技术创新投入、社会责任承担对财务绩效的协同影响研究

本文基于两阶段投资决策模型,理论挖掘技术创新投入、社会责任承担与企业财务绩效三者之间的复杂关系,并以2009-2011年的中国高新技术企业为研究样本,进一步探索技术创新投入和企业社会责任对财务绩效的协同影响。研究表明:(1)企业技术创新投入能够正向促进企业的短期财务绩效和长期财务绩效。(2)企业积极承担社会责任能够直接促进企业的长期财务绩效,但对短期财务绩效没有显著影响。(3)技术创新投入调节增强了企业社会责任对企业长期财务绩效的积极影响;同时企业社会责任也对技术创新投入与长期财务绩效的正向关系发挥了显著的调节增强作用。     

我国中小企业研发投入与财务绩效关系的实证研究——基于中小企业板上市公司的面板数据

本文以深圳中小企业板上市公司的面板数据为基础,对中小企业板上市公司的研发(R&D)投入与绩效的相关关系进行了实证检验.研究结果表明,R&D人员投入指标与EPS指标呈现显著的正向相关关系,R&D资金投入指标与ROE以及EPS等绩效指标都不相关.并且,没有检验到R&D投入对于绩效产生滞后作用.说明我国中小企业R&D活动以人力密集型投入为主要特点,而且对企业后续绩效没有产生积极作用.     

R&D投入和企业绩效关系研究的文献综述

文章是关于R&D投入和企业绩效关系研究的文献综述,文章从国外和国内两个角度总结和分析了R&D投入和企业绩效关系研究现状。结论发现:国外的文献综述得出了比较一致的结论就是R&D投入同企业的经济绩效总体是正相关的关系;而国内相关文献的研究由于国内上市公司R&D信息披露的不规范造成样本的选择和企业所属行业和规模等影响因素的选择存在很大的不确定性,使得具体行业的R&D投入对经营绩效的影响并没有取得一致的结论,并分析了主要存在的三种不同的观点。     

科技型企业研发投入对企业绩效影响的实证研究

本文以创业板前三批批准上市的37家科技型企业为研究对象,收集2009~2013年185个相关数据运用SPSS17.0进行实证分析。研究假设研发投入对企业绩效存在正相关关系得到验证,进一步了解到研发人员力度与企业绩效存在显著的正相关关系,研发经费强度也与企业绩效存在显著的正相关关系。     

研发投入与并购市场收益——一个有调节的中介模型

以2014年我国制造业、信息业上市公司的并购事件为样本,探讨研发投入对并购市场收益的影响及其作用机理。研究发现,在控制相关变量的基础上,研发投入与企业经营绩效、研发投入与并购市场收益、企业经营绩效与并购市场收益等3对关系均显著正相关;研究进一步揭示了企业经营绩效对研发投入与并购市场收益关系的中介作用,并且该中介效应受到企业股权集中度的削弱型调节。     

中国保险为市场结构与绩效关系分析

本文在分析现代市场结构学说的基础上，研究我国保险业市场结构与保险公司绩效之间的关系。结果表明，市场份额占有绝对优势的中国人民保险公司，市场份额与绩效正相关，市场集中度与绩效负相关；而对占有一定市场份额的中国平安全保险公司和中国太平洋保险公司而言，市场份额与企业绩效负相关，市场集中度与企业绩效相关性统计上不显著；而对市场份额的较小的其他保险公司而言，市场份额和市场集中度与企业绩效的相关关系由于各自的情况不同而各异。     

企业社会责任与财务绩效关系研究

<正>从20世纪初起,国内外学者针对企业社会责任与财务绩效二者的关系问题进行了广泛而深入的研究。具体来说,对企业社会责任的内涵进行了不同角度的界定,选取不同的指标来衡量企业的财务绩效。另外,对二者关系的研究目前有三种观点,即认为企业社会责任和财务绩效之间存在正相关关系、负相关关系和不存在相关关系。     

汽车制造企业绿色创新投入与财务绩效的相关性研究

论文在阐述绿色投入和企业财务绩效的内涵及理论关系的基础上,提出研究假设.以60家上市公司为样本,以研发人员比例、绿色经费比例作为自变量,以市盈率作为因变量,本科以上员工比重、资产负债率以及第一大股东持股比例作为控制变量,对样本公司绿色投入与财务绩效的相关关系进行描述性统计分析、相关性分析和回归分析.实证结果显示短时间内绿色投入对企业财务绩效的正向影响不明显;但从长期来看,绿色投入会提升企业财务绩效,同时,企业在进行绿色创新投入时,要量力而行,保证绿色投入的持续性.     

研发投入、冗余资源与企业绩效的关系研究

采用创业板企业2010～2014年数据为研究对象,实证分析研发投入与企业绩效的关系,探讨冗余资源对于二者关系的调节效应.结果表明,我国创业板企业研发投入强度与当期绩效显著负相关,而与滞后一至三期企业绩效显著正相关.考虑企业冗余资源的影响,进一步研究发现,沉淀性冗余资源和非沉淀性冗余资源对研发投入强度与企业绩效的关系分别具有负向和正向的调节效应,说明沉淀性冗余资源不利于企业研发绩效的提升,而非沉淀性冗余资源则可以有效促进企业进行创新研发,提高研发效率,最终提升企业绩效.     

研发投入、营销费用与公司绩效

采用沪市和深市制造业上市公司2007-2015年的年度数据,对研发、营销如何影响公司绩效进行实证检验.结果发现,前1年到前4年的研发支出对本年的公司绩效都有显著的正面影响,而且影响程度呈下降趋势;本年的销售费用率对本年的公司绩效有显著的负面影响;前2年的销售费用率对本年的公司绩效有显著的正面影响;提前1年的研发投入和营销费用的交互项对本年的公司绩效都有显著的正面影响.这些研究发现表明,研发支出和营销费用都具有一定的滞后效应,应依据滞后效应时间的长短制定相应的会计政策;研发投入和营销费用具有一定的互补性,在财务安排上应统筹兼顾,不能顾此失彼;按照"微笑曲线"指明的产业升级和企业转型方向进行结构调整和供给侧改革,有助于提高企业绩效.     

财务管理中的杠杆效应与风险探析

财务管理学中的经营杠杆、财务杠杆和复合杠杆相关理论是企业优化资本结构、获取经营杠杆收益、控制经营风险、实现股东收益最大化与控制企业财务风险的重要理论,涉及筹资活动、投资活动与经营活动多个方面,是筹资决策、投资决策和经营决策的重要依据。本论从经营杠杆、财务杠杆相关理论依据与内涵入手,在分析经营杠杆、财务杠杆和复合杠杆计算及公式的基础上,重点对其三项指标的性质与作用进行分析与评价。以达到全面的、正确的理解杠杆效应与风险程度的相互关系,明晰经营风险和财务风险之间的联系,以实现经营(投资)决策与筹资决策的相互配合,共同控制与降低企业复合风险。     

The effectiveness of chief financial officer board membership in improving corporate investment efficiency

The key roles of the Chief Financial Officer (CFO) in firm operating performance, corporate strategic choices, and corporate governance have been increasingly emphasized in recent decades. In this study, we empirically investigate the relation between CFO board membership and corporate investment efficiency to determine whether CFO presence on the board reduces firms’ propensity to over- or underinvest. We find that CFO board membership is significantly associated with a decreased level of corporate over- and underinvestment. Further, the positive effects of CFO board membership on corporate investment efficiency are greater for firms with greater information asymmetries. Last but not least, we find that the improved investment efficiency experienced by firms with CFOs on their boards has a positive effect on the firms’ future performance. Overall, we find that CFO board membership is associated with improved investment efficiency and firms’ future profitability. By documenting the real business impact of CFO board membership on investment efficiency and firms’ future performance, we add bricks to the literature on board composition and how it influences firms’ strategic choices and performance. Our findings suggest that having CFOs on boards could benefit firms’ investment practices, which directly relate to corporate strategic performance.

     

Corporate imagination and expeditionary marketing

In the 1980s, competitive success came mostly from achieving cost and quality advantages over rivals in existing markets. In the 1990s, it will come from building and dominating fundamentally new markets. Core competencies are one prerequisite for creating new markets. Corporate imagination and expeditionary marketing are the keys that unlock them. McKinsey Award winners Gary Hamel and C.K. Prahalad argue that corporate imagination quickens when companies escape the tyranny of their served markets. (Motorola, for example, sees itself as a leader in wireless communications, not just as a maker of beepers and mobile phones). Think about needs and functionalities instead of marketing's more conventional customer-product grid. Overturn traditional price/performance assumptions. (Fidelity Investments unlocked a vast new market by packaging sophisticated investment vehicles for middle-income investors.) And lead customers rather than simply follow them. Creating new markets is a risky business, however--a lot like shooting arrows into the mist. Imaginative companies minimize the risk not by being fast followers but through the process the authors call expeditionary marketing: low-cost, fast-paced market incursions designed to bring the target quickly into view. Toshiba introduced laptop computers to the market at such a blistering pace that it could explore every conceivable niche--and afford an occasional failure without compromising its credibility with customers. To stimulate corporate imagination, top management needs to redefine failure and develop new time- and risk-adjusted yardsticks for managerial performance. Managers must be encouraged to stretch their company's opportunity horizon well beyond the boundaries of its current businesses.     

Hail to the chief: The effect of political alignment with the presidency on corporate investment

We examine the effect of political alignment between the CEO and the US president on corporate investment. We find that when the CEO is from the same party as the President that the adverse effects of policy uncertainty on corporate investment are significantly reduced or eliminated. We arrive at this result after having controlled for investment opportunities, economic uncertainty, and political alignment with Congress. We also find that the political alignment between the CEO and the President has a greater effect on corporate investment for firms in industries with significant exposure to government spending. Our results go to confirm the effects of a country's politics and the occupier of the White House on CEOs’ business and economic outlooks. The results also point out that the effect of the behavioral traits of executives changes depending on the external environment.     

Changes in the marketing and operational capacity of retail sector firms through corporate securitization

Corporate securitization is a structured finance product that retail companies use to raise funds on the back of their operating assets. We investigate whether corporate securitization enhances the retail firm's marketing and operational capacity through a set of structural enhancements including operating covenants. Operating covenants are designed to mitigate the financial and operating risks of a securitized business and improve its marketing potential. Using the case of a retail firm's securitization, the United Kingdom's Mitchell's & Butler's, we find some support for this conjecture. We also find that corporate securitization is more successful where managers have considerable scope for making changes in the retail firm's operating and marketing environment.     

民营企业研发投资影响公司绩效的实证研究——基于深市中小板上市公司的面板数据分析

本文以101家在董事会报告中连续五年披露研发支出的中小板民营上市公司为研究样本,分析研发投资与企业绩效的关系.研究发现,民营企业当期研发投资与企业绩效不具有显著的相关关系,研发投资对企业绩效的影响存在滞后,具体体现在滞后一期和滞后二期的研发强度与企业绩效显著正相关.     

Information technology investment governance: What is it and does it matter?

While the growth in the number of IT investments remains strong, research in the IT investment field is limited, resulting in suboptimal practical guidance on effectively governing IT investments. Based on resource-based theory, this paper reports the initial work involved in developing a construct named IT investment governance (ITIG), because it can be used to measure organizations' capability to govern their IT investments. This paper then empirically examines the association of ITIG and corporate performance. The preliminary result is a four-factor, 16-item instrument for assessing the ITIG construct. This method's factors are IT investment value governance, IT investment value monitoring, IT investment appraisals and IT investment project management. The impact of ITIG on corporate performance was demonstrated with a significant and positive relationship found to exist between the ITIG construct and corporate performance, thus supporting the effectiveness of the ITIG construct. Corporations with higher levels of ITIG capability are more likely to maximize the contribution of their IT investments to firm value.     

ESG投资能够促进银行创造流动性吗?——兼论经济政策不确定性的调节效应

当前在我国致力于实现“碳达峰、碳中和”目标的大背景下,银行能否通过ESG投资促进流动性创造,进而推动高质量发展具有重大战略意义。本文利用2009年第一季度至2020年第二季度中国36家上市银行的面板数据,实证分析ESG投资对银行流动性创造的影响,并将其置于经济政策不确定性条件下予以讨论。研究发现:第一,ESG投资整体上促进流动性创造,表现为对资产端和负债端流动性创造的促进作用,以及对表外流动性创造的抑制作用。从ESG投资结构看,环境保护投资和社会责任投资均抑制流动性创造,而公司治理投资则促进流动性创造。异质性分析表明,地方性银行和资本短缺银行的ESG投资对流动性创造具有更强的促进作用。第二,中介机制分析发现,ESG投资主要通过“盈利”和“风险”渠道促进流动性创造。第三,在经济政策不确定性上升时期,ESG投资对流动性创造的促进作用更加显著。从ESG投资分项看,经济政策不确定性会增强环境保护投资和社会责任投资对流动性创造的抑制作用,以及公司治理投资对流动性创造的促进作用。本文结论为充分发挥ESG投资作用并以此推动高质量发展提供了政策启示。     

经开区招商引资政策对企业投资的影响

国家级经济开发区政府招商引资,往往需要从产业集聚、税收优惠、政府职能和宏观税负等几个不同的方面,分别对企业投资带来的影响进行必要的考察,企业投资决策也往往受到地方政府各种优惠政策等几个层面的影响。目前学界研究对政府招商引资与企业投资决策考虑因素较为单一,缺乏深度解析,本文就此提出相关构想,引导未来招商引资研究向深层领域拓展。     

Bringing customers into the boardroom

Misguided marketing strategies have destroyed more shareholder value than shoddy accounting or shady fiscal practices. Yet marketing functions typically reside deep in the organization, far from the executive suite and boardroom, and they are often poorly aligned with corporate strategy. Boards of directors, it would seem, have compelling reasons to monitor their companies' marketing activities. The authors argue that boards lack a clear understanding of how their companies are meeting customers' needs and how their marketing strategies drive (or often fail to drive) top-line growth. To help remedy that problem, they've devised a "marketing dashboard," a series of management reports that could give the board this critical knowledge. The dashboard has three parts, each of which the board should review regularly. The first part tracks the company's main business drivers--those business conditions that, when manipulated or otherwise changed, will directly and predictably affect the company's performance. The second part describes the specific innovations in a pipeline of growth ideas that will allow the company to reach its short- and long-term revenue goals. And the third part provides an overview of the company's marketing skill set so the board can determine not only if the company has enough marketing talent but also if it has the right marketing talent. Unlike isolated measures of marketing performance that are often insufficient, irrelevant, or misleading, the dashboard allows the board to quickly and routinely assess the effectiveness of its company's marketing strategies. Armed with a clear understanding of marketing's role and performance, the board can expose inadequate marketing campaigns, direct management to address the problem, and monitor progress.