以合作促发展

作为一个发展中的市场，在央行、银监会的领导下，近几年中国银行卡市场的发展是平稳的，并逐渐规范起来，这也是银行卡产业健康发展的基础。     

以创新推动发展 以质量铸就品牌

稳健、快速和高质量发展的2007年 作为中国金融领域全面开放的第一年,2007年在中国银行卡产业的发展历程中无疑具有十分重要的意义。随着外资银行本土化经营日趋深入,中国的银行卡市场参与者日渐增多,银行卡业务逐渐成为整个金融市场中竞争最活跃、创新最丰富、与国际接轨最充分的业务之一。也就是说,金融业的全面开放,     

银行卡市场发展现状及优化建议:以佛山为视角

近年银行卡联网通用发展迅猛,但银行卡在功能拓展、用卡环境等方面还有相当大的发展和改善空间。本文在对佛山市银行卡市场发展现状及存在问题进行分析的基础上,提出了优化银行卡市场发展的若干建议。     

以科学发展观引领银行卡工作新局面

科学发展观不仅是在新的历史时期全面建设小康社会的指导纲领,也是推动各项事业发展的指导纲领。2009年是中国农业银行股份有限公司成立后的开局之年,面临新的发展时期,全行银行卡业务要把握新的发展机遇,以科学发展观为引领,努力开拓银行卡工作新局面。     

在检查中促提高在自律中求发展

根据中注协关于开展2004年会计师事务所执业质量检查工作的通知精神,在江苏省注协的直接领导下,我们对无锡市的会计师事务所展开了执业质量检查。目前2004年度的检查已经结束。总结这次检查的成绩和不足,分析检查过程的经验和差距,对于今后行业执业质量检查,是很有意义的。本文就如何做好检查工作,谈一些体会。 制订检查计划方案和培训检查人员是 做好检查工作的基础根据省注协的工作布置,我们首先制订了无锡市会计师事务所2004年—2008年五年检查计划,准备按照每年检查20%事务所的进度,在五年内将本地区的事务所全部检查一…     

Change through persuasion

Faced with the need for a massive change, most managers respond predictably. They revamp the organization's strategy, shift around staff, and root out inefficiencies. They then wait patiently for performance to improve--only to be bitterly disappointed because they've failed to adequately prepare employees for the change. In this article, the authors contend that to make change stick, leaders must conduct an effective persuasion campaign-one that begins weeks or months before the turn-around plan is set in concrete. Like a political campaign, a persuasion campaign is largely one of differentiation from the past. Turnaround leaders must convince people that the organization is truly on its deathbed-or, at the very least, that radical changes are required if the organization is to survive and thrive. (This is a particularly difficult challenge when years of persistent problems have been accompanied by few changes in the status quo.) And they must demonstrate through word and deed that they are the right leaders with the right plan. Accomplishing all this calls for a four-part communications strategy. Prior to announcing a turnaround plan, leaders need to set the stage for employees' acceptance of it. At the time of delivery, they must present a framework through which employees can interpret information and messages about the plan. As time passes, they must manage the mood so that employees' emotional states support implementation and follow-through. And at critical intervals, they must provide reinforcement to ensure that the desired changes take hold and that there's no backsliding. Using the example of the dramatic turn-around at Boston's Beth Israel Deaconess Medical Center, the authors elucidate the inner workings of a successful change effort.     

Decentralization through Tokenization

We examine decentralization of digital platforms through tokenization as an innovation to resolve the conflict between platforms and users. By delegating control to users, tokenization through utility tokens acts as a commitment device that prevents a platform from exploiting users. This commitment comes at the cost of not having an owner with an equity stake who, in conventional platforms, would subsidize participation to maximize the platform's network effect. This trade-off makes utility tokens a more appealing funding scheme than equity for platforms with weak fundamentals. The conflict reappears when nonusers, such as token investors and validators, participate on the platform.     

Retention through redemption

Corporate America and the U.S. Navy share one big problem: employee retention. Today's knowledge workers hop from start-up to start-up. And 40% of the navy's new recruits leave the service before their four-year tours of duty are up. D. Michael Abrashoff came face to face with the navy's retention problem when he took command of the USS Benfold. Before he became captain, sailors couldn't get away from the ship fast enough. Today the vessel is the pride of the Pacific fleet, and sailors from other ships are clamoring to join its crew. In this firsthand account, Abrashoff explains how he got the ship and its crew back on course by breaking bad habits--personal and professional ones--and jettisoning old attitudes. During his 21 months aboard the Benfold, Abrashoff came to realize that in today's technology-intensive U.S. Navy, the traditional command-and-control style wouldn't work. And it hadn't--the Benfold's 310 sailors had cheered derisively when Abrashoff's predecessor had left the ship. So he defied 225 years of navy tradition in his quest to engage the sailors in their work, increase their performance, and keep them around for their entire tours of duty. He retained his crew by redeeming them--showing them how to be not just better sailors but better people, too. That meant breaking them down when they were at their worst and then building them up to reach their best. It also meant personal redemption for Abrashoff; he resolved to really listen to what his sailors were saying. The result? Cost-saving ideas for the entire navy and surging confidence and commitment among crew members.     

Influence through ignorance

An individual (the leader) with free access to information decides how much public evidence to collect. Conditional on this information, another individual with conflicting preferences (the follower) undertakes an action that affects the payoff of both players. In this game of incomplete but symmetric information, we characterize the rents obtained by the leader as a result of his control of the generation of public information. These rents capture the degree of influence exerted by a chairman on a committee from his capacity to keep discussions alive or call a vote. Similar insights are obtained if the leader decides first how much private information he collects, and then how much verifiable information he transmits to the follower.     

Colluding through suppliers

This article investigates downstream firms’ ability to collude in a repeated game of competition between supply chains. We show that downstream firms with buyer power can collude more easily in the output market if they also collude on their input supply contracts. More specifically, an implicit agreement on input supply contracts with above‐cost wholesale prices and negative fixed fees (that is, slotting fees) facilitates collusion on downstream prices. Banning information exchange about wholesale prices decreases the scope for collusion. Moreover, high downstream prices are more difficult to sustain if upstream rather than downstream firms make contract offers.     

Propping through related party transactions

Based on a sample of Chinese listed firms from 1998 through 2002, this paper documents that listed firms prop up earnings by using abnormal related sales to their controlling owners. Such related sales propping is more prevalent among state-owned firms and in regions with weaker economic institutions. We also find that these abnormal related sales are not entirely accrual-based but can be cash-based as well, and they serve as a substitute rather than complement to accruals management for meeting earnings targets. Since these abnormal related sales can be cash-based, there is significant cash transfer via related lending from listed firms back to controlling owners after the propping. However, no cash transfer via related lending is found to be associated with accruals earnings management.     

Reengineering Support through Measurement-driven Inference

External consulting services for business process reengineering are very expensive and the practice of process redesign itself is ripe for reengineering through AI technologies. The research described in this paper addresses the adaptation of extant knowledge-based systems to design and deploy a measurement-driven system for automated process-redesign support. The KOPeR system uses knowledge captured and formalized from the reengineering domain and is employed in the field through the redesign of three processes associated with procurement. The results demonstrate the use and utility of the system and lead to an agenda for future research directions along these lines. © 1997 John Wiley & Sons, Ltd.