中国城市科技人才集聚促进了全要素生产率增长吗——来自285个地级市的经验研究

基于2005—2018年中国内地285个地级市数据，对城市科技人才集聚与全要素生产率（简称“TFP”）进行测度分析，实证考察科技人才集聚对TFP的影响。结果表明：①城市科技人才集聚与TFP空间分异特征显著，但二者具有较强的时空一致性，即科技人才集聚特征显著的城市，其TFP也相对稳定；②城市科技人才集聚对TFP的影响呈倒U型，但研究期内大多数城市仍处于集聚效应占主导阶段,科技人才集聚通过提升城市技术进步水平促进TFP增长，而科技人才集聚对技术效率的影响呈倒U型；③不同类型城市科技人才集聚对其TFP影响的异质性显著，且适宜集聚区间也存在差异。省会城市及一、二线城市等优势特征显著的城市所能承受的科技人才集聚规模上限更高，有利于通过释放集聚红利促进TFP增长，而非省会城市、三线及以下城市等则拐点值较低。     

I Feel Your Pain: The Effect of Regulator as a Minority Shareholder on Merger and Acquisition Performance

We examine the effect of a regulator-led advocate for minority shareholders on merger and acquisition (M&A) performance in China. In recent years, the China Securities Regulatory Commission established the China Securities Investor Services Center (CSISC), which began its ownership of 100 shares of public firms in 2016. The CSISC advocates for the interests of minority shareholders proactively. Focusing on abnormal stock returns in M&A announcements, we find that acquirers that have the CSISC as a shareholder (CSISC acquirers) exhibit higher positive abnormal stock returns than non-CSISC acquirers. Cross-sectional analysis suggests that the core results are mainly driven by firms with severe agency problems and weak external/internal monitoring, and those not controlled by the state. In addition, we find that CSISC acquirers have better long-term performance and encounter more M&A failures than non-CSISC acquirers. Our findings indicate that although the CSISC only holds 100 shares of listed companies, it plays an effective role in monitoring and driving firms to make appropriate M&A decisions.     

Organizational CQ: Cultural intelligence for 21st-century organizations

We live in an age of massive global disruption. Technological advancements threaten century-old business models, globalization is reordering supply chains, and people need to work with colleagues and customers who have vastly different backgrounds. On top of that, we have been in the midst of a global pandemic, and customers, employers, and investors are demanding more than just a Black Lives Matter social media post from organizations that purport to take social justice seriously. Organizations with high cultural intelligence (CQ) are able to navigate this volatility and complexity effectively. Over the last two decades, scholars from across the world have published hundreds of articles on CQ, the capability to relate and work effectively in complex, culturally diverse situations. Most of the work has examined CQ at the individual level. But what about organizations? Can organizations be culturally intelligent? The emerging research on CQ at the organizational level offers leaders and organizations critical insights for navigating today’s diverse, digital world. Organizational CQ is a firm’s capability to function effectively in a complex and unpredictable multicultural world. This article stresses the importance of the culturally intelligent organization and explains how to develop organizational CQ.     

Legally astute managers as a source of value in organizations

The legal and compliance departments in organizations have more influence than ever before. Why then are companies so vulnerable to legal liability? The problem may not be with talented legal professionals, but with the lack of legal knowledge held by MBAs and other business school graduates that make day-to-day decisions in modern organizations. Firms can close this knowledge gap and minimize legal liability by training their managers in legal astuteness—the ability of a manager to address legal issues successfully—by instilling four essential traits: respecting the rule of law, recognizing legal issues, resolving problems proactively, and reporting complex legal issues to experts. Job candidates should also be screened for traits of legal astuteness. A legally astute candidate, especially a graduate of a business school that requires legal education for all its students, can be a cultural ambassador for legal astuteness and a valuable liaison between legal and compliance departments and the candidate’s functional area. A legally ignorant candidate will require significant training and a frank assessment of the legal risk they bring to the organization. Modern firms in today’s legal environment face two choices: hire a legally astute manager now or deal with a compliance headache later.     

The role of socially rich photos in generating favorable donation behavior on charity websites

While online retail sites succeed in reinforcing perceptions of human warmth on their websites thanks to more and more interactive technologies, the charitable sector cannot, for lack of human, technical and financial resources, make use of such technologies. This research paper demonstrates the potential of a simple tool: the socially rich photo. Although the literature has extensively documented how photos impact visitor behavior in online environments, research in the context of donations through charity websites is rare and has provided contradictory results. By focusing more closely on the role of the individual represented in such photos (the recipient of a donation versus the donor), our studies, conducted in France, offer additional insights on the subject as well as managerial advice for organizations.     

游客感知视角下乡村旅游质效提升维度研究——以西双版纳傣族园为例

发展乡村旅游是实施乡村振兴战略的重要途径，对促进乡村经济发展具有重要作用。以西双版纳傣族园为案例研究地，通过SPSS和AMOS实证探究游客感知视角下乡村旅游质效提升的维度。结果表明：游客感知视角下的乡村旅游质效提升包含旅游地感知、地方认同感、主观幸福感、环境责任行为4个维度；地方认同感和旅游地感知对乡村旅游质效提升的影响力较强，其次是主观幸福感和环境责任行为。     

我国粮食产后损失情况概述

本文系统分析了粮食产后各环节损失的原因及损失量,针对相关粮食损失原因及状况,提出了减少粮食产后损失的措施及建议,以期为我国实现节粮减损提供支持。     

薪酬福利对中小企业人力资源的影响研究

为响应大众创业的号召,我国中小企业不断发展,为社会提供就业岗位也为经济发展添砖加瓦。然而,在市场竞争压力不断增强的当下,中小企业要重视推进人力资源管理质量提升。通过薪酬福利的有效应用来激发工作人员的工作积极性和创造力,以此为中小企业的发展贡献出更高水平的价值。本文在分析中小企业薪酬福利现状的同时,提出相关对策思考。     

“十四五”时期推进新旧动能转换的思路与策略

“十四五”时期是国际经济秩序重塑的关键期、新一轮科技革命和产业变革由孕育发展向形成高潮的关键过渡期、我国跨过高收入门槛的关键期和改革攻坚的关键时期,也是我国新旧动能接续转换的关键时期。加快新旧动能转换对于促进经济持续稳定健康增长、抢占新一轮科技革命机遇和实现高质量发展等意义重大,是我国转换发展方式、调整经济结构、建设现代化经济体系和实现体制机制转型的重要途径。必须深化对新旧动能转换内涵和特征的认识,厘清思路,明确新旧动能转换重点;深化体制机制改革,激发新旧动能转换活力;培育主体,做优做强一批新旧动能转换领军企业和优质中小企业;加快集群建设,形成一批新旧动能转换高地;创新优化要素支撑,夯实新旧动能转换基础;提升对外开放水平,拓展新旧动能转换空间。     

Doing more and doing better are two different entities: Different patterns of family control and environmental performance

Family firms bear two types of agency costs, including type I and type II agency problems, in corporate environmental practices: (1) Outside executives at family firms hesitate to engage in environmental strategies, which can lead to drops in profits; (2) Controlling families employ opportunistically environmental management to achieve their interests. We argue that a primary cause for the agency problems lies on ineffective internal corporate governance at family firms, which can cause loss of managerial (or power) balance between outside executives and family executives. Our findings show that family firms with ownership and strategic control (FSC), which family executives and outside executives monitor and constrain each other, can achieve the highest environmental performance. Moreover, external controls, including product market competition and provincial environmental regulations, substitute effective internal control of FSC. The environmental performance premium of FSC is more prevalent when the production market competition is lower. Family firms with ownership, operational, and strategic control (FOSC) can achieve higher environmental performance within a province with more stringent environmental regulations.