浅议人力资本参与企业剩余分配的理论依据及模式

人力资源对经济发展所发挥的作用越来越大,人力资本参与企业剩余分配的观点也越来越受到人们的重视,它是知识经济时代遵循以人为本管理规律的具体体现。目前人力资本参与企业剩余收入分配的方式主要有年薪制、期股和股票期权、员工持股计划等。随着我国市场经济的发展,为了适应人力资本的要求,我国需要建立与现代企业制度内在要求相适应的分配激励机制和约束机制。     

新型劳资关系下员工参与公司治理理论分析

劳动力和资本作为两大生产要素,它们之间的关系影响着企业剩余索取权和剩余控制权的分配。随着劳动力与资本关系的演变,在阐述了新型劳资关系下员工参与公司治理的意义,以及参照国外员工参与公司治理的方式基础上,提出在新型劳资关系下,我国员工应采用虚拟股份、参与股东大会、参加公司董事会和监事会等方式参与公司治理。     

企业核心员工参与剩余分配制约因素分析

介绍了人力资本要求参与企业所有者剩余分配的产生背景及理论基础,剖析当前企业核心员工参与所有者剩余分配的主要制约因素,指出在我国目前的经济发展条件下,完善企业核心员工参与所有者剩余分配的对策。     

高新技术企业人才资本产权激励的阻碍因素及对策分析

目前国家政策大力鼓励在高科技人才的分配领域中引入人才资本产权激励机制,但许多高新技术企业对于人才资本的激励形式有限,人才资本对企业剩余分享的参与程度很低。本文通过因子分析法对高新技术企业人才资本产权激励的阻碍因素进行实证分析,提出促进人才资本产权激励机制引入的对策建议。     

浅议人力资本参与企业剩余分配问题

剩余控制权要求相应剩余所取权,人力资本风险要求企业剩余补偿。这两点决定了人力资本参与企业剩余分配。通过年薪制、股权激励、精神激励设计收入形式多元化的经营者报酬结构;通过改良现有会计等式、根据企业生命周期的不同阶段设计薪酬结构可以有效实现分配问题。     

企业家价值体现与剩余索取权分析

企业家人力资本具有产权特性，在企业价值创造、市场价值提升和风险承担等方面具有与物质资本同等重要的作用，因此企业家理应参与企业剩余分配。EVA奖金计划是企业家实现人力资本剩余索取权的重要途径，从而促使出资人和企业家之间的目标一致和激励相容。     

国有企业实施员工持股制度研究

<正>伴随着越来越激烈的人才竞争,如何留住和激励核心关键人才成为国有企业面临的重大现实问题,股权激励已成为企业管理的一种重要工具。本文就国有企业员工持股制度进行了探讨。一、员工持股制度的产生及发展(一)理论基础员工持股涉及企业产权和治理结构、实物资本和人力资本作用、劳动和资本共同创造财富、剩余分配权等问题,主要涉及的理论包括现代企业理论、     

美、日企业员工激励机制及借鉴

目前员工在企业管理中的地位和作用日益增强，员工激励管理对提高企业核心竞争力也越来越重要。只有那些对员工的忠诚和业绩给予高度关注的企业才能在竞争中保持优势地位。通过分析美国和日本企业员工激励机制，为我国企业的员工激励提供借鉴：激励机制主要是把激励的手段、方法与激励的目的相结合，从而达到激励手段和效果的一致性。因此，企业对员工的激励手段应灵活多样，根据不同的工作、不同的人、不同的情况制定出不同的激励机制。     

创业板公司如何避开“股权激励”里的坑

<正>股权激励，也称为期权激励，是企业为保留和激励核心人才而推行的一种长期激励机制，是当今时代企业最常用的激励员工的方法之一。股权激励作为提高社会创新力的重要工具和手段，越发受到资本市场的重视。股权激励是企业员工通过获取股份，并作为企业股东参与企业的日常管理，从而享有利润并承担风险。企业的效益越好，员工获得收益越高。因此，员工能够更加尽责地为企业的利益与发展贡献自己的力量。股权激励可以给予员工一定比例的经营决定权等，这无形之中可以激发企业员工的动力，最大限度地体现其价值与作用。     

利益相关者共享企业剩余收益研究

在利益相关者理论下,企业的本质是利益相关者之间达成的一组契约。企业的利益相关者通过向企业提供不同的要素资本,从而具有了分享企业剩余收益的权利。根据向企业提供的要素资本的重要性和对企业的贡献不同,通过集体选择决定哪些利益相关者最终参与企业的剩余分配。因此,利益相关者共享企业剩余收益不是一场空谈,而且经住了理论的分析和实践的检验,具有非常重要的实践意义。     

Intellectual capital reporting practices in an Islamic bank: A case study

Given the nature and importance of Islamic banks in recent times, we can expect them to have significant intellectual capital anchored in their Sharia‐based knowledge and expertise. However, we know very little or nothing about how and why intellectual capital‐related information is provided in their corporate reports. We fill this gap in our existing knowledge of the field with a view to enhance relevant literature. As far as we know, this article is one of the earliest exploratory attempts to examine intellectual capital reporting practices of an Islamic bank. We have undertaken a longitudinal (2001–2015) case study related to the intellectual capital reporting practices of an Islamic bank. Key results include significant rise of intellectual capital reporting over time, dominance of internal capital‐related items in intellectual capital reporting profile and the dynamics of changes in intellectual capital reporting practices over time. Through an institutional theory lens, we explain that this is due to the changes in the external institutional environment and various intra‐organisational factors such as strong ethical culture, unique knowledge base (Sharia), and corporate governance regime.     

The Positive Effect of Green Intellectual Capital on Competitive Advantages of Firms

No research explored intellectual capital about green innovation or environmental management. This study wanted to fill this research gap, and proposed a novel construct – green intellectual capital – to explore the positive relationship between green intellectual capital and competitive advantages of firms. The empirical results of this study showed that the three types of green intellectual capital – green human capital, green structural capital, and green relational capital – had positive effects on competitive advantages of firms. Moreover, this study found that green relational capital was the most common among these three types of green intellectual capital, and the three types of green intellectual capital of Medium & Small Enterprises (SMEs) were all significantly less than those of large enterprises in the information and electronics industry in Taiwan. In sum, companies investing many resources and efforts in green intellectual capital could not only meet the trends of strict international environmental regulations and popular environmental consciousness of consumers, but also eventually obtain corporate competitive advantages. Dr. Chen is an assistant professor in the Department of Business Administration in National Yunlin University of Science & Technology in Taiwan. His research focused on management of technology, innovation management, corporate environmental management, and patent analysis.     

Business Ethics and the Development of Intellectual Capital

This paper documents that business ethics has positive impacts upon the development of intellectual capital. Knowledge has become the most important asset of modern businesses, and this study argues that business ethics is associated with the development of intangible knowledge resources—intellectual capital. Businesses with ethical values at the core reinforce ethical conducts and successfully build trust with their various stakeholders, leading to the formation of an ethical and trustworthy corporate culture and a positive corporate environment. Thus, in this reasoning, an ethical approach to business can encourage open communication, problems solving, knowledge sharing and creativity among employees to increase organisational capital; enhance interactions and relationships with suppliers, customers and other stakeholders to increase social capital; attract and retain good talent to increase human capital. Questionnaire survey is adopted as the research method with businesses in the electronic and information technology industries in Taiwan as sample. The results suggest that business ethics is associated with increased intellectual capital. Thus, this study demonstrates that the development of intellectual capital is in line with strengthened ethics. It contributes to the literature through combining research on business ethics with intellectual capital theories and extends the extant intellectual capital literature.     

Capital Structure Choices and Taxes: Evidence from the Australian Dividend Imputation Tax System

The introduction in 1987 of a dividend imputation tax system in Australia represented a significant change to the tax framework. To the extent that tax incentives influence the use of debt financing, changes in tax laws that alter these incentives will lead to changes in corporate capital structures. This paper examines the changes in corporate capital structure around the introduction of a dividend imputation tax system. The introduction of dividend imputation provides an incentive for firms to (a) reduce the level of debt financing utilized where this incentive varies across firms depending on the firm’s effective corporate tax rate, and (b) increase the level of external equity financing. The results present evidence consistent with these incentives.     

资本导向的公司治理模式识别和权变模型研究

本文认为,立足于由人力资本和物质资本构成的新资本观,根据资本权变因素,公司治理模式可划分为资本雇佣劳动型、劳动雇佣资本型、劳资双方共同治理型和利益相关资本多元共同治理型;依据实施监控的主体,公司治理可划分为股东主导型治理、债权人主导型治理、经理主导型治理、员工主导型治理和利益相关者共同治理。人力资本的谈判力是人力资本收益分配的主要权变因素,人力资本参与企业收益分配的过程是人力资本与物质资本博弈的过程,人力资本参与收益分配的方式和程度是双方博弈的直接产物。     

企业捐赠行为与公司价值重构——基于公众价值观的分析

对现代公司而言,社会公众的道德诉求能否与公司经济利益相兼容,是企业捐赠行为研究中难以回避的一个重要问题。由于引入投资者效用函数使得公众利益与"股东"利益保持一致,因而可以通过建模从理论层面上探讨企业捐赠行为与实现公司价值重构的可能性及其相关条件。结果表明:虽然捐赠减少了公司的现金流量,但投资者的价值认同使其在资本市场上依然能够实现较高的公司价值。因此,公众价值观的偏好程度及投资者对公司的溢价激励直接决定了公司价值的高低,即企业捐赠存在的合理与否。而培育理性的公众价值观是实现这种激励的重要保障。     

我国激励机制的现状及引进EVA激励机制的对策

实现公司价值(或股东财富)的最大化,除了优良的公司战略外,还必须在公司理财和公司治理层面上找寻一种价值评价指标,以实现将价值评价、公司理财(考虑资本成本和风险)、绩效评价和薪酬规划统一起来,达到以最佳的方式使管理和战略的融合。EVA(经济增加值)不仅是一种财务衡量指标,更重要的是,它还是一种管理模式和激励机制。在市场经济下,研究适合我国代理人业绩评价与激励机制的指标体系成为当务之急。EVA作为评价代理人的业绩,将EVA激励计划融入企业的管理体系具有一定的优越性。     

风险投资企业的声誉机制分析

风险投资家在整个风险投资运作体系中起着核心作用,投资者通过显性契约来激励约束风险投资家,然而创业投资的报酬分配机制并不是一种有效的激励机制,因为它未能使投资者的效用达到最大化,为了弥补报酬激励合同的不完备性,有必要通过起着隐性激励作用的声誉机制来发挥作用。     

Introducing Ethics and Corporate Social Responsibility at Undergraduate Level in the United Arab Emirates: An Experiential Exercise on Website Communication

In this article, we describe an assignment undertaken by our third-year students at a University Business School in the United Arab Emirates. The assignment serves to introduce corporate social responsibility and ethics in the undergraduate curriculum and to raise student awareness of how corporate activity together with corporate social responsibility can impact a country’s social, political, and cultural landscapes. We outline the assignment, student response to it, and its contribution to student intellectual development in terms of ethical perspective, philanthropy versus ethics, economic development, and cultural diversity. We discuss the implications of this learning experience for our students and their greater understanding of items within the United Arab Emirates government’s strategic directions, namely, creating a cohesive society and a sustainable environment.     

The Governance Model for Entrepreneurial Enterprises: A Study Based on Dynamic Ownership Governance Platform

When human capital becomes the most important strategic capital, an entrepreneurial enterprise has to reform and innovate its corporate governance around human capital and its dynamism so as to acquire the capacity of sustainable endogenous growth. This article is intended to discuss the meaning and adaptability of Huawei's characteristic systems and mechanisms and then proceeds to introduce the general design of entrepreneurial enterprises’dynamic ownership governance platform and the possible effect of corporate governance. Subject to existing Chinese laws and regulations and with full consideration of the dynamics of human capital, this article recommends an entrepreneurial enterprise to set up a dynamic ownership governance platform, innovate and optimize its corporate governance structure and relevant mechanisms and promote the gradual socialization of its founder/founding team's rights to earnings, control and management; then put in place scientific and proper counterbalance mechanisms in accordance with the principle of separation of powers and incentive compatibility, reform its selection of managing staff and introduce market mechanisms to promote fair competition and dynamic incentive compatibility between its founder/founding team and other key stakeholders. This article is meant to facilitate an entrepreneurial enterprise to turn to socialization corporate governance, and acquire the motivation and gradually form the capacity for endogenous growth.