隐性人力资本的价值度量

人力资本主要由显性人力资本和隐性人力资本两个部分构成。传统的人力资本分析往往注重于显性人力资本而忽视了隐性人力资本。实际上对企业发展起关键性作用的因素是隐性人力资本。由于隐性人力资本在价值形成上的特殊性，因此对它的价值度量及其激励制度安排就成为企业可持续发展的关键 。本文在界定隐性人力资本内涵的基础上，为隐性人力资本的价值度量提供了一个基本的理论分析模型。     

浅析人力资源成本

本文在人力资本产权理论的基础上,进一步说明人作为人力资本的所有者,要把自己拥有的人力资本投入到企业中,以获取自己满意的投资收益。所以,从人自身的角度来看,人将自己拥有的人力资本投入到企业中而对该企业做的一项投资,与企业提供的物资资本相结合,创造出剩余价值,从而达到自身利益最大化和企业利益最大化,促进社会财富的增长。本文从这个角度上来分析人力资本成本的确认。     

企业价值来源及其理论研究

随着时代变化 ,价值来源的范围不断扩大。本文从企业角度 ,对劳动价值理论、资本价值理论、客户价值理论的基本思想和价值产生机理进行了阐述 ,指出三种价值理论是一个完整的体系 ,只是在不同时期、不同企业 ,主体地位不同而已。从劳动价值理论、资本价值理论为主转向客户价值理论为主 ,将成为指导企业发展的必然走势。     

Managerial ties, control and deregulation: An investigation of business groups entering the deregulated banking industry in Taiwan

This study investigates the determinants of business groups’ entry to the deregulated banking industry in Taiwan, from the perspectives of social capital and agency theory. The principal objective of deregulation is to increase the efficiency of resource utilization by introducing competition. However, the opportunities inherent in deregulation may induce a battle of strengths among interested business groups. Based on secondary data analysis, this study reveals that the managerial ties possessed by key individuals in a business group, and the degree of overlapping investment between the owner-managers, influences the likelihood of whether or not a business group will decide to enter the deregulated banking industry. The results of this study provide a valuable starting point from which to discuss the influence of internal and external personal networks on business strategy during a time of deregulation.

基于企业基因重组理论的价值网络构建研究

全球化、信息化带来市场交易成本的急剧下降，并直接导致组织创造价值的方式发生了变化。本文借鉴企业基因和企业基因组的概念，对企业基因重组理论进行了系统地完善和整合。依此理论为基础，本文对能力要素驱动型价值网络的形成、特征和构建策略进行了深入地分析。     

人力资本定价的逆向选择问题研究

本文首先描述了人力资本定价中的逆向选择问题的产生原因及其结果。其次,通过引入人才市场,独立董事和剩余索取权分享,研究了不完全信息重复博弈,信号传递博弈和信息甄别博弈三种解决人力资本定价的逆向选择问题的方法,并从中得到了一些有益的启示。     

筛选理论研究述评及展望

文章介绍了筛选理论的产生过程,并对国外筛选理论的研究状况进行了分类归纳和述评。在此基础上,提出了目前筛选理论研究面临的问题和未来的研究方向。     

Blocked But Not Tackled: Who Founds New Firms When Rivals Dissolve?

Research summary: This article examines the role of competitive shocks in creating opportunities for new firm foundings. I argue that the sudden dissolution of rival firms may release resources that create opportunities for firm formation, particularly among employees facing impediments to capturing value in their current organizations. Analyzing microdata from the legal services industry, I use unexpected deaths of solo‐practicing attorneys as quasi‐exogenous sources of rival dissolution. Results indicate that these shocks increase the odds of founding by about 30%, with stronger effects among attorneys with weaker social connections or higher competition for promotion. The article thus highlights the role that founders play in reallocating dissolved rivals' resources while demonstrating that founding may be an important outlet for “blocked” employees to capture value from opportunities. Managerial summary: This article finds that the shutdown and dissolution of a rival organization may spur employees to found new firms. As a consequence, managers may find it valuable to pay attention to employees' turnover intentions following the dissolution of a rival. Findings suggest that employees who are having trouble advancing in the firm may be the most likely to found a new organization when a rival dissolves, so managers may want to focus retention efforts on these individuals. To the extent that managers wish to capture customers, employees, and other resources that were formerly attached to a dissolved rival, managers may wish to be aware that they could be in competition with their own employees for these resources and opportunities. Copyright © 2017 John Wiley & Sons, Ltd.     

Governance by targets and the performance of cross-sector partnerships: Do partner diversity and partnership capabilities matter?

Research Summary: This study examines the effectiveness of targets as a tool for the contractual governance of cross-sector partnerships. Applying a difference-in-differences methodology, we find that the use of explicit targets within performance contracts is an effective means for improving partnership outcomes, especially where partner diversity and partnership capabilities are high. Furthermore, we find evidence that target intensity is associated with stronger partnership performance. These findings suggest that contractual forms with explicit targets may be a particularly successful approach for enhancing the public value created by cross-sector partnerships. A downward turn in performance following the removal of targets lends further support to this conclusion. Managerial Summary: Cross-sector partnerships have become a vital means for creating value in pursuit of the public interest. In particular, the effective management of these partnerships is thought to hold the key to addressing the strategic and organizational challenges posed by major social and environmental issues, such as big data and climate change. In this article, we combine data on waste recycling from 2003 to 2014 with information on performance contracts between local cross-sector partnerships and higher levels of government in England to quantify the impact of governance by targets on the performance of those partnerships. The benefits of target-setting for partnership performance that we identify are even stronger when partner diversity is high and partnership capabilities are strong. We discuss the managerial and policy implications of our findings.     

When is cash good or bad for firm performance?

Research summary: Cash can create shareholder value when used for adaptation to unfolding contingencies, but can also reduce value when appropriated by other stakeholders. We synthesize arguments from the behavioral theory of the firm, economic perspectives like agency theory, and the value‐creation versus value‐appropriation literatures to argue that the implications of cash for firm performance are context‐specific. Cash is more beneficial for firms operating in highly competitive, research‐intensive, or growth‐focused industries that are typical of contexts requiring adaptation in the face of uncertainties. Conversely, cash is more detrimental to performance in firms that are poorly governed, diversified, or opaque, as are typical of contexts where stakeholder conflicts, information asymmetries, or power imbalances can encourage value appropriation by other stakeholders. Managerial summary: Cash can create shareholder value when used for adaptation to unfolding contingencies, but can also reduce value when appropriated by other stakeholders. While cash‐rich firms have higher performance on average, with those in the 75th percentile having a market‐to‐book value 15 percent higher than those in the 25th percentile, we find that the performance benefits of cash depend on the context. Cash is more beneficial for firms operating in highly competitive, research‐intensive, or growth‐focused industries that are typical of contexts requiring adaptation in the face of uncertainties. Conversely, cash is more detrimental to performance in firms that are poorly governed, diversified, or opaque, as are typical of contexts where stakeholder conflicts, information asymmetries, or power imbalances can encourage value appropriation by other stakeholders. Copyright © 2015 John Wiley & Sons, Ltd.     

企业家主导下的企业合约模式研究

企业家是企业合约的主导因素，企业家主导下的企业合约模式研究先后经过物质资本合约模式，人力资本合约模式，交易费用合约模式和异质人力资本合约模式等四种主导模式，从物质资本理论，经人力资本理论，向异质型人力资本理论演进与发展。而异质型人力资本合约模式，建立在人力资本合约模式与交易费用合约模式既有成果基础上，并且很好地发展了这两种模式，具有较强的当代先进性。