepreneurial family firms. Previous literature has considered the exit mainly as a failure for entrepreneurial families, but when uncertainties arise this choice may enable ownership transitions, thus facilitating survival and long term strategies. Among the exit options, a private equity buyout may balance the family’s wealth protection and the firm’s future growth. However, which family specific characteristics and strategic needs may affect the exit option still remains a neglected topic. Drawing on corporate governance literature and recent research addressing entrepreneurship in family firms, this paper investigates, by a single case study, the bridging role of private equity buyout for going through entrepreneurial transitions. Findings suggest that a private equity buyout is a governance mechanism that may sustain an entrepreneurial transition by realigning family interests and goals. It may also allow the family commitment for improving organizational capabilities required by an entrepreneurial transition.     

Government policies and private enterprise—Some fundamental trends

In this article the author argues that governmental policies depend largely on the objectives of the community, more specifically with regard to private enterprises it may be interesting to reflect on the respective roles of the free market mechanism, the public authorities and the socio-economic groups in the future economic system.     

Robust allocation of a defensive budget considering an attacker's private information

Attackers' private information is one of the main issues in defensive resource allocation games in homeland security. The outcome of a defense resource allocation decision critically depends on the accuracy of estimations about the attacker's attributes. However, terrorists' goals may be unknown to the defender, necessitating robust decisions by the defender. This article develops a robust-optimization game-theoretical model for identifying optimal defense resource allocation strategies for a rational defender facing a strategic attacker while the attacker's valuation of targets, being the most critical attribute of the attacker, is unknown but belongs to bounded distribution-free intervals. To our best knowledge, no previous research has applied robust optimization in homeland security resource allocation when uncertainty is defined in bounded distribution-free intervals. The key features of our model include (1) modeling uncertainty in attackers' attributes, where uncertainty is characterized by bounded intervals; (2) finding the robust-optimization equilibrium for the defender using concepts dealing with budget of uncertainty and price of robustness; and (3) applying the proposed model to real data.     

Bureaucracy,decision-making and leadership in private and public organisations

Starting from the current political discussion of privatization, a comparison is made between private and public organizations, focusing on the degree of bureaucracy and the processes of decision-making and leadership in the organizations. The comparison is based on empirical data published in the literature of organizational research, including some fresh material from a recent comparative study of strategic decision-making in British and Swedish organizations. On the basis of these empirical data, it is concluded that many of the arguments put forward in the discussion of privatization do not seem to be grounded in facts, and that the results of organizational research do not confirm the great differences that are said to exist between private and public organizations.