税收政策与企业科技创新

在新的世纪,从国情出发,遵循企业科技创新和高科技产业化的客观规律,借鉴国际经验,我国科技税收优惠政策的重点和走向应该是:从对高新技术产品和成果税收优惠为主,转向重点鼓励企业加大科技创新的研究与开发的投入为主;税收政策的产业性优惠与区域性优惠相结合,以产业性优惠为主;税收优惠方式实行税基减免、税额减免、税率优惠相结合,以税基减免优惠为主.     

财政科技投入与企业创新绩效的实证研究

本文以2008-2018年全部A股上市公司数据为研究对象,实证研究财政科技直接投入和税收优惠对企业创新绩效的作用.得出结论:财政科技直接投入和税收优惠对企业创新绩效都有正向激励效应;相比于财政科技直接投入,税收优惠对企业创新绩效的正向激励作用更大.     

完善我国现行科技税收优惠政策的思考

我国现行税收优惠政策存在对高新技术产业的促进力度不足、税制设计不适应科技进步要求等诸多问题。为进一步完善我国科技税收优惠政策,借鉴西方国家税收优惠政策的成功经验,加强我国税收优惠的针对性,增加税收优惠方式,进一步完善增值税制、规范所得税制,同时,通过税收安排,充分调动科研人员的工作积极性,支持企业筹集科技风险投资基金。     

我国科技税收优惠问题研究

目前,运用税收政策促进科技的进步已取得了一定的发展并受到了相应的重视,同时实践证明税收政策的恰当运用对科技的进步具有极大的促进作用.目前,无论是对高科技产业还是对科技产品以及科技收益的税收优惠仍然存在着一些问题.一是税收优惠方式较为单一.目前我国对高科技产业的税收优惠方式主要为直接优惠,即减免税.直接优惠方式往往是奖励性的优惠,只是一种事后的奖励.在我国经济发展到一定水乎的情况下,这种奖励性税收优惠的负面作用越来越大,影响了企业之间的非市场竞争,干扰了正常的市场活动.而间接优惠是扶持性优惠,是针对产     

规范完善税收优惠政策的建议

<正>从各国税收优惠政策变化趋势看,具有政策作用重点由支持具体产业向营造创新创业环境转变、政策工具由直接优惠向间接优惠转变,优惠税种由多税种向所得税转变。当前我国税收优惠政策呈现外资超国民待遇向国民待遇转变、区域优惠政策由东到西梯度推进、科技研发优惠力度逐步加大等趋势,有力推动了经济发展,促进了产业结构升级,但也存在一系列问题。未来优惠政策应该     

农民合作社税收优惠之探讨

对农民合作社实行税收优惠,是世界各国的基本做法。我国学界也极力主张给予农民合作社税收优惠。因此,本文介绍了国外合作社税收优惠的立法实践及其启示,并对我国农民合作社税收优惠法律制度的构建进行了初步探讨。     

创新激励税收优惠政策国际借鉴

科技创新作为发展第一动力,已被世界各国纳入国家整体战略,税收优惠具备确定性和普惠性的特点,是推动企业开展科技创新的重要政策,已成为各国激励科技创新而争相采用的重要手段。从国际经验来看,部分国家将税收优惠政策以法律的形式予以明确,越来越多的国家扩充了创新激励税收优惠政策的税种和方式,以多元化的优惠政策为企业的创新研发活动保驾护航。我国的创新激励税收优惠政策在政策系统性、目标导向性、行业普惠性以及结构匹配性等诸多方面还存在一些问题,文章对创新激励税收优惠政策的国际发展趋势以及成熟经验进行梳理分析,力求为我国税收优惠政策的完善提供借鉴。     

税收政策

创业投资企业获所得税优惠;加强涉外企业汇总纳税;发票中奖800元以下免征个税;科技保险试点保费支出享税收优惠;外资货运企业统一认定为自开票纳税人;[编者按]     

国际税收竞争与我国的税收优惠政策

随着经济全球化不断深入,资本在国际间流动日益频繁,各国更多地利用税收手段吸引流动资本的竞争也日益加剧,在资源配置全球化的推动下,各国政府通过调减税率、增加税收优惠,甚至实行避税港模式来减低税负,以吸引国际上流动的生产要素,形成了国际税收竞争。国际税收竞争是以税收优惠为主要表现形式,随全球经济一体化进程变得日趋激烈,对各国的税制都产生了极其深刻的影响。具体到我国,应辩证对待国际税收竞争,改革和完善我国税收优惠制度,在吸引外国资本流入的同时维护自身经济利益,以提高国际竞争力。     

论促进我国科技进步的税收政策

科技是促进社会经济发展的源动力,我国现有科技税收政策存在优惠形式单一、法律层次不高、缺少对科研人员的激励以及优惠实效性不足等问题,通过税收政策促进我国科技的发展应该从税收法律体系建设、丰富科研税收优惠手段、加大科研人才以及风险投资税收优惠的力度等方面入手。     

Sustainability, Epistemology, Ecocentric Business, and Marketing Strategy: Ideology, Reality, and Vision

This conceptual article examines the relationship between marketing and sustainability through the dual lenses of anthropocentric and ecocentric epistemology. Using the current anthropocentric epistemology and its associated dominant social paradigm, corporate ecological sustainability in commercial practice and business school research and teaching is difficult to achieve. However, adopting an ecocentric epistemology enables the development of an alternative business and marketing approach that places equal importance on nature, the planet, and ecological sustainability as the source of human and other species’ well-being, as well as the source of all products and services. This article examines ecocentric, transformational business, and marketing strategies epistemologically, conceptually and practically and thereby proposes six ecocentric, transformational, strategic marketing universal premises as part of a vision of and solution to current global un-sustainability. Finally, this article outlines several opportunities for management practice and further research.     

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.     

Trust,terrorism, and technology

The development of civilization implies an evolution of complex trust mechanisms which integrate the social system and form bonds which allow individuals to interact, even if they are strangers. Key elements of trust are predictability of consequences and an evaluation of consequences in terms of self-interest or values. Values, ethics, and norms enhance predictability. The terrorist introduces an unpredictable event which has negative consequences, thus destroying trust. However, terrorist-like situations occur in day-to-day activities. Technology itself makes the world more interdependent and less predictable. Furthermore, technological accidents and disasters, which are also unpredictable and negative, may prompt individuals to perceive technology as if it were a terrorist. Louis H. Bluhm is Associate Professor of Sociology at the Mississippi State University. He has written several articles which have been published in Rural Sociology, and with P. M. Shingi he has written a chapter in a book.     

Networks,firms, and trade

Fixed costs associated with learning about demand and setting up distribution networks are expected to be lower when there are more potential contacts in the destination market, suggesting a greater probability of market entry and larger export revenues. We match historically-determined emigration stocks with detailed firm-level data from Portugal to examine the effect of migrant networks on these export outcomes. We find that larger stocks of emigrants in a given destination increase export participation and intensity. In addition, we show that the former of these effects tends to be more pronounced among firms that are more likely to have close ties with the emigrants. These results are consistent with a multiple-destination version of the Melitz (2003) model featuring market-specific entry costs and idiosyncratic firm-destination demand shocks.