高管团队职能异质性与企业绩效关系研究:基于管理者认知和团队冲突的中介分析

高管团队的职能特征如何反映到企业绩效中一直是管理领域研究的重点,但是其实证检验结果呈现出复杂化的特征,一致性的结论尚未达成。本文从高阶梯理论和信息处理理论出发,较为全面地探索高管团队职能异质性如何影响企业绩效。研究结果表明:(1)高管团队职能异质性对企业绩效水平有负向的影响;(2)高管团队职能异质性会显著促进管理者认知集中性和复杂性的提高;(3)管理者认知集中性和复杂性的提高会进一步促进绩效水平的提高;(4)管理者认知是高管团队职能异质性影响企业绩效水平的中介机制;(5)高管团队职能异质性的提高会显著促进团队冲突的提高;(6)团队冲突的增强会抑制企业绩效水平的提高;(7)团队冲突是职能异质性影响企业绩效水平的中介机制。     

How to ensure that headquarters add value

Over the last few years many international corporations have started to restructure their organizations fundamentally by redistributing management tasks and creating small, market-oriented units. However strong the centrifugal forces were, the core task in restructuring these corporations was: how to redesign the corporate centre. The design of the corporate centre is of major importance for the performance of corporations. Corporate Centres can actively improve the performance of their business units, for instance by defining performance targets or by providing shared resources. On the other hand headquarters are frequently accused of being bureaucratic liabilities which make no contribution to corporate success. This problem has grown in recent years as organic growth, internationalization, and an increasing number of mergers and acquisitions have generated new co-ordination problems. These developments have given new priority to the question of corporate centre organization. What is required is the definition of an effective role for the centre and the establishment of central units with efficient scope and size. This article discusses both tasks in the light of current and future requirements for corporate centre organization.     

Organizational Slack and Corporate Greening: Broadening the Debate

Organizational slack seems to have an ambiguous relationship with corporate greening. On the one hand, excess resources can be used to experiment with new environmental innovations, or potential green market segments. On the other, excess resources can be used to build corporate buffers against pressures for environmental improvement, such as large corporate environmental departments or environmental lobbying activity, and resist changes to the core of the organization. This paper begins to resolve these conflicting arguments by broadening the debate on organizational slack and corporate greening. It builds on recent empirical studies of slack and corporate greening, and recognizes the many potential roles that different types of slack may play in a dynamic decision–making context. Using a theoretical framework suggested by Bourgeois (1981), the paper systematizes and draws lessons from examples of the roles of slack encountered in a recent series of 35 interviews within UK public limited companies. It concludes that future treatments of slack and environmental management should incorporate a more holistic view of slack, which recognizes its dynamic, complex and often contradictory effects on decision–making in organizations.     

Company Law and Corporate Governance of Start-ups in Germany: Legal Stipulations,Managerial Requirements,and Modification Strategies

Two topics which currently receivesubstantial interest are corporate governanceand start-up companies in the new economy.However, research combining both subjects israre. The present study aims to fill in thisgap because corporate governance is assumed toinfluence start-ups' performance. Sincepeculiarities of start-up companies exclude asimple application of extant governance wisdom,we develop propositions about corporategovernance structures of start-up companies inGermany – a country which has the most activestart-up scene in Europe but is also known forits far-reaching regulations of company law.This regulatory impact is most significantlyassociated with the choice of a legal form ofbusiness organization. While a certain legalform can provide some important advantages, itcan require at the same time corporategovernance structures which could imposeproblems on managing high-tech start-ups.Focussing the increasingly prevalent stockcorporation, we argue that this form, on theone hand, is advantageous for gaining resourcesand for the comprehensiveness of strategicdecision making. On the other hand, regulationsas the obligations to have collectiveresponsibilities in the management board and toset up a supervisory board can be expected todecelerate decision making and thus to putfirms at a disadvantage in high pacedindustries. We suggest that start-ups,therefore, make hidden modifications in orderto design effective corporate governanceconfigurations. The implementation of thesemodifications is facilitated by socialrelationships. First empirical insights intothe governance modalities of German start-upsare offered for illuminating our proposals.Thus, our study contributes to understandhow start-ups try to reconcile the governancedemands of both their business and their legalenvironment.     

Management Information Systems and Corporate Planning

If we accept the correlation between MIS and computer based systems then the corporate planner has to consider the impact on his own company of a major new function. In so far as computers and the associated highly paid staff are concerned, the planner is certainly threatened with a major cost growth area that develops a momentum of its own. He may need all his energy to contain this growth in highly expensive resources to a scale that matches the company's overall operations. On the other hand an emphasis on management information and redesigned systems may lead to radical redesign and improvement in profitability of a company's operations. These two aspects are different sides of the same coin and in the future the corporate planner will play a dominant part in determining whether a company enjoys the benefits as well as incurs the costs of a sophisticated MIS.     

Corporate governance and management practices: stakeholder involvement, quality and sustainability tools adoption

Local public services are the field in which New Public Management (NPM) and Public Governance issues are most in evidence. The local public services are characterized by the rethinking of the role played by local government in the provision of services. An evolution has taken place. From a traditional configuration in which local public services were managed by local governments they moved to a configuration where a separation has taken place between the local government role (which continues to be the guarantor of the satisfaction of public needs) and the role of local public utilities (LPUs) (responsible for delivering the services). This transformation implies both the delegation of resources and authority to lower organisational levels within the public sector and the reconfiguration of accountability chains between the state institutions and the society. In recent years, an intense debate has developed regarding the introduction of new tools and control systems. Particular attention has been paid to planning and control systems, human resources management systems, and performance management systems, leaving a few pioneers to develop their analysis on corporate governance mechanisms with regard their relationships with both the external (stakeholders) actors and the internal (management) ones. On one hand, the OECD wrote guidelines in order to ensure good corporate governance practices, focusing on relations with stakeholders. On the other hand, the dialogue between corporate governance and stakeholders has been already tackled by a number of International organizations guidelines or principles, following a debate on corporate governance that has progressively combined a stakeholder perspective with a more classic shareholder-maximizing model of governance. This article contributes to the debate on the stakeholder involvement process. By means of both a theoretical discussion and an empirical research conducted on 37 Italian LPUs, this paper attempts to analyse specific management tools which can be used to improve the quality of corporate governance in LPUs, by extending the stakeholder involvement. Some NPM’s tools, such as quality standards and sustainability tools imply an effort to offer new forms of organizational behaviour in the decision-making processes (i.e. the choice of the performance indicators and the reporting tools) and to create a dialogue between the enterprise and its stakeholders. In particular, in our study we focus on the adoption of quality standards (ISO 9000 and Customer Satisfaction) and sustainability tools (sustainability reports and ISO 14000 standard) as NPM’s tools to facilitate the stakeholder involvement practices.     

Planning for a new international economic order?

Many a familiar planning instrument seems buried in the hot desert of the Persian Gulf: extrapolations, forecasts and projections. The corporate planner is now highly environmentally oriented. If he has recovered from the energy crisis, is conversant with the food emergency, and resigned to persistent inflation—he is about to face a new and unfamiliar phenomenon. It is ambitiously called “the new international economic order” (for the sake of brevity: NIEO).     

负债代理冲突影响企业投资行为的实物期权分析

本文利用实物期权方法研究了负债代理冲突下的企业投资决策问题.与现有的研究文献不同,本文不仅考虑了无破产代理下的股东投资目标异化对企业投资决策的影响机理,而且分析了破产代理冲突所导致的企业投资决策扭曲问题.研究结果表明:负债企业股东通常存在过度投资现象,这种过度投资一方面来自投资目标异化影响下的股东对税收利益的过度追逐,另一方面来自策略性违约破产对股东投资风险的庇护作用.在较低负债水平下,前者是企业投资决策扭曲的主导机制;在较高负债水平下,后者的影响则更为显著.并且,高风险项目更容易产生投资目标异化下的投资扭曲,而破产代理下的高成长项目的投资扭曲则会更加严重.     

The impact of corporate governance on auditor choice: evidence from Germany

Statutory audits are only beneficial if the appropriate audit quality is both provided and perceived by the users of audited financial statements. On the one hand, Big 4 audit firms are commonly viewed as producing high quality audits. On the other hand, regulators complain about the high market share of Big 4 audit firms. In this context, it is of interest to examine the drivers of a Big 4 audit firm selection. Despite extensive prior research, there is still a lack of findings form Continental European countries and on the impact of corporate governance on auditor choice. This paper on hand is intended to fill the related research gap. Thus, our study identifies variables that determine the auditor choice of large German listed companies. Based on a sample of 432 firm-year observations for the period 2010–2014, our logistic regression analysis suggests that the corporate governance structure influences auditor choice significantly. Notably, the annual meeting frequency of the audit committee and the size of the supervisory board are positively associated with the engagement of a Big 4 audit firm. However, the meeting frequency of the supervisory board and the compliance to the German corporate governance code are negatively related to the choice of a Big 4 auditor. Additionally, the proportion of female supervisory board members does not exert a significant impact. The results remain stable when the DAX30 observations, for which statutory audits are exclusively performed by Big 4 audit firms, are excluded. The main contribution of our paper is, that it sheds light on the impact of corporate governance variables not analyzed by prior research, like supervisory board characteristics, deviations from a corporate governance code, or the female quota, in a Continental European setting, and that it mainly indicates a complementary relationship. Despite the peculiarities of the German setting, the two-tier corporate governance system and the low level of investor protection, the findings of our study are not only relevant for Germany, since many other Continental European countries are characterized by a similar environment. The study’s findings are of particular interest for regulators when addressing audit market structure problems.     

基于供应链的企业信贷风险评估研究

提出了基于供应链的企业信贷风险评估指标体系,全面地评估贷款申请企业的偿贷能力,克服了当前企业信贷风险评估中存在的只对申贷企业孤立评判的不足.应用BP神经网络,基于新提出的企业信贷风险评估指标体系,开发了风险评估的数学模型.算例研究的结果表明,该模型具有良好的可操作性,能对企业贷款申请进行有效、精确地评估.     

Channel Strategies for Durable Goods: Coexistence of Selling and Leasing to Individual and Corporate Consumers

In durable goods markets, such as those for automobiles or computers, the coexistence of selling and leasing is common as is the existence of both corporate and individual consumers. Leases to corporate consumers affect the price of used goods on the second‐hand market which in turn affect the buying and leasing behavior of individual consumers. The setting of prices (or volumes) for sale and lease to individual and corporate consumers is a complicated problem for manufacturers. We consider a manufacturer who concurrently sells and leases a finitely durable good to both individual and corporate consumers. The interaction between the manufacturer and consumers is modeled as a dynamic sequential game, where each player seeks to maximize its own payoff over an infinite horizon. We study how the corporate channel substitutability of new goods and used goods and transaction costs in the second‐hand market affect the manufacturer's pricing decisions, consumer behavior, and social welfare in the retail market. Making a number of simplifying assumptions, including two‐period lifetime for the finitely durable goods, we consider Markov Perfect Equilibrium as the solution concept. We show that the manufacturer can maximize her profit by segmenting consumers according to their willingness to pay. Selling and leasing are the mechanisms used for price discrimination in the retail market. We show that as she leases a larger share of her production to the corporate consumer, (1) the manufacturer does not necessarily have to adjust the optimal selling price of new goods to individual consumers, and the volume of sales of new goods to individual consumers can stay the same; (2) the manufacturer does increase the retail lease price, and the number of individual leases decreases; (3) the net supply of used goods on the market increases, leading to a lower market price for used goods; and (4) more individual consumers are able to participate in the market, and their collective welfare or net utility improves. We also show that as production costs increase the manufacturer increases prices, reducing volumes across all channels. When transaction costs increase, the manufacturer reduces leasing in both corporate and retail channels.     

Effective responses to public reviews: An environmental manager's perspective at Phillips Petroleum Company

The scrutiny of corporate performance has escalated with the advent of Internet communications and attention by third-party public interest groups to the three dimensions of sustainable development: social, economic and environmental performance. Despite the attention that Philips Petroleum has paid to developing an environmental management system that meets or exceeds ISO 1400 standards—and their participation as a lead company in developing the PERI (Public Environmental Reporting Initiative) standards—Philips found themselves at the tail-end of a ranking of oil refineries by the Council on Economic Priorities.In this article, Barbara Price, Vice President of Health, Environment and Safety (HSE) at Phillips Petroleum, describes a positive approach in communications strategy that works when the results from an external review process are unexpectedly negative.     

How will the British post office cope with technological change

This article considers the trends and the new technologies available to the Post Office which will have some bearing of the transfer of message carrying fromt the Post to Telecommunications. It also considers the practicalities of electronic mail and the future prospects for the traditional mail service. The objective is to provide some practical guidelines for the communications input to corporate planning.     

Coaching von F��hrungskr?ften in Change Management Prozessen

In times of change Executives often face unexpected and conflicting challenges that require special effort to be reconciled. On the one hand, Top Management continues to raise performance demands on them. On the other hand, employees expect from their supervisors clear direction and emotional support. To enhance Executives?? effectiveness in change companies often deploy Executive Coaching to provide cadre with methodological support in designing and leading corporate transformation. This is based on the fact that change will be more sustainable if solutions are developed in a participative way by members of the organization themselves. Based on an analysis of leadership challenges in times of change the paper outlines critical competences that help to successfully manage volatility, and presents a proven framework for Executive Change Management Coaching.     

Strategic Integration and Devolvement of Human Resource Management in the UK Manufacturing Sector

This paper analyses the practices of ‘integration’ of HRM into the corporate strategy and ‘devolvement’ of responsibility for HRM to line managers in six British manufacturing industries. The findings are based on a questionnaire survey, in‐depth interviews and cognitive mapping methodologies. The results show that over 50% of the firms under study practise a high level of strategic integration. On the other hand, over 61% of the sample firms practise a low level of devolvement practices. Interestingly, both the practices of integration of HRM into the corporate strategy and devolvement of HRM to line managers are more determined by a number of organizational policies than traditional contingent variables. The adoption of the mixed methodology has been useful. The findings contribute to strategic HRM literature, and also have some key messages for policy‐makers in the field. The cognitive maps developed in the paper could be used to give feedback and training to managers.     

The individualized corporation: An interview with Sumantra Ghoshal

Sumantra Ghoshal discusses the main features of his and Christopher Bartlett's new book, The Individualized Corporation, leading on to some of his current thinking on management issues in multinational corporations.Much of the book is devoted to describing the new corporate model, and to suggesting how such a company can be built and managed. Ghoshal points out that the major challenge to an individualized corporation is to manage people. A successful firm has a ‘smell of the place’ which motivates and invigorates its people. It also is capable of joint learning and a transformation process that progressively involves rationalization, revitalization and continuous self-renewal: the last of these is called in the book ‘cooking sweet and sour’.Reflecting Ghoshal's evolving thinking, the book moves well beyond managerial specifics to the realm of corporate philosophy. Management doctrine is changing from the old model of strategy, structure and systems to one built on purpose, process and people - a doctrine which embodies a new moral contact with employees.Looking at the future, Ghoshal insists we need an institutional theory of the firm, which recognizes their role as social institutions and also the role of management in distinguishing the visible hand of companies from the invisible hand of markets. This, and an inquiry into the management of the process of change - at a managerial, micro-level of analysis - is his new personal intellectual challenge.     

Why the Extractive Industry Should Support Mandatory Transparency: A Shared Value Approach

The Transparency Amendment, included in the Dodd‐Frank Wall Street Reform and Consumer Protection Act, can be an important tool in curtailing the resource curse that so heavily burdens resource‐rich developing countries by shedding light on opaque payments between the extractive sector and host countries. From the get‐go, however, extractive industry companies have fiercely opposed the new mandatory disclosure requirements as set out in this regulation. The corporate opposition is for the largest part motivated by the fear of a competitive disadvantage that derives from the fact that the amendment is housed with the Securities and Exchange Commission (SEC) and thus only holds jurisdiction over those that report to the SEC. Although on the one hand watering down these corporate fears, this article draws on the “shared value approach” and empirical evidence to argue that there is a business case for transparency. This refreshing take on transparency regulation invites corporate leaders to reassess their current oppositional stance and to embrace new initiatives like the Transparency Amendment and to take a proactive stance in building a convincing global regulatory system of transparency.     

International acquisition performance and experience: A resource-based view. Evidence from French acquisitions in the United States (1988–2004)

Does an acquirer with extensive acquisition experience outperform an acquirer with little or no acquisition experience? Does an acquirer with varied growth mode experience (i.e. a company undertaking not only acquisitions but also joint ventures) outperform a company that has very homogeneous experience (i.e. a company growing exclusively through acquisitions)? The main purpose of our article is to examine these two questions in-depth and to attempt to provide some answers. The questions led us to analyze the valuation effect of the acquirer's experience for 291 French acquisitions in the United States. The results were mixed with regard to the relationship between acquisition performance, acquisition experience and heterogeneous experience. On the one hand we found no relationship between the acquisition performance and heterogeneous experience of French acquirers, which is not consistent with the literature on stock market valuation of homogeneous “experience trajectories” [Singh, H., Zollo, M., 1998. The impact of knowledge codification, experience trajectories and integration strategies on the performance of corporate acquisitions. Working Paper INSEAD, 98,62,SM.]. On the other hand, our findings indicate that the relationship between the acquisition performance and acquisition experience of French acquirers follows a curvilinear (inverted U-shaped) distribution.     

Die Rolle des Bilanzrechts in der aktuellen Corporate Governance-Diskussion

This paper discusses the role of accounting and auditing and its regulation in the current debate over good corporate governance. Part I addresses the functional relationship of accounting and corporate governance and the extent to which the goals of accounting and auditing on one hand and of corporate governance on the other hand converge. Part II discusses the ways in which specific substantive and formal or procedural features of accounting and auditing are designed to foster the goals of good corporate governance. Finally, part III presents a number of regulatory steps taken recently in order to enhance efficiency of accounting and auditing as devices to promote good corporate governance. It becomes evident that despite strong emphasis on information and disclosure as core functions of accounting, the original and prime function of accounting is self-information and self-account, particularly with regard to corporate governance, as has been evidenced by recent attempts of regulators to exploit self-information and self-account functions of accounting in the context of risk-management and the relationship between accountant and supervisory board. From a regulator’s perspective this recent development is of particular interest since after a long period of focusing on transparency and disclosure the classical technique of material regulation is back in the center or legislative attention.     

The influence of corporate governance on changes in risk following the global financial crisis: evidence from the Portuguese stock market

This paper examines the influence of corporate governance characteristics on changes in total, market and idiosyncratic risk in the Portuguese capital market following the collapse of Lehman Brothers. We aim to address corporate practices, while determining if corporate governance characteristics can help predict future variations of the risk associated with a certain security and, in this sense, if these characteristics may be used to help monitor or forecast risk of an existing portfolio of securities over time. We find positive and significant changes in total and idiosyncratic risk for non-financial firms listed on Euronext Lisbon, consistent with increases in investor uncertainty during the crisis period. Our results suggest that changes in risk measures over a shorter-term and a longer-term period vary with governance characteristics. The capital market rewarded companies with a greater proportion of non-executive directors and directors that exercise (on average) management roles in more companies or institutions. On the other hand, the capital market punished companies with a greater proportion of independent directors and greater ownership concentration.