从管理会计角度分析石油石化企业的研发支出

目前对于技术密集型、研发支出比例较大的石油石化企业的研发支出的会计处理，各国理论界和实务界都存在着较大的差异，如有“费用化”、“资本化”和“有条件资本化”等几种方法。文章阐述了研发支出在石油石化企业中的地位。并结合石油石化企业研发特征进行研发支出的财务会计处理方法比较，最后从管理会计角度，提出了利用作业成本法将石油石化企业研发支出予以成本化的观点，目的是使石油石化企业研发支出通过分摊到研发支出的最终服务的产品（油气和炼化产品）成本中去。从而有利于石油石化企业内部管理层更好的了解产品的真实成本，以便提高企业油气产品和炼化产品的成本管理水平。     

作业成本法在施工企业管理中应用的探讨

在日益激烈的竞争环境中建筑施工企业面临空前巨大的压力，要想保持并增强竞争优势，必须拥有一个有效的成本系统，支持帮助管理寻求改善企业经营效率和提高竞争力的途径。作业成本法(ABC)为建筑施工企业提供了一个有效地进行成本分析、成本控制和经营决策，以及提供准确成本信息的手段。     

作业基础成本制度对传统会计理论的影响及应用探讨

高新技术的发展对企业成本管理提出了新挑战,成本信息的精确度在一定程度上成为企业投资经营活动决策的基础性依据,而成本计算制度的选择与应用起着关键作用。笔者通过对企业成本制度的内涵、特点及对管理会计、财务管理、成本管理影响的分析,提出在我国高新技术企业构建与实施作业基础成本制度的建议。     

建筑施工企业安全成本扭曲原因及对策分析

安全成本投资作为建筑企业投资的重要组成部分,直接关系到企业安全管理的效果。在经济利益的驱动下,建筑企业力求以最小的安全投入获得最大的安全产出。在安全投入决策过程中,投资者会受到客观和主观因素的影响而不能对安全投入作出准确判断,即安全成本决策出现偏差和扭曲。通过对建筑企业安全成本构成及相互关系的研究,剖析建筑施工企业安全成本在决策时出现扭曲现象的三个主要原因,即间接损失的不确定、安全生产的外部效应及企业对风险的不同偏好选择。根据建筑企业发展及安全管理现状,分析克服安全成本扭曲的具体应对措施,从而为提高安全成本决策水平提供理论支持。     

浅谈知识经济时代的成本计算法

建立在传统成本性态划分基础上的传统成本计算法在手工制造环境中曾发挥很重要的作用。然而，随着知识经济时代的到来，技术进步给传统成本计算法带来极大的冲击，使之在新制造环境下显现出越来越大的缺陷，不再适应高新科技企业成本信息及决策的需要。20世纪80年代后，西方国家兴起的作业成本法是适应适时生产系统和全面质量管理而发展起来的科学成本计算和管理方法，它能满足现代企业对真实、详细的成本信息和行之有效成本管理的迫切需求，应该成为我国企业成本核算和管理的发展方向。     

作业成本管理及在我国企业中的应用

一、作业成本管理概述 作业成本管理是指企业利用作业成本计算所获得的信息进行作业管理,以达到不断消除浪费、实现持续改善、提高客户价值,并最终实现企业战略目标的一系列活动。具体来说．它是以成本动因理论为基本依据,对产品生产或经营过程中成本发生的动因加以正确分析。选择“作业”为成本计算的对象,归集和分配生产经营费用,进而达到控制和节约成本目的的一种全面成本管理制度。其中,成本动因分析、作业成本信息获得、强化控制并帮助决策是其三大特征。     

基于挣值分析的研发企业质量成本实证研究

研发活动的不确定性及其风险和动态复杂的市场环境要求企业必须把握好质量成本控制， 提升企业竞争力。 本文将项目管理的挣值分析引入研发企业的质量成本管理中， 通过分析价值链上研发企业和制造企业的质量成本管理差异， 建立研发企业适用的质量成本管理模式。 该管理模式通过挣值分析使研发项目内部损失成本的计划延迟得以实时控制， 对研发项目质量水平、 费用和进度进行综合监测，有利于企业研发成本管理效率的提高。 以研发项目零部件开发过程为例验证了模型的有效性， 为研发企业有效实施质量成本管理提供了参考。     

博弈视角下联合创新策略及协调机制研究

为分析研发企业与创新企业协同创新，本文构建上下游联合创新的博弈模型。基于此博弈模型，首先分析研发创新努力成本系数对创新努力程度、单位委托研发成本、单位产品销售价格、销售量和收益的影响；进一步，对比分析集中决策与分散决策对上下游联合创新的影响结论；最后，给出上下游联合创新的协调机制，实现上下游联合创新合作机制。研究主要得到结论：研发企业进行创新时，会通过提高单位产品委托研发费用来转移其研发成本；集中决策时创新努力程度大于分散决策时创新努力程度，集中决策时收益大于分散决策时收益之和；收益共享契约可以实现上下游联合创新，使上下游收益达到整体最优。     

浅谈企业战略成本管理的必要性

在市场经济发展的今天，竞争愈来愈激烈，为满足消费者不断变化的需要，企业的生产逐步由大规模生产转向小批灵活生产，在企业生产费用中，研究开发、售后服务等后援性成本呈上升趋势，并大有超过生产成本的势头，传统成本管理只分析生产环节的成本，显然无法满足企业发展的需要，企业战略成本管理不仅分析生产过程的成本，而且研究分析包括研发、供应、销售、售后服务等整个价值链的成本，保证企业的成本优势，实现企业竞争优势，最终实现其战略经营目标。     

盈亏平衡点新议

盈亏平衡点是指企业的销售收入与成本相等时,企业处于不亏不盈的状态。研究投资支出规模和达到盈利所需的数量间的关系叫做盈亏平衡分析。盈亏平衡分析在进行定价决策、成本控制和扩张的项目决策等方面都有着广泛的应用。本文拟讨论用高低盈亏平衡点和现金盈亏平衡点进一步进行盈亏平衡分析,以帮助管理人员作出正确的决策。 一、现金盈亏平衡点 在推崇“现金至尊”的今天,现金流量的分析对企业显得尤为重要。在固定成本中,除了折旧等一些非现金支出外,有     

研发投入与企业业绩相关性研究——基于中国制造业上市公司的实证分析

研发投入是企业增强核心竞争力和实现可持续发展的关键因素。我国企业的研发投入主要集中在制造业。本文以制造业71家上市公司为研究对象,通过对样本公司R&D投入与企业业绩及企业价值的相关性分析,揭示企业R&D投入对企业业绩的影响作用及对公司价值提升的促进作用。研究结果表明,我国制造业上市公司的R&D投入强度偏低,R&D投入明显不足,但R&D投入强度在2007~2009年3年中逐年上升。企业当期R&D投入与企业当期营业毛利率有显著的正相关关系,滞后一期R&D投入与企业当期营业毛利率仍然存在较为显著的正相关关系,但滞后两期R&D投入与企业当期营业毛利率不存在显著的正相关关系。表明企业R&D投入对企业业绩有一定的影响,且存在一年的滞后性,滞后期较短。同时,企业的R&D投入与托宾Q值存在显著的正相关关系,说明企业的R&D投入与企业价值相关,R&D投入通过对企业业绩的影响来提升公司价值。     

规模、研发支出与企业价值

理论分析表明,规模、研发支出与企业价值相关;规模会影响研发支出与企业价值的关系。基于中国上市公司样本的实证研究发现,研发支出与企业价值显著正相关,规模与企业价值之间存在先下降后上升然后再下降的水平的S形关系。研发支出的作用会受到企业规模的影响。研发支出与企业价值之间显著的正相关关系仅存在于小企业中,在大企业里,研发支出与企业价值负相关,但统计上不显著。稳健性检验表明,这些结论不受样本选择的影响。     

R&D Project Termination Decisions: Processes, Communication, and Personnel Changes

The decision to terminate a project can demoralize project managers and team members, and increase concerns about job security. For these reasons, managers tend to delay project termination decisions. However, delaying project termination diverts scarce R&D resources from higher potential projects. Ramaiya Balachandra, Klaus K. Brockhoff, and Alan W. Pearson describe the results of a study that explores the manner in which managers inform staff of the decision to terminate or continue a project. Survey respondents are the highest ranking R&D managers in 78 large German, British, and U.S. companies. Respondents were asked to describe the procedures they use for monitoring R&D projects and deciding whether to continue a project. Underlying this research is the belief that more effective management of these processes can improve project team effectiveness, employee relations, and morale. All survey respondents use project monitoring procedures. Most use formal procedures, often supplemented with informal procedures. More than one person usually monitors projects. Project managers, their immediate superiors, and project staff typically have these responsibilities, but respondents also indicate that marketing managers often monitor projects. Compared to U.S. companies, European firms typically involve fewer people in project monitoring. U.S. firms involve more non-R&D personnel in these tasks. Most firms focus on monitoring such variables as time, technical success, and probability of technical success. Staff motivation is the least used monitoring variable. Cost control was mentioned more frequently by German respondents than by respondents from other countries. Decisions regarding the fate of a project usually come from individuals not directly involved with the project. Termination decisions are typically communicated in writing; no respondents use staff meetings to relate such decisions. Following the decision to terminate a project, management faces the difficult task of finding suitable jobs for project team members. Rather than assign an entire team to a new project, management typically disbands a team and assigns its members to other teams. The inherently uneven progress of R&D projects complicates these scheduling problems, and thus compounds the career uncertainty caused by project termination decisions.     

我国R&D投入对经济增长的影响——基于面板数据的实证分析

本文利用2000—2009年全国30个省区市的R&D投入和经济增长的有关数据,通过单位根检验和协整检验,建立面板数据模型,对R&D投入与经济增长之间的长期均衡关系进行实证分析。研究结果表明:R&D投入对经济发展具有明显的促进作用,R&D人员投入的产出弹性大于R&D经费投入的产出弹性;在两种R&D投入要素的弹性系数中,北京、四川、吉林、广东呈现双高特征,青海、宁夏和新疆则呈现双低特征,其他省份则表现为R&D经费投入和R&D人员投入的弹性系数此高彼低的特点。面板误差修正模型(PVECM)的实证结果表明:R&D投入的短期波动对经济增长的短期波动有正的影响。     

互补性资产研究综述

本文在归纳不同产业领域中互补性资产的影响和作用基础上,对互补性资产的衡量指标的研究进行了评价分析,认为互补性资产的研究应结合相关领域,研究方法和衡量标准应该符合各产业的实际情况。本文结合建立自主创新型国家、提科研能力的目标,提出从多学科、多角度综合集成的视角探究互补性资产的影响,以及影响的机制和途径。     

How Canon and Sony Drive Product Innovation Through Networking and Application-Focused R&D

To ensure the ongoing vitality of a company's product offerings, R&D professionals must play a daunting array of roles. The already rapid, yet still accelerating, pace of technological change may lead some companies to devote more resources to intensive internal research efforts. However, the shift toward global competition demands a more market-oriented focus from R&D; clear understanding of current and potential markets must drive R&D efforts. And efficient, cost-effective manufacturing of new products requires an R&D organization that understands and interacts effectively with the production department. How does a company create an environment in which its R&D organization comprises market-savvy, production-friendly experts in diverse technologies? With case studies of R&D efforts at Canon and Sony, Sigvald Harryson identifies and illustrates the key mechanisms that these companies use to foster product innovation. His examples show how Canon and Sony use a combination of external and internal networking mechanisms to identify and acquire key technologies and related skills, gain market knowledge, improve the results of internal R&D efforts, and ensure the successful transfer of these results to efficient production processes. He identifies four key mechanisms underlying successful product innovation at Canon and Sony: strategic training and job rotation for engineers, application-driven R&D, direct transfer of development teams from R&D to production, and extensive networking with external centers of excellence and key suppliers. At Canon, the initial training program for all researchers and engineers begins with three months of work on a production line. Sony's new researchers and development engineers spend one month in production. Both companies also give their new R&D professionals three months of training in sales and marketing. The emphasis on market-driven research at both companies means that researchers have identified some commercial application for almost every initial research proposal that gains approval. Neither company treats research as a long-term assignment; almost all engineers at both companies eventually move from the labs to production. And rather than viewing this job rotation strategy as a drain on the technological expertise in their labs, both companies rely on strong external networks with key suppliers and university-based researchers as important sources for acquiring new technologies and the competencies needed to support them.     

How R&D is coordinated in Japanese and European multinationals

What are the suitable forms and mechanisms for the coordination of international R&D and innovation processes in multinational corporations? This paper sets out to answer this question by exploratory research and interviews in 18 European and Japanese companies. As a conceptual background, four different categories of coordination mechanisms are generated (‘structural’, ‘hybrid’, ‘informal’ and ‘internal markets’). The empirical results show that Japanese companies make intensive use of personal contacts, informal communication and socialisation whereas European enterprises rely more on internal markets in R&D.     

An analysis of R&D objectives in Indian manufacturing companies

The need for R&D has been well recognized by the manufacturing companies in India, but it is felt that R&D has not been generally effective in having a marked impact on the growth of their business. One of the reasons for this could be discrepancies in their R&D objectives. This paper presents the results of an empirical study of the R&D objectives of a few manufacturing companies in India viewed against the background of their environments. The analysis points to the discrepancies observed in R&D objectives and hints at suitable corrective measures.     

The allocation of resources for R&D in the world's leading pharmaceutical companies

A survey of 45 leading pharmaceutical companies has been used to investigate aspects of their Research and Development (R&D) strategies, the allocation of resources including the financing and staffing of R&D functions, and the numbers of New Chemical Entities (NCEs) in the development process. The companies included the top ten by R&D expenditure in 1992 (top 10 companies). The study identified characteristics of leading companies and provided comparative data. The principal findings are that:
top ten companies had the highest R&D to sales ratios, progressed more NCEs after the drug candidate selection stage in 1992 and had achieved a greater geographical decentralization of staff than any other company.
Japanese companies differed in some respects from western companies, even those of a similar size. They operated with smaller clinical and regulatory affairs functions and made detailed plans for R&D expenditure further ahead than western companies, on average, more than 5 years compared with 3 years.
an increase in aggregated R&D staffing had occurred between 1990 and 1992 in 33 companies for which data for both years were available and staff numbers had decreased in only five of those companies.
top ten companies differed from others in their apparent productivity measured in terms of staff or R&D expenditure per NCE after the drug candidate selection stage, utilizing more staff and having greater R&D expenditure per NCE.
The results also appear to indicate early signs of a change in the structure of the industry according to R&D expenditure, which has since become more apparent. There was a distinct polarization by R&D budget size among the respondent companies: five companies were spending $900m or more on R&D in 1992 while the majority of the rest were spending less than a third of that amount.     

Teleconferencing in Japan : Use of audio conference systems and evolution towards video

The author considers the impacts of teleconferencing on business organizations in Japan. The findings presented are based on a survey of six companies currently using audio conferencing systems. It was found that real-time information exchange and speedy decision making were the chief benefits. While some time had been saved by reduced business travel, overall substitution for travel had not occurred. Several companies intend to install further audio systems, or plan to introduce video facilities in light of the disadvantages of audio, even though this involves considerable expenditure. Thus, given the potential for more economical systems with new digital sampling technology, the outlook for video is promising.