证券分析师缘何复述市场信息——基于市场反应的实证检验与治理探讨

近年来我国证券分析师研究报告的质量备受投资者质疑,本文用事件研究法对2006年1月1日—2010年12月31日期间5998份研究报告的市场反应进行了实证研究,结果表明证券分析师调整股票评级存在复述市场信息的行为,向市场提供的新信息非常有限,投资者据此获得超额收益非常有限。机构投资者等诸多利益冲突因素、我国证券研究部门粗放式的运营模式、证券分析师频繁的流动以及年轻分析师的声誉忧虑等是导致我国证券分析师复述市场,研究报告信息含量和信息质量不高的主要原因,在此基础上,本文从监管当局、行业协会、券商和分析师自身三个层面对相关的监管治理举措进行探讨。     

Do analysts add value when they most can? Evidence from corporate spin‐offs

This article investigates how securities analysts help investors understand the value of diversification. By studying the research that analysts produce about companies that have announced corporate spin‐offs, we gain unique insights into how analysts portray diversified firms to the investment community. We find that while analysts' research about these companies is associated with improved forecast accuracy, the value of their research about the spun‐off subsidiaries is more limited. For both diversified firms and their spun‐off subsidiaries, analysts' research is more valuable when information asymmetry between the management of these entities and investors is higher. These findings contribute to the corporate strategy literature by shedding light on the roots of the diversification discount and by showing how analysts' research enables investors to overcome asymmetric information. Copyright © 2013 John Wiley & Sons, Ltd.     

Corporate divestitures and family control

This paper investigates the relationship between divestitures and firm value in family firms. Using hand‐collected data on a sample of over 30,000 firm‐year observations, we find that family firms are less likely than non‐family firms to undertake divestitures, especially when these companies are managed by family rather than non‐family‐CEOs. However, we then establish that the divestitures undertaken by family firms, predominantly those run by family‐CEOs, are associated with higher post‐divestiture performance than their non‐family counterparts. These findings indicate that family firms may fail to fully exploit available economic opportunities, potentially because they pursue multiple objectives beyond the maximization of shareholder value. These results also elucidate how the characteristics of corporate owners and managers can influence the value that firms derive from their corporate strategies. Copyright © 2014 John Wiley & Sons, Ltd.     

IN THE EYES OF THE BEHOLDER: CONCEPTUALIZATIONS OF RELATEDNESS HELD BY THE MANAGERS OF LARGE DIVERSIFIED FIRMS

In this study, chief executive officers were surveyed to evaluate how they perceive their firms’ businesses to be related. Responses from nearly 200 top executives provided the data for this study. Findings suggest that some managers think of relatedness in terms of similarities in products, markets, and technologies, a type of relatedness that is assessed by existing measures of diversification. The study also found, however, that managers hold additional conceptualizations of relatedness, including relatedness characterized by an emphasis on shared differentiation and marketing skills. The importance of the study’s findings and its contributions to the diversification literature are discussed. © 1997 by John Wiley & Sons, Ltd.     

制度约束、需求驱动和适应性选择——中国民营企业治理演进的分析

改革开放30年以来,中国民营企业在不同的历史阶段以不同的身份和组织形式出现。特定的转轨经济背景,决定了我们必须基于历史视角对中国民营企业治理演进问题进行分析。从外部环境因素对中国民营企业治理演进的影响来看,环境因素表现出的约束性是一个典型特征。从计划经济体制向社会主义市场经济体制的转变,包括了一系列的经济制度层面的调整,产业组织形式的变化,经理人市场和金融市场的变迁。从内部资源因素对中国民营企业治理演进的影响来看,资源因素表现出的内在需求驱动性是一个典型特征。民营企业总是在现有的资源条件下追求对企业成长内在需求的最大化满足。适应性选择是中国民营企业治理演进的内生机制,中国民营企业不断扩大的企业规模、不断扩展的市场覆盖范围和不断提升的竞争能力表明,中国民营企业治理制度选择是有效的。而这种有效性的来源是中国民营企业的治理安排实现了内部资源条件和外部环境之间的适应性选择。     

Exploration or exploitation? Small firms' alliance strategies with large firms

How do small firms manage their alliance strategies with large firms? This study compares the relative impacts of exploration and exploitation alliances with large firms on small firms' valuation. Integrating the literatures on the exploration/exploitation paradigm and alliance governance, we argue that exploitation alliances with large firms will on average generate higher values for small firms than exploration alliances with large firms due to a heightened risk of appropriation in exploration alliances. However, if small firms can manage their alliances with large firms via proper alliance governance, they will increase their valuations from exploration alliances with large firms. Analyses of the U.S. biopharmaceutical industry from 1984 to 2006 largely support our hypotheses. Copyright © 2013 John Wiley & Sons, Ltd.     

Does corporate strategy matter?

A revisionist view that corporate strategy does not matter has gained considerable influence in recent years. This view largely stems from empirical results of early variance decomposition studies that found negligible corporate effects associated with profitability differences between businesses. Our analysis of the variance decomposition literature shows this view to be incorrect. Not only do the studies as a group show that factors at the corporate level of organizations contribute to profitability differences, but also evidence suggests that factors specifically associated with corporate strategy contribute to corporate effects. Corporate strategy in fact does matter. Copyright © 2001 John Wiley & Sons, Ltd.     

Does good governance prevent bad strategy? A study of corporate governance,financial diversification,and value creation by French corporations, 2000–2006

Building on and extending prior research, we propose a comprehensive framework which posits that free cash flow moderates the impact of corporate governance on financial diversification. We argue that because it increases CEO perceived risk, alignment devices increase rather than decrease financial diversification. In a sample of 59 publicly traded French corporations during 2000–2006, we show that financial diversification negatively impacts shareholder return and firm value. We obtain support for several of our hypotheses: at high levels of free cash flow, CEO variable compensation increases financial diversification, whereas chairman/CEO non‐duality reduces it. In contrast, independent directors increase financial diversification at low values of free cash flow (although weakly). We also find that ownership concentration only reduces financial diversification when free cash flow is low.Copyright © 2012 John Wiley & Sons, Ltd.     

Corporate social responsibility or CEO narcissism? CSR motivations and organizational performance

This study builds on insights from both upper echelons and agency perspectives to examine the effects on corporate social responsibility (CSR) practices of CEO's narcissism. Drawing on prior theory about CEO narcissism, we argue that CSR can be a response to leaders' personal needs for attention and image reinforcement and hypothesize that CEO narcissism has positive effects on levels and profile of organizational CSR; additionally, CEO narcissism will reduce the effect of CSR on performance. We find support for our ideas with a sample of Fortune 500 CEOs, operationalizing CEO narcissism with a novel media‐based measurement technique that uses third‐party ratings of CEO characteristics with validated psychometric scales. Copyright © 2014 John Wiley & Sons, Ltd.     

What does a small corporate effect mean? A variance components simulation of corporate and business effects

In a widely cited paper, Rumelt (1991) presents estimates of the relative influence of corporate, business unit, and other influences on business unit profitability and finds the corporation explains almost none of the variability in business unit profitability. Using a Monte Carlo simulation, we examine the relation of variance component magnitudes to other indicators of the importance of a particular effect. Our results demonstrate that variance components can be an extremely nonlinear indicator of importance. We also question whether Rumelt's corporate effect represents the possible contributions of corporate strategy to business unit performance. This addresses a puzzle raised by Rumelt (1991) concerning the small effect of corporations in explaining performance, and suggests that Rumelt's findings should not be seen as demonstrating the insignificance of corporate strategy. © 1997 John Wiley & Sons, Ltd.