Defending Gibrat’s Law as a long-run regularity

According to Gibrat’s Law of Proportionate Effect, the growth rate of a given firm is independent of its size at the beginning of the period examined. While earlier studies tended to confirm the Law, more recent research generally rejects it. This article reconciles these two streams of literature, taking into account the role of market selection and learning in reshaping a given population of firms through time. Consistently with previous studies, we find that Gibrat’s Law has to be rejected ex ante, since smaller firms tend to grow faster than their larger counterparts. However, a significant convergence toward Gibrat-like behavior can be detected ex post. This finding is an indication that market selection “cleans” the original population of firms, so that the resulting industrial “core” does not depart from a Gibrat-like pattern of growth. From a theoretical point of view, this result is consistent with those models based on passive and active learning, and can be seen as a defense of the validity of the Law in the long-run.

旅游企业内部顾客价值初探

在各类企业日益注重"顾客价值"管理实践的今天,部分走在前列的企业已将目光转移到"内部顾客价值"的管理上。本文结合旅游企业的管理实践探讨了"内部顾客价值"的定义,其对旅游企业的重要作用及提高旅游企业内部顾客价值的途径等问题。     

Rethinking managership,leadership, followership,and partnership

Organizations underperform, or fail, when members avoid partnering with managers—whether through subtle resistance, disagreement, protest, or walkout—to achieve common purpose. Managers should boost partnering not by affecting a pretense of leadership but through a nuanced balance of managerial authority and understanding of members’ points of view. The objective of this article is to sharpen attention on the concept of partnership with organization members and how it relates to some of the important previous literature. We also argue that some of the previous scholarly work contributes to misconceptions related to these concepts. Our work is forward-looking in that it is motivated by the dangerous societal and cultural differences evident in the world, differences that surround management’s decisions and that may induce an overuse of authority to quash disquiet. Using our experiences in both industry and academia, we argue that the crucial link between managers and members is leadership—not leadership thought of as directional and inspirational, but leadership as building a relationship toward common purpose through partnership. “Lead” and “leader” are sorely misused terms, and worse, substituting “leader” for “manager” is just plain wrong. We believe that managers become leaders only when followers agree to follow, not when the managers simply step forward energetically with direction. Managers are cheated by mistaken definitions. Reviewing past perspectives about what makes good leaders and managers, we rethink ways to enhance organizational harmony through a clearer understanding of managership, leadership, followership, and partnership. Only by thinking and acting as partners in common purpose can managers and members form the core of success in organizational endeavors.     

Which firms engage small, foreign, or state banks? And who goes Islamic? Evidence from Turkey

We study a representative dataset from Turkey that identifies firm–bank connections. Banks in Turkey differ not only in size and nationality, but also in ownership and orientation (non-Islamic versus Islamic)—resulting in at least six distinct bank types. We estimate a multinomial logit of the choice by the firm of bank type. We document a strong correspondence between bank type and firm characteristics that is not always the same as has been documented so far for US datasets. For example, small firms engage large rather than small banks. Young, large, multiple-bank, and industry-diversified firms, that are located in or close to Istanbul, team up with foreign banks. Islamic banks mainly deal with young, multiple-bank, industry-focused and transparent firms.     

美国金融监管体系的问题与变革

金融危机暴露美国金融监管出了问题,既有自由市场主义监管理念的根本问题,也有原监管体系在对付混业经营过程中的诸多缺陷和漏洞,美国政府试图通过立法对金融监管体系进行重大变革,以防范未来的系统性风险和金融危机,实现金融市场效率与风险的平衡。     

法律完备度与证券市场内幕交易监管有效性分析

本文从执法者的行动策略和内幕交易监管制度这两个方面,分析了我国内幕交易法律的完备度,并寻找我国内幕交易监管有效性相对较弱的原因。通过与发达国家证券市场执法策略和制度安排的比较,发现内幕交易法律的不完备性将直接影响到内幕交易监管的有效性。一个国家的内幕交易法律越完备,其内幕交易监管的有效性也就越强。     

论我国创业板退市程序的完善:基于投资者权益保护视角

创业板上市公司退市,无疑会对投资者权益产生重大的影响,如何确保投资者在创业板退市过程中合法权益不受侵害,涉及到方方面面的问题。宏观上如法制环境、市场相关制度1、行政监管、行业自律等,微观上如退市标准和退市程序制度等。其中完备和严格的程序既能保障退市及时、有效地进行,防止退市不畅,又能对退市决定的使用和退市过程加以必要的约束和限制,防止其被滥用。本文通过重点论述海外成熟创业板市场退市程序中的重点程序制度及其之于完善我国创业板退市程序和投资者保护的意义,旨在为我国创业板退市程序建设提供政策建议。     

大数定律与小微企业授信模式研究

贷款难一直是小微企业面临的最大问题。商业银行从自身盈利角度出发,面对日渐突出的金融脱媒现象,经营思路亟需转型,开发小微企业贷款业务以开辟新的业务增长点。本文基于大数定律,从商业银行角度出发,分析了小微企业授信模式。授信模式的选择和贷款利率确定是本文研究的两个重要方面,风险管拄贯穿整个授信过程。     

建立适应中小企业特征的信贷组织机构

商业银行传统信贷组织不按企业规模分部门,束缚着信贷部门支持中小企业的积极性,不利于专业化管理。近年来,各商业银行纷纷设立信贷专营机构进行信贷组织管理体制改革,一定程度上提升了服务中小企业的能力,但目前无论理论上还是实践中认识差异较大。作者认为,支持中小企业发展的信贷机构既要体现中小企业融资特点,还要体现组织机构设置原则,更要同商业银行组织机构改革态势保持高度一致,而将流程银行思想引入中小企业信贷组织机构是必然选择。     

The role of strategic enterprise risk management and organizational flexibility in easing new regulatory compliance

The impact of new regulatory requirements for internal control reporting on an organization's ability to maintain strategic flexibility has been debated in the popular press extensively. This paper tests theory from strategic management to examine the relationship between an organizations' pre-regulatory strength of strategic enterprise risk management (ERM) processes and their ability to react to new regulatory mandates. In the context of companies' adoption of SOX Section 404 internal control reporting requirements, we examine organizations' pre-SOX ERM processes, ERM supporting technologies, and organizational flexibility in order to better understand the antecedents to the difficulty encountered in meeting SOX 404 requirements. Using responses from 113 Chief Audit Executives (CAEs), we find that organizations with stronger strategic ERM processes and flexible organizational structures already in place incurred little difficulty in implementing SOX 404 mandates. On the other hand, organizations using weaker ERM processes, which focused on control compliance, experienced more difficulty. These findings provide key insights into the importance of strategic ERM in effectively complying with new regulatory controls in volatile environments.