Fostering an ethical organization from the bottom up and the outside in

Despite the best efforts of corporate compliance officers, boards of governance, auditors, and regulators, corporate misconduct continues to plague our markets. In this thought-provoking installation of Accounting Matters, we argue that efforts to fight fraud and other forms of corporate misconduct have failed, in part, due to the systematic approach employed toward a problem that is irregular, complex, and extends well beyond the boundary of the firm. By drawing upon research from the field of behavioral ethics to suggest a new approach that does more than just stress formal control systems, we illustrate how executives may strengthen organizational ethics through informal practices that work from the ‘bottom up’ and the ‘outside in.’ Our review includes practical recommendations regarding how to create shared responsibility for ethical leadership, how to empower employees to achieve both economic and ethical ends, how to enlist the aid of key stakeholders in identifying problems before they grow and spread, and how to redesign compliance practices to address the complex nature of corporate misconduct.     

Cost of small business banking: a New Zealand study

The research reported in this article develops a model for assessing the cost of banking services faced by small businesses. The lack of price competition in the provision of small business banking services combined with limited transparency concerning actual fee levels prevents small businesses from readily estimating likely fee levels. Prior research and government reports note the difficulties faced by small business in relation to banking services and this research contributes to an understanding of the potential dead weight losses incurred resulting from poor signalling and information asymmetry and potentially a deficient public policy framework.

Effects of family ownership and management on small business equity financing

Equity financing is important in financing growth but its special features in small business have not been well addressed in the finance or entrepreneurship literature. Since many small firms have family involvement and research shows that family firms have both advantages and disadvantages in managing agency costs, how family involvement and agency issues interact to affect equity financing in small business is an important topic of research. This study examines the effects of family ownership and management on two dimensions of small business equity financing, the use of equity financing and the use of public equity financing within the agency theory of financing. The results show that family involvement and agency issues interactively and separately influence equity financing in small business.     

事业单位财务管理问题研究

财务管理作为一项价值管理,在资金利用的效率和效益上起到了至关重要的作用,本文从事业单位资产管理、会计核算、预算等角度分析了目前存在的问题,并从加强内部控制、加强资产管理和进行良好的全面预算几个角度对事业单位财务管理提出了一些建议和对策.     

Risky business: How social psychology can help improve corporate risk management

Drawing on research in management theory, risk analysis, and the social sciences, this installment of Business Law & Ethics Corner promotes diversity of thought in corporate governance as not only beneficial to business growth and creativity, but also imperative to managing risk successfully. The article begins with a review of four major worldviews and the risk preferences of each. Next, it examines psychological processes that guide human decision making and greatly influence risk perception. The article then applies these worldviews and psychological phenomena to the case of risk management. It offers a critique of current risk management practices, drawing on evidence from the 2007–2008 financial crisis. The article concludes by promoting increased diversity of worldviews in corporate governance as a way to prevent the same risk blindness that led to the Great Recession.     

中小建材企业经营管理控制探讨

建材企业由于历史的原因、行业的特点中小企业较多,中小企业的管理人员受经营规模、财务、人力经验等因素的控制,强调一人多岗、减员增效,往往很难达到大型企业的人员分工,岗位设置和不相容职务分离等方面的周密安排.     

Transforming under deep uncertainty: A strategic perspective on risk management

Companies increasingly face the need for transformation in today’s rapidly changing business environment, characterized by major shifts in technology, regulation, and customer behavior. A lack of strategic risk insight and foresight leaves many incumbents insufficiently prepared in the face of such deep uncertainty. We argue that traditional risk management falls short because it predominantly focuses on strategy execution while leaving strategy formulation largely untouched. Moreover, an administrative-heavy risk management process can create strategic inertia and a misleading sense of control. In today’s dynamic business context, companies must not only increase the speed and impact of their strategy execution but also continuously explore the development of new strategies in response to disruptive events or emerging opportunities. Our research shows how leading companies develop a strategic risk management (SRM) capability to increase their resilience and agility in response to deep uncertainty. SRM takes a strategic, forward-looking perspective and focuses on strengthening processes, people, and practices for purposefully integrating risk into the strategy formulation process. This article offers a framework with three proven configurations of content and timing integration, risk management roles, and leading practices that enable effective SRM.     

Credit granting to small firms: A Brazilian case

Transaction costs limit the supply of credit to small and medium-sized firms (SMEs). From a sample of 65,535 SME credit proposals submitted to a large Brazilian bank between January 2004 and September 2006, this research analyzes credit granting decisions. Results suggest that small firms face credit rationing and that low risk credit contracts with liquid collateral are their primary source of credit. Also, the bank captures private information through its lending relationships with borrowers, which affects its credit granting decisions. The findings reveal that the bank under study faces difficulties in expanding the supply of credit to small firms mainly because of cost, collateral-dependency and constraints due to asymmetric information.     

Managing digital business platforms: A continued exercise in balancing renewal and refinement

Central to the evolution of a digital business platform is the organization’s ability to balance exploration (renewal) and exploitation (refinement) simultaneously. Drawing on prior research—including digital platforms, contradictory tensions, and organizational ambidexterity—and our own experience investigating digital business platforms in organizations, this article provides insights into how executives can manage this evolution successfully. More specifically, we present a framework recognizing three pairs of organizational capabilities (i.e., identifying-nourishing, expanding-legitimating, and augmenting-embedding) that enable balancing renewal and refinement of the platform over time. We close by providing critical managerial practices that executives can use in anticipating, adjusting, and evaluating the evolution of a digital business platform over time, including its initiation, development, and growth.     

Government guaranteed small business loans and regional growth

This paper examines the impact of government guaranteed small business loans on regional growth. I construct a metro-level panel of the Small Business Administration's guaranteed loans and examine economic growth between 1993 and 2002, across 316 metro areas in the US. A simple OLS regression finds a significant positive relationship between small business loans and regional growth. However, first-difference and instrumental variable regressions that mitigate endogeneity find no significant employment or income growth effects from small business loans. At least from an efficiency perspective, there seems to be no net gains to the regional economy from guaranteed small business loans.     

网络经济与集团财务集中管理

在网络经济下传统财务管理的弊端日益突出,其管理手段比较落后,预算控制体系不建全与资金控制失灵,不利于实现资源配置最优化。网络技术为集团公司建立集中财务管理模式提供了保证,集团公司要实现集团公司整体利益的最大化,财务管理的模式就必须从分散管理向集中式管理转变,发挥监控职能作用,强化资金的集中管理和财务人员权限设置,以适应网络经济发展的要求,实现财务管理变革与创新。     

Detours and frolics on the Internet: Employer liability and management control of cybertorts

Most employers are aware of their legal right to monitor employees' computer activities, and they are increasingly doing so. Yet, few of those who do monitor are aware that exercising this right may impose a legal duty to monitor prudently in order to protect third parties and to report criminal activity to the appropriate authorities. This paper briefly examines employers' legal right to monitor their employees' computer activities. Our subsequent analysis of the ruling in Doe v. XYC Corp. [Doe v XYC Corp., 382 N.J. Super. 122, 887 A.2d 1156 (2005)]. illustrates that those businesses that do assert their rights to monitor may assume a duty to report child pornography to the authorities, as well as a duty of reasonable care when reacting to their employees engaging in so-called cybertorts. We discuss how this ruling may extend the doctrines of ‘detours’ and ‘frolics’ into cyberspace. We also discuss the potential for employers' liability for other cybercrimes and cybertorts committed by their employees. We conclude by examining the contours of computer monitoring policies that effectively serve employers' risk management objectives without unduly invading employees' privacy, and the likely consequences of failing to achieve such a balance.     

Learning the business of banking: The management of the Bank of England's first tellers

This article focuses on what appears from the surviving records to have been the most troublesome of the new Bank of England's functions: the telling of money. The Bank's tellers had a complex job and the mistakes they made often proved costly, thus careful consideration was given to the means by which errors could be limited and servants incentivised to perform at their best. The methods used to motivate the tellers and manage the department, therefore, can reveal much about the men who implemented Britain's financial revolution and can give insights into the reasons for the Bank of England's business success and subsequent longevity.     

Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management

Practices of knowledge management are context-specific and they can influence organizational effectiveness. This study examines the possible mediating role of knowledge management in the relationship between organizational culture, structure, strategy, and organizational effectiveness. A survey was conducted of 301 organizations. The results suggest that knowledge management fully mediates the impact of organizational culture on organizational effectiveness, and partially mediates the impact of organizational structure and strategy on organizational effectiveness. The findings carry theoretical implications for knowledge management literature as they extend the scope of research on knowledge management from examining a set of independent management practices to examining a system-wide mechanism that connects internal resources and competitive advantage.     

Change management practices: Impact on perceived change results

Management literature frequently proposes the use of a set of managerial practices in order to facilitate the management of organizational change processes. This paper analyses differences in perception in the use of such practices, between change strategists and change receptors, and the impact these practices have on the outcomes of organizational change programs and on organizational results, in a sample of 90 organizations in Chile. Results show that, for the same change processes, change strategists report a higher use of change management practices than change receptors. Results also show that, during organizational change processes, firms use more frequently practices related to the change preparation stage in comparison to practices related to the change implementation stage. Finally, results show that, after controlling for organizational size, change program intensity, and service versus manufacturing industries, the use of change management practices has a significant impact on the accomplishment of the change program objectives and deadlines, but results do not show an impact on perceived organizational outcomes (changes in sales, financial results of the firm, operational productivity, and employee performance).     

Scaling and dimensionalizing perceived risk from ratings data: Managers' risk perception of business computers

A model for dimensionalizing and scaling perceived risk is presented. The scaling procedure provides risk values at the brand and category level on each of several risk dimensions. The model is illustrated with business managers' risk assessments of microcomputer profiles. The relative importance of various intrinsic and extrinsic cues in determining these perceptions was examined as part of the validation procedure for the several risk scales.     

U.S.-American and German Business Ethics:An Intercultural Comparison

The differences between the "habits of the heart" in German and U.S.-American corporations can be described by analyzing the way corporations deal with norms and values within their organizations. Whereas many U.S. corporations have introduced formal business ethics programs, German companies are very reluctant to address normative questions publicly. This can be explained by the different cultural backgrounds in both countries. By defining these different "habits of the heart" underlying German and American business ethics it is possible to show the problems and questions within the intercultural management of values, but also the possible solutions.     

Insights on the go: Leveraging business podcasts to enhance organizational performance

Managers need to stay connected to current trends and gather new insights to maximize organizational performance, but many struggle to find the time to read enough to remain informed. Business podcasts—digital episodic series covering a variety of business topics in an easy-to-consume audio format—are a relatively new tool that can help solve this dilemma. Business podcasts that offer unique perspectives on salient topics can teach managers valuable techniques for dealing with common business issues and keep them up-to-date on the latest business news. In this article, we introduce 10 popular business podcasts and discuss the insights for improving organizational performance offered in exemplary episodes of each series. Episode content ranges from detailed profile interviews of top executives and their day-to-day activities to the impact of national and global events on specific industries or businesses.     

Franchise failure: a reassessment of the Bates (1995) results

Franchising is often touted as a safe route to business ownership in the service arena. Yet findings by Bates (J Small Bus Manage 33(2):26–36, 1995) suggest that franchising may be a riskier alternative for prospective business owners than starting a non-franchised business. We contend that this conclusion is inappropriate because flaws in Bates’ study lend themselves to alternative interpretations of his results. The most critical flaws and plausible alternative interpretations are explained, and implications for prospective business owners are discussed.     

Business model risk and uncertainty factors: Toward building and maintaining profitable and sustainable business models

Business models and business model innovation—and particularly their opportunities—have been a popular topic recently, but we find the extant literature on the subject lacking. The risk and uncertainty aspect typical of business models has not been sufficiently addressed. We draw upon the existing literature and triangulate results with an extensive expert group interview to identify 28 risk and uncertainty factor groups, creating a checklist that can be used as the first step in an integrative business model risk management process for existing and new iterations. With an established process for managing and identifying risk in business models, managers can make more conscious and well-informed decisions.