债转股面临的问题及对策

为了防范债转股实施中的风险，本文通过分析债转股运作中的道德风险，效益问题，内部人控制问题，债转股的法律风险和资产管理公司的退出等几个主要问题，提出了加强债转股工作的宣传，慎重选择实施对象，加快债转股企业现代企业制度的建立，建立和完善相关法律和完善资本市场等若干对策。     

"债转股"热中的冷思考

作者从微观治理结构出发,从新的角度阐述了“债转股”的本质含义,指出了“债转股”在现实运作中可能存在的问题。作者来自企业管理一线,对企业微观层面的把握具有较强的代表性,希望该文能引起我国目前“债转股”热中的冷思考!———首席主持:梁克先“债转股”作为一项制度安排,其要义在于通过企业股权结构的变化,促使企业改善微观的治理结构,提高资产的运行质量,以达到提高经济效益的目的。但在实践中,许多国有企业的领导和地方官员对“债转股”的认识存在着误区:认为“债转股”是一份免费的午餐,简单地把它理解为减轻国有企业负担的一种措…     

我国债转股的两个关键性问题及其处理

为解决国有企业资金不足和银行的不良资产问题而出台的债转股已引起世人的关注，它的直接目的是核销银行不良贷款和帮助国有企业脱困，但它也面临银行和资产管理公司的道德风险问题以及资产管理公司最终如何退出的问题，本文分析了债转股的流程，继而对这两个关键性的问题提出了解决方案。     

债转股对企业体制影响分析

光靠债转股 ,对于大部分困难重重的国有企业而言无疑是杯水车薪。笔者认为债转股对企业的影响的真正作用不应该止于眼前利益 ,更重要的是它应该对国企建制转机 ,规范管理 ,加强对经营者的监督 ,建立一套科学、规范的符合《公司法》的公司体制。但通过一年多的实践 ,笔者认为距这个目标尚有差距。主要表现为 :1 《公司法》规定 ,公司的股东权利包括资产受益权、对企业重大事项的决策权、对经营者的选择权 ,对企业的监督管理权等。但从目前的状况看 ,资产管理公司作为企业股东很难完整地行使这些权利。首先由于资产管理公司对企业阶段性持股的…     

从公司治理角度看债转股对国有企业改革的作用

本文结合几家债转股企业的案例，分析了债转股对我国有企业治理的影响。债转股对于企业的公司制改革，产权多元化，改善企业的公司治理均有一定的积极作用。     

国家经贸委制定法律对债转股和政策性破产项目和单位进行督查

前国家经贸委已制定对债转股项目和政策性破产项目执行单位的督查办法并开始施行。《国家经贸委重点项目督查办法》指出，在债转股项目执行方面，国家将重点督查企业与金融资产管理公司是否严格按照国家有关规定签署债转股协议，是否按国务院批准的债转股额度实施债转股；债转股新公司注册登记前的报批手续是否完备，公司章程是否符合债转股政策和法律、法规规定，公司法人治理结构是否完善；职工分流和扭亏脱困措施落实情况；地方政府对债转股企业承诺的配套政策是否兑现，政府接收企业办社会职能工作是否落实，是否减轻企业负担。对政策性…     

债转股三忧

转股作为国企扭亏脱困的“杀手锏”之一，为国有大中型企业顺利实现“三年两目标”曾立下汗马功劳。然而，到目前为止债转股所取得的成效还只能说是阶段性的。笔者认为，就完整意义上的债转股而言，应完成如下三个“脱离”：第一，企业债务从银行脱离而转为资产管理公司对企业的股权；第二，企业的非生产经营性资产脱离生产系统，后勤及辅助人员进入社会由地方政府接管；第三，金融资产管理公司所持有的股权退出，通过企业回购或转让给其他法人股东或私人股东或外资，使这一部分国有股权在资本市场中合理流动，自愿交易而退出竞争性领域，实…     

合钢债转股5.68亿元

<正> 近日,合肥钢铁集团公司(简称合钢)与三家资产管理公司就所欠工商、农业、建设三大银行贷款5.68亿元债转股事宜正式签署了协议。三家资产管理公司的债转股数额分别为:中国华融资产管理公司39040万元,中国长城资产管理公司13571万元,中国信达资产管理公司4231万元。债转股后,合钢的资产负债率从61.93％降至44.1％,每年减少利息支出约3500万元。据悉,合钢是安徽省第一家正式签署债转股协议的企业。     

债转股及其运作

当前正在进行的债权转股权工作，是以国有商业银行组建的金融资产管理公司（信达、华融、长城、东方）和国家开发银行自身作为投资主体，将以往形成的不良信贷资产转为金融资产管理公司对企业的股权，以及国家开发银行对企业的股权，变银行与企业之间原来的债权债务关系，为金融资产管理公司及国家开发银行与将要实施债转股企业之间持股与被持股或控股与被控股的关系，是由原来的还本付息变为按股分红。实施债转股后，金融资产管理公司与国家开发银行将成为企业阶段性持股的股东，可依法行使股东权利，参与公司重大事务的决策，但不干预企业…     

浅析债转股

<正> 随着信达、华融、长城和东方四家金融资产管理公司的相继成立和运作,银行不良资产的处理手段之一——债转股也受到关注。本文拟就债转股的积极作用、应注意的问题及其在银企改革中的定位加以探讨。 一、债转股的实质 债转股是由金融资产管理公司作为投资主体,将商业银行原有的不良信贷资产转     

Stakeholder management as a predictor of CEO compensation: main effects and interactions with financial performance

We test the effects of stakeholder management on CEOs' salaries, bonuses, stock options, and total compensation. We also examine the extent to which the interaction of stakeholder management and financial performance determines compensation. Using a longitudinal database of 406 Fortune 1000 firms, our results suggest that stakeholder management is relevant to boards of directors when setting CEO compensation. Specifically, we found a significant, negative main effect of stakeholder management on CEO salaries. Further, we found that stakeholder management typically reduces the rewards CEOs may get for increasing levels of financial performance. In tandem, these results indicate that CEOs may jeopardize their personal wealth by pursuing stakeholder‐related initiatives. Copyright © 2005 John Wiley & Sons, Ltd.     

Stakeholder relations and the persistence of corporate financial performance

We examine the effect of a firm's relations with its nonfinancial stakeholders, including its employees, suppliers, customers, and communities, on the persistence of both superior and inferior financial performance. In particular, integrating and extending the resource‐based view of the firm and stakeholder management literatures, we develop the arguments that good stakeholder relations not only enable a firm with superior financial performance to sustain its competitive advantage for a longer period of time, but more importantly, also help poorly performing firms to recover from disadvantageous positions more quickly. The arguments are supported by the analysis of a series of first‐order autoregressive models. Our findings further suggest that the positive effect of good stakeholder relations on the persistence of superior performance is not as strong as that of some other firm resources, such as technological knowledge, but it is the only factor examined that promises to help a firm recover from inferior performance. Therefore, the role of positive stakeholder relations in helping poorly performing firms recover is found to be more critical than its role in helping superior firms sustain their performance advantage. Copyright © 2009 John Wiley & Sons, Ltd.     

Is more supply chain integration always beneficial to financial performance?

While most studies argue that supply chain integration (SCI) has positive effect on financial performance, some literature cautions that SCI may impair financial performance under certain conditions. Our research extends this research stream by considering the adverse effect of SCI. In this study, we examine how supplier integration, internal integration and customer integration contribute to or impede firms’ financial performance and investigate the complementary roles of top management support in this process combining the resource-based view and transaction cost economics. Our findings from a survey of 195 firms in China indicate both favorable and adverse effects of SCI by showing an inverted U-shaped relationship between SCI and financial performance. Thus, either too little or too much SCI can impair financial performance. In addition, top management support can be considered as a complementary asset to SCI. This finding suggests that firms should focus on the important roles of top management support so as to improve financial performance through SCI more effectively. This study opens up new research avenues for SCI and suggests directions for future research and practice by exploring under what conditions SCI can help to improve financial performance.     

Signaling valuable human capital: Advocacy group work experience and its effect on employee pay in innovative firms

Research Summary: The ability of innovative firms to create and capture value depends on innovations that are quickly and widely adopted. Yet, stakeholder concerns can establish important barriers to diffusion. We study the human capital aspect of this challenge and investigate whether innovative firms pay salary premiums to new hires with work experience from advocacy groups like Transparency International. We integrate strategic human capital with stakeholder theory and suggest that advocacy group experience creates signals for valuable human capital in terms of stakeholder knowledge and legitimacy transfers to innovative firms. Using matched data for 3,562 employees in Denmark, we find that new hires with advocacy group experience enjoy larger salary premiums at technologically leading firms, in occupations with direct stakeholder interaction, and for advocacy group top management. Managerial Summary: Innovation research is increasingly aware of the non-technological factors behind successful innovations. Users, regulators, or public opinion can be benevolent supporters or stingy opponents of innovations. Employees with an understanding of the needs and sensitivities of societal stakeholders should therefore be valuable to innovative firms. We find this to be the case when innovative firms hire employees from advocacy groups representing such stakeholders (e.g., Transparency International). Such employees receive higher salaries than an otherwise comparable reference group. These findings indicate that recruiting needs of innovative firms reward stakeholder experience, not merely technological expertise. They demonstrate how firms can create value in the pursuit of the public interest. Further, advocacy groups emerge as an important career stage allowing individuals to develop credible signals for stakeholder expertise.     

Spinning gold: The financial returns to stakeholder engagement

We provide direct empirical evidence in support of instrumental stakeholder theory's argument that increasing stakeholder support enhances the financial valuation of a firm, holding constant the objective valuation of the physical assets under its control. We undertake this analysis using panel data on 26 gold mines owned by 19 publicly traded firms over the period 1993–2008. We code over 50,000 stakeholder events from media reports to develop an index of the degree of stakeholder conflict/cooperation for these mines. By incorporating this index in a market capitalization analysis, we reduce the discount placed by financial markets on the net present value of the physical assets controlled by these firms from 72 percent to between 37 and 13 percent. Copyright © 2013 John Wiley & Sons, Ltd.     

B2B relationship management in complex product systems (CoPS)

The management of complex product systems (CoPS) has been studied in the academic literature, so far, from a process, organizational, external environment, and technological perspective. Little research has investigated stakeholders' perspectives, particularly when the management of innovative customized solutions is involved. When firms are engaging more and more in complex projects, to create a competitive advantage, academic research should focus on stakeholder interactions and the detailed processes they use, to reinforce stakeholder engagement and to co-create value. Hence, this call for paper was an invitation for scholars to submit papers to study CoPS from a relationship management perspective.     

The roles of stakeholder support and procedure-oriented management on asset recovery

As the management of returned products is fast becoming a business trend caused by pressure for compliance, asset recovery is increasingly viewed as a fertile area for firms to reduce cost and improve quality. Environmental management is a viable approach for Chinese manufacturers to respond to the escalating international quest for conserving the environment, to tackle the problem of rising raw material costs, and to improve product quality by analyzing returned products. To reach the goals of cost reduction and product quality improvement, manufacturers need to understand how asset recovery can be leveraged through procedure-based practices and stakeholder support to enhance performance. Product type, characterized by different levels of demand uncertainty and time-to-market, may affect the outcomes of asset recovery adoption and should also be taken into account. Drawing on the environmental management and business logistics literature, we provide empirical insights on asset recovery adoption using survey data collected from export-oriented Chinese manufacturers. We find that asset recovery and stakeholder support are complementary in strengthening manufacturers' financial performance regardless of product type. In addition, the performance impact of asset recovery can be substantial when manufacturers' environmental management practices are less procedural, allowing flexibility in the logistics management of product flows.     

A multilateral stakeholder salience approach: An extension of the stakeholder identification and salience framework

The stakeholder identification and salience framework of Mitchell, Agle, and Wood (MAW) has become one of the most important models of its type in the management and organizational literature. However, its underlying theory and associated empirical methodology have not incorporated previous research results concerning value creation stakeholder theory, which has gained increasing attention in recent years. In this paper, we introduce a modified multilateral stakeholder salience (MSS) model that extends the original salience framework both conceptually and empirically. We compare the results of the proposed MSS model with the original MAW model using data from European franchise firms. Overall, this study contributes to the ongoing debate about the theoretical foundation of stakeholder involvement in firms and networks.     

Corporate Social Responsibility and Governance: The Role of Executive Compensation

This article examines the relationship between corporate governance and corporate sustainability by focusing on an essential component of companies' governance structure: executive compensation programs. We propose an original empirical strategy based on a large set of the biggest capitalizations in Organization for Economic Cooperation and Development (OECD) countries over the period 2004–2018, with explicit measures of how companies integrate into executive managers' remuneration precise criteria of corporate social responsibility, an incentive scheme called corporate social responsibility (CSR) contracting. Our results show that proposing executive compensation programs including CSR criteria has a negative impact on financial performance, and a large positive impact on extra-financial performance based on the following dimensions: relationship with customers and suppliers, and community involvement. Second, we explore the moderating role of the corporate governance model by distinguishing the impact between firms with a shareholder or stakeholder corporate governance model and reveal significant differences in the impact of CSR contracting. For firms with a stakeholder corporate governance model, CSR contracting is no longer associated with a fall of financial performance and has a large positive impact on human resources, environmental, and human rights performance. On the other hand, CSR contracting has a negative impact on financial performance but no impact on extra-financial performance for firms with a shareholder corporate governance model.     

企业对利益相关者实施分类管理的定量模式研究

本文将企业对利益相关者的分类管理和分类管理的绩效评价结合起来，建立了具有绩效和管理双向信息反馈特征的分类管理的定量模式。一方面使企业对利益相关者实施分类管理变得定量与可控，另一方面使绩效评价真正起到对管理的导向作用，使利益相关者理论具有可操作性，并为企业通过对不同利益相关者实施分类管理来实现持续发展提供理论指导和策略依据。