企业集团战略成本管理的探讨

本文认为,企业集团的发展必须具备战略管理思想,战略成本管理就是实现战略思想的主要手段。为实施战略成本管理,首先要扩大成本范围,包括生产成本、工程成本、资金成本、税收成本和资本运营成本等,再在此基础上实现战略成本的规划、控制及业绩与评价。     

互联网背景下医疗成本战略管理创新研究

互联网背景下,医院逐步开始利用先进的信息化系统技术进行医疗成本管理,这种管理模式给医院进行更加深入的医疗成本分析和医疗成本控制管理创造了有利条件。本文通过对医疗成本战略管理的定义及特征介绍,利用互联网背景下先进的信息技术手段建立医疗成本战略分析体系,并构建完善的医疗成本战略管理系统,最后给出关于优化医疗成本战略管理的几点建议,以期能为医院的管理人员提供一定的借鉴与参考。     

农村信用社改革成本分析

成本决定着农信社定位,而成本的决定变量是明晰的产权与顺畅的体制。农信社最终方面是民营化、商业化。因而以成本为核心来探索农信社改革,旨在为农信社科学定位找到关键依据。加强成本控制与管理,建立科学的成本管理体系,重点关注战略成本、产权明晰成本、体制调整成本。     

现代企业成本管理体系的构建

成本管理是企业生产经营及决策的重要内容,传统的成本管理方法具有一定的局限性。本文采用战略成本管理的思想,对企业的成本管理进行综合分析,并从成本管理基础工作,成本预测与计划,成本核算、成本控制与分析等各环节,对成本管理体系的构建进行全面论述。     

生态经济发展模式下我国企业环境成本的战略控制研究

生态经济发展模式下企业环境成本的战略控制对于企业构建生态经济发展模式,实现经济效益和环境效益的共赢具有重要的推动作用。本文概述了生态经济发展模式下我国企业环境成本战略控制的理论基础,通过阐述战略控制模式下环境成本控制的作用机理,论证了采取以"战略成本控制"为主的现代模式可以取得更好的环境成本控制效果,企业可从产品生命周期成本管理、作业成本管理、物质流成本核算——资源损失定量分析、实施环境成本控制的激励评价机制等四个方面来具体实施环境成本的战略控制。本文的研究从战略层面为企业实施环境成本控制奠定了一定的理论基础,并提供了具体的实施策略和方法。     

浅谈战略成本策略

随着社会的发展,战略成本控制理论受到了很多国内外学者的关注与研究,如今许多企业在运用该理论时存在着问题,本文就此对战略成本控制理论进行研究与论述。首先,文章对战略成本控制的理论体系展开了论述。企业首先通过准确的战略定位,然后增强对企业成本和质量成本以及价值链分析的管理和监控,以使企业成本大大降低,利润大幅度提高。     

煤炭企业战略成本管理研究

随着企业成本控制理念的逐渐加深,战略成本管理在企业中发挥着越来越重要的作用.本文从战略成本理论开始,详细分析了战略成本的内涵、特点、内容,对这些内容在煤炭行业中如何应用进行探析和研究,明确了战略成本实施的重要性及意义     

浅谈战略成本策略

随着社会的发展，战略成本控制理论受到了很多国内外学者的关注与研究，如今许多企业在运用该理论时存在着问题，本文就此对战略成本控制理论进行研究与论述。首先，文章对战略成本控制的理论体系展开了论述。企业首先通过准确的战略定位，然后增强对企业成本和质量成本以及价值链分析的管理和监控，以使企业成本大大降低，利润大幅度提高。     

电力企业战略成本动因研究

成本管理方法离不开对成本动因与成本之间函数关系的理解。要对成本进行控制,就必须先了解成本动因。战略成本动因对成本的影响比重比较大,可塑性也大,从战略成本动因来考虑成本管理,可以控制住企业日常经营中的大量潜在的成本问题。成本动因理论对于电力企业加强成本管理具有十分重要的指导意义。     

如何运用定额法控制企业成本

成本控制是促进企业改善经营管理的重要方法之一,通过降低成本和提高经济效益为目的的一项综合性管理工作。其中定额法是生产企业为了及时反映和监督生产费用和产品成本脱离定额的差异,加强定额管理和成本控制而采用的一种成本计算方法。本文主要论述了利用定额成本控制法来控制企业成本,依据事前制定项目的消耗定额、费用定额和定额成本作为降低成本的目标,对所发生的成本费用支出,有组织、有系统地进行控制、核算、考核、分析等科学管理,保证预期实现企业的成本控制战略。     

Improving the measures of real earnings management

Firms often change their operating policy to meet a short-term financial reporting target. Accounting researchers call this opportunistic action real earnings management (REM). They measure REM by the difference between a firm’s costs and those reported by its industry peers. Firms that pursue distinct competitive strategies also display different cost patterns than peers. However, the models that measure REM do not control for differences in competitive strategy. Hence a researcher can misinterpret a cost difference that stems from a firm’s competitive strategy as REM. The researcher would also find a spurious correlation between earnings management and a firm characteristic that varies with competitive strategy. A cause or effect relationship with earnings management could be wrongfully inferred. I suggest improvements in measurement models to avoid misspecification.

     

The interrelationship between management control mechanisms and strategy

This paper examines the interrelationship between management control system (MCS) mechanisms and strategy. The traditional view is that the MCS is shaped by organisational strategy. More contemporary viewpoints, however, suggest that there may be a two-way relationship between the two variables. That is, MCS shapes, and is shaped by, strategy.We develop two research questions that describe the interrelationship between MCS and strategy, and test them using a public sector entity that experienced a strategic change. A retrospective longitudinal study, spanning five years and involving archival data, interviews and a questionnaire, was adopted. The analysis confirms the existence of a two-way relationship between MCS and strategy. We find that the interactive use of MCS mechanisms helps to facilitate a change in strategy, and that MCS mechanisms change to match a change in strategy.     

Understanding cost differences in the public sector—a cost drivers approach

Estimation of cost causality has always been an important part of the accountant’s work. This includes the identification, classification and estimation of factors causing a change in the total cost of a related cost object. In the recent literature these factors are called cost drivers. Different approaches and conceptual frameworks for understanding cost causality are found in the economics, strategy and accounting literature. This paper examines different cost driver approaches in a public sector setting. The study is based on data from primary and secondary schools in the four largest cities in Norway. The findings show that a strategic management accounting approach provides a framework for selecting a broader set of explanatory variables than the traditional cost estimation literature. This set includes product attributes, institutional factors and government policy as cost drivers in the public sector.     

Firm strategy and market reaction to earnings

We examine whether a firm's strategy affects the information content of the firm's earnings announcement. A cost leadership strategy is characterized by low sales margins coupled with large sales volumes, economies of scale and major investments in plant and physical assets, whereas a differentiation strategy involves high sales margins achieved through product quality and branding realized by investments in intangibles such as R&D and advertising. These characteristics of the strategies result in differential impact on investor reactions to new information that is revealed about firms. Our results show that firms pursuing a cost leadership strategy have earnings announcements that are more commonly interpreted and result in a greater change in the average belief about stock price. On the other hand, earnings announcements of firms pursuing a differentiation strategy result in more heterogeneous interpretation accompanied by a smaller change in the average belief about stock price. This paper advances our understanding of the cross-sectional variation in the market's reaction to earnings announcements. In addition, the paper demonstrates a predictable instance of divergence in the price reaction and trading volume reaction to an earnings announcement.     

基于Panel Data模型的我国商业银行效率研究

从盈利能力、资产流动性和费用控制等方面研究我国商业银行效率,为消除原始变量之间的多重共线性,运用主成分分析方法对原始变量进行变换,得到盈利性因子和流动性及安全性因子作为解释变量。运用固定影响的变截距Panel Data模型对国内13家主要商业银行1999～2008年的效率进行实证分析表明:国有商业银行在盈利能力方面对效率的贡献要高于股份制商业银行,但在费用控制和资产质量等方面对效率的贡献要低于股份制商业银行。     

Is the ‘Perfect’ Timing Strategy Truly Perfect?

In the presence of transaction cost, the perfect timing strategy which holds stocks in a period with positive excess return and holds cash in a period with negative excess return is not necessarily perfect. Using the optimal growth criterion, this paper derives the truly perfect timing strategy which can achieve the maximum long term growth. It is found that such a perfect timing strategy can achieve a much higher annual return than the perfect timing strategy under reasonable transaction cost. Also, it can achieve a return of over 80% when a review period is as short as a day and when transaction cost is low. Using the truly perfect timing strategy as a benchmark, the likely gains from imperfect timing can be more accurately assessed. For a less frequent review schedule, a market timer needs a very high correct prediction probability in order to be at par with the buy-and-hold strategy. However, the needed correct prediction probability is much less when the review schedule is more frequent. Also, the correct prediction probability needed to be at par with the buy-and-hold strategy increases with the transaction cost.     

Product life cycle cost analysis: the impact of customer profiling, competitive advantage, and quality of IS information

Life cycle cost analysis is considered in the literature to be of increasing importance to firms as international competition intensifies and technological change continues. The literature increasingly emphasizes that rapid technological change and shortened life cycles have made product life cycle cost analysis critical to organizations. Although significant benefits are attributed to life cycle cost analysis, there is little evidence regarding the extent of its application in organizational settings. Moreover, there is scant systematic evidence available with respect to the array of factors that may influence its use. However, a review of the literature suggests that customer profiling, competitive advantage, and quality of information system information are three factors potentially impacting the extent to which life cycle cost analysis is used in firms. The results of the study illustrate first, the degree to which product life cycle cost analysis is used across a random sample of organizations. Second, that all three independent variables play a positive role in affecting the extent to which product life cycle costing is used in firms.     

战略理论新发展:交易成本理论视角下的战略理论--兼对资源基础战略理论的批判

资源基础战略理论经济学分析基础是自由竞争市场均衡模型，其对交易成本的漠视给战略理论的发展带来诸多的限制。现实战略实施环境中存在交易成本是企业战略存在的基础，也是交易成本理论运用到战略理论的切入点。交易成本的引入提高了战略理论的解释力与说服力，这集中体现在对持续竞争优势分析模型与战略三过程（价值创造、价值保护、价值分割）模式的修正与拓展上。     

Portfolio optimisation with strictly positive transaction costs and impulse control

One crucial assumption in modern portfolio theory of continuous-time models is the no transaction cost assumption. This assumption normally leads to trading strategies with infinite variation. However, following such a strategy in the presence of transaction costs will lead to immediate ruin. We present an impulse control approach where the investor can change his portfolio only finitely often in finite time intervals. Further, we consider transaction costs including a fixed and a proportional cost component. For the solution of the resulting control problems we present a formal optimal stopping approach and an approach using quasi-variational inequalities. As an application we derive a nontrivial asymptotically optimal solution for the problem of exponential utility maximisation.