公司管理层权力与银行信贷融资决策

运用中国上市公司2010—2013年相关数据,考察公司管理层权力与公司融资结构及银行信贷资源配置,结果显示：公司的管理层结构及高管层权力是公司融资政策选择和银行信贷资源配置的重要动因,公司管理层权力越大,管理层向银行借入短期借款越多,公司管理层权力与短期借款结构正相关。在债务约束效应下,管理层可能会出于个人任期和控制权私利的原因做出影响公司融资决策的行为,在公司银行信贷融资中表现为银行信贷融资规模与公司管理层权力呈现负相关关系,即管理层权力越大,公司配置的银行信贷资源越少;同时,公司管理层权力中结构权力与所有者权力对公司信贷决策有重要影响。     

Sustainable Production: Practices and Determinant Factors of Green Supply Chain Management of Chinese Companies

This paper explores the green supply chain management (GSCM) of companies based in the Yangtze River Delta, China. The companies' overall GSCM practice level (L_GSCM) is measured by using the data from 165 valid respondents in a questionnaire survey conducted during April and May 2009. The relationships between L_GSCM and the classified determinant factors are analyzed. It is indicated that Chinese companies are still at a preliminary stage of GSCM practices. Their environmental management in cooperation with external members of the supply chain is very marginal. A company's L_GSCM is significantly and positively associated with the external pressures from regulatory, domestic clients and business competitors. As an internal factor, a company's learning capacity greatly determines L_GSCM. We also confirm that the internal factors function as intermediate variables of external pressures in influencing a company's GSCM. A company's environmental management capacities will be strongly enhanced by frequent internal training of employees to increase its involvement in GSCM practices. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.     

Be proactive or inactive: The effects of systematic job riskiness on effort investment

A company's success heavily relies on its employees' willingness to take initiative at the workplace. With three representative types of risky environments introduced and a series of incentive schemes implemented in the order that mimics the trial process of a company's search for an effective incentive design, we experimentally explore the interplay between systematic job riskiness and managerial practices in determining individuals' risky effort input. Our findings demonstrate that the effectiveness of typical motivational practices, including competitive schemes and the combined use of peer feedback, could vary across risky working environments systematically.     

Engaging employees in company success: The UPS approach to a winning team

UPS is the world's largest package delivery company and a leading global provider of specialized transportation and logistics services. One of the company's missions is to maintain a financially sound company, with broad employee ownership, that offers a long‐term competitive return to shareowners. This ownership culture is demonstrated through ownership guidelines for managers and supervisors as well as several employee stock programs. The ownership culture is vigorously promoted throughout UPS by a variety of communication channels. Employee ownership is core to the UPS culture, and it translates into a strong work ethic, with employees engaged in growing the business and committed to the company's success. © 2005 Wiley Periodicals, Inc.     

A comparative study of human resource management practices in international joint ventures: the impact of national origin

This paper presents a comparative study of the effects of national origin, a company's strategic orientation and its investment profile on preference for the application of human resource management (HRM) practices as conducted in international joint ventures (IJVs). The approach extends understanding by offering a broader exploration of how national differences generate additional barriers that impact on specific HRM practices. The evidence from the study presented suggests that there is little support for national origin being a major independent influence. National distinctiveness does define the types of integration between parent companies and IJVs, but these collaborations do not necessarily reflect any specific national institutional bias. Examination of eighty-seven IJVs suggests that IJV management has a high degree of organizational autonomy in the implementation of a company's task-related inputs regardless of the national background of the foreign partner. The presence of a company's task-related effects on HRM practices plays a significant contextual role where the major attributes are the technology, management development and the compatible use of an IJV's resources. The results confirm that there is little evidence to suggest that partner-related influences derived from the partners' complementary resources and competences in the field of HRM development that are national origin specific have had significant influence over HRM development in the IJVs studied.     

Top management team's vision and human resources management practices in innovative Spanish companies

The objective of the article is to analyse whether the strategic vision of the top management team (TMT) and the way employees working in teams are rewarded and assessed affect companies' innovation performance. The study was carried out on a sample of 97 Spanish companies belonging to the three most innovative sectors based on number of patents registered. The results indicate that the top management team's strategic vision alone does not explain a company's innovation performance. Innovation also requires the existence of compensation practices based on the ideas generated and developed by project teams. These results offer relevant implications for the TMT and the managers of the research and development (R&D) and human resources (HR) functions about the way teams should be rewarded and supported in order to improve the company's innovation efforts.     

Advancing environmental productivity: Organizational mindfulness and strategies

This study investigates the importance of mindfulness‐based organization systems and policies on the organization's continuous efforts to become a greener company. The study is devised as a pooled cross‐sectional time series analysis of productivity in energy consumption, water utilization, and waste generation and recycling of U.S. companies. The data set taken from U.S. Newsweek 500 recorded 600 companies dispersed into 63 industries during the period of 2012–2014 and provided 1,498 company–industry–year observations. The study found that systems and policies (e.g., deployment of third‐party auditors for its environmental metrics report; linkage of the remuneration of company's senior executive team with the achievement of environmental performance targets; and establishment of a committee at the Board of Directors' level whose mandate includes sustainability of the company in environment‐ and resource‐related matters) connect the company's mindfulness to its effort in improving the environmental quality through the company's productivity in energy consumption, water utilization, and waste generation and recycling. The relationships are positive and significant. Also, systems and policies serve as a motivator for the firm to continue to improve upon the current achievements. The study emphasizes the importance of translating organizational and individual mindfulness into organization policies and systems in order to motivate the organization to continuously improve its productivity in energy consumption, water utilization, and waste generation and recycling leading to improvements in environmental quality.     

A review of determinant factors of environmental proactivity

This paper reviews the literature in order to identify the determinant factors of a company's environmental proactivity. It starts by arguing that environmental proactivity can be manifested through diverse practices and strategies and goes on to comment upon several variables that seem to influence the decision to implement such strategies. Some of these variables depict internal company features and others describe the general environment in which operations are carried out. Stakeholders' pressure is distinguished as a central determinant factor and it is argued that all the other variables affect either the intensity of this pressure or the company's capacity to perceive it. All the factors identified herein should be taken into account, at least as control variables, in those studies aiming at explaining and contextualizing environmental strategies. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

Training as a generator of employee capabilities

In the current global economic environment, companies aiming to obtain lasting competitive advantages must be aware of those abilities that differentiate the company from its competitors. In this sense, personnel training may stimulate the development of certain capabilities related to the company's human resources, which could support this differentiation and hence the desired competitive advantage. For this reason, we have considered as an aim of this work to analyse personnel training as a policy for the development of the organisation's human capital, and its influence on the impulse of three differentiating capabilities, namely the employees' knowledge or know-how, the generation of a collective mind and the organisational commitment of personnel. In this article, we shall first analyse from a theoretical point of view the influence of the company's training policies on the development of certain differentiating capabilities. Then, we shall empirically prove this theoretical relation within the framework of the different business units of a financial institution.     

One Prudential Exchange—The Insurance Giant's Business Literacy and Alignment Platform

This article describes how Prudential—in a dramatically changed marketplace—engaged its 55,000 employees as partners in transforming the company's many disparate businesses into one integrated company. Using a combination of large‐and small‐scale meetings, follow‐up actions at the work unit level, and sophisticated performance enhancement processes, OPX (One Prudential Exchange) is helping transform Prudential from a staid insurance company to a modern financial services powerhouse. OPX has introduced the One Prudential vision to the company's 55,000 employees in nearly 300 large‐scale meetings in 12 cities, and has institutionalized problem resolution and breakthrough dialogue processes in over 3,500 follow‐up work unit meetings. © 2001 John Wiley & Sons, Inc.     

The effects of network groups on minority employee turnover intentions

Companies in the United States are concerned with retaining minority employees to maintain or increase the diversity of their workforce. Here we assess the value of one approach companies have used to retain minority employees: “network” groups. Based on data obtained from a large company with extensive network groups, this study compares the turnover intentions of minority employees who have joined one of the company's network groups to those who have not joined one of the company's network groups. The data show that employee network groups can be useful in helping companies retain managerial‐level minority employees. Extensive recommendations are provided to help organizations maximize the effectiveness of network groups. © 2002 Wiley Periodicals, Inc.     

The influence of individual characteristics,plan characteristics and work-related factors on salaried employees' attitudes towards profit sharing: a Canadian case

We examined the influence of individual and plan characteristics and work-related factors on salaried employees' attitudes towards profit sharing. Employees who were committed to their company, had a high work ethic, did not feel there should be a guaranteed minimum pay-out and who believed that there was a connection between exerting effort and their job performance as well as between their own performance and profit-sharing pay-outs had a more favourable attitude towards profit sharing in general. Employees who were committed to their company, had greater knowledge of their company's profit-sharing plan, preferred the cash bonus distribution scheme and believed there was a connection between their own performance and profit-sharing pay-outs had a more favourable attitude towards their company's profit-sharing plan. The results suggest that individual characteristics and work-related factors are as important to the successful implementation of a profit-sharing plan as the features of the plan itself.     

Attitudes toward employee participation in decision-making: A comparison of european and american managers in a united states multinational company

This article examines an American multinational company to uncover any crossnational differences in managerial attitudes toward employee participation in decision-making. Human resource practices of the parent company toward its European subsidiaries were also examined, especially those relevant to employee participation issues. Data were collected from the company's manufacturing facilities in Britain, the Netherlands, Spain, and the United States. Managers were interviewed and then surveyed regarding their attitudes toward participation. The interviews revealed resistance to the parent company's efforts to “export” an American vision of employee participation to its European subsidiaries. The survey data revealed attitudinal differences among European managers as well as among their American counterparts. Possible explanations, implications for human resource executives and research directions are discussed. © 1993 by John Wiley & Sons, Inc.     

DEFINING ENVIRONMENTAL PERFORMANCE INDICATORS: AN INTEGRATED FRAMEWORK

Environmental performance indicators are becoming increasingly important at the company level. This is due, in part, to stakeholders demanding environmental improvements and proof that these have been made. The need for an integrated framework for environmental performance indicators is considered; the indicators fall into four categories: the state of the environment; corporate environmental policy; environmental management systems; and the products and processes of the company as evaluated by an ecobalance improvement. The state of the environment evaluates the company's relative contribution to the national and European environmental impact and hence the companies' own impact compared with the reference document Europe's Environment: Statistical Compendium for the Dobris Assessment. Corporate environmental policy is the basis of the framework and 21 key aims are suggested to ensure that comprehensive statements are produced and that all significant environmental initiatives undertaken by the company receive recognition. The environmental management system indicators are divided into qualitative and quantitative economic indicators and quantitative non-economic indicators to evaluate environmental performance. The ecobalance tool is used to evaluate the environmental performance of the company's products and processes.     

Business behaviour and management structure—2: A case study comparison of managerial initiative in four industrial enterprises

Four large UK firms, Cadbury Schweppes, Manganese Bronze, Tube Investments and Thomas Tilling, were asked to provide detailed comments on their company's evolution and management styles. This paper reports in detail on the interviews.     

Promotion systems and career development in Thailand: a case study of Siam Cement

This paper examines the promotion systems and career development of managers of Siam Cement Public Company Limited, the largest manufacturing conglomerate in Thailand. Since the 1980s, the company has grown into a full-blown conglomerate and is widely considered to be Thailand's most modernized corporation. In the aftermath of the 1997–8 Asian crisis, the meltdown forced the company and other debt-addicted business groups to streamline their debts and organization structures drastically. However, just five years later, the company had bounced back into profitability and first-class corporate governance, and stands firmly in the front rank. Undoubtedly, the company's successful recovery and its current strengths have been driven by the capability and dedication of its managers. This paper focuses on interviews with the company's personnel managers during 1999–2001, and on the personnel profiles of 128 managers (general manager level), in order to examine Siam Cement's human resource management policies and practices, and to draw from this its overall strategies for the development of managerial careers. The main finding was that well-planned recruitment, competitive promotion, concrete performance appraisal and wide-ranging training and development programmes, including job rotation and sending managers to study abroad, are all essential career development strategies.     

Talent management in Russian companies: domestic challenges and international experience

The study investigates talent management practices in Russian and foreign companies and their influence on a company's performance. In our work, foreign companies are foreign-owned companies (multinational or global) that operate in the Russian market and their headquarters are located outside the Russian Federation. Attention is paid to the analysis of the factors that support talent management implementation. As the results of the research are based on a comparative analysis of differences and peculiarities in talent practices in Russian and foreign companies, the paper explores and provides a number of ideas and conclusions about talent management elaboration, realization and talent practices improvement in the Russian context. Our data show that talent management practices are influenced by a number of factors that are different, in parts, in Russian and foreign companies. Supplementary analysis also suggests that the positive connection between talent management efforts and a company's performance can be found.     

Learning times: A key factor in managerial personnel decisions

How often should a man be inducted, socialized, trained, developed, and then promoted or transferred from one department to another? The answer should depend to some extent on the average learning time for the manager's new job, and the company's feeling about a “break-even” or “pay-back” period when the employee works to “pay back” the organization for providing him with the job learning opportunity.     

Examining the effect of managing GHG emissions on business performance

Unprecedented climate changes menace not only the planetary ecosystem, but also the stability of the global economy. The European Union has for years promoted the transition of the economy towards a model of sustainable development, stimulating companies to adopt a strategic approach based on quality and environmental efficiency, rather than on quantity and reduction of costs. The aim of this study is to analyze how greater attention to the environmental effects of a company's activities (environmental management) and monitoring and reduction of CO₂ emissions (emission management) can improve the company's economic performance. We analyze the financial data and greenhouse gas (GHG) emission figures for a sample of large Italian companies, searching for potential relations between increasing returns on capital invested and the reduction of pollutants. The results show that the companies examined are ever more attentive to environmental policies, and that those with a green vision achieve better operating performance. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment     

Assessing collective firm behavior: comparing industrial symbiosis with possible alternatives for individual companies in Oahu,HI

Are companies better off acting collectively in sharing resources, such that one company's waste becomes another company's feedstock, or is it strategically preferable to act individually to minimize resource flows? Eleven enterprises on Oahu, HI, were found to be exchanging nine different materials, constituting previously undocumented industrial symbiosis collaboration, anchored by a coal‐fired power plant in the Campbell Industrial Park. The environmental and economic performance of eight companies exchanging six of these materials is assessed based on price and quantity data collected during interviews with the participants. The largest environmental benefits were found to be reduced landfilling and conservation of primary materials, including 40 million gallons of fresh water and approximately 17 800 tons of coal annually. The research finds that symbiotic solutions, when made visible, are often preferable, especially on an island. Indeed, company managers who fail to consider symbiotic solutions for resource issues risk overlooking the most effective strategic options. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.