信息化建设与税收改革

新税制实施以来的十年，是税收改革不断深入的十年，也是税收事业跨越式发展的十年。信息化作为各项税收改革的重要支持和依托，已渗透到税收管理的各个环节、各个层次，为整个税收管理搭建起了一个全新的平台。十年来，山东省国税系统抓改革、求创新、促发展，始终把加速信息化建设作为重要的战略任务来抓，贯穿于税收事业改革、发展的全过程，带动了整个税收工作的科学化、现代化。     

信息技术对税收工作的影响及影响层次分析

随着"金税工程"三期的全面展开,税收信息化建设进入了一个新的发展时期。本文主要分析信息技术在税收工作的应用中所产生的影响,这种影响是多方面的和综合的,并对信息技术应用的一般规律进行了必要的研究,通过分析找出当前税收信息化建设的重点和方向,在实际工作应把握重点和难点,确保税收信息化的正常、有序的发展。     

关于完善税收信息化建设的思考

税收信息化建设的最根本目标就是要不断提高税收征管过程的信息化程度,充分发挥税收信息和网络技术在税收征管各业务环节的作用,以提高税收征管运行速度和税收管理效率。因此,税收信息化建设的重点应放在充分运用现代信息技术,克服和解决税收征管过程中存在的一些突出问题上,通过建立科学、完善的税收信息化体系,强化税收征管模式的合理内核,从而构建信息化支持下的征管新格局,实现税收现代化。     

会计信息化下的税收征管研究

随着网络经济与信息化时代的发展,促进我国会计行业的变革,会计信息化成为会计行业发展的重要方向,利用现代化的信息手段优化传统的会计核算以及管理,不仅提高了会计核算和处理的效率,同时也可以进一步提高会计核算的精准性,在会计信息化的发展背景下我国税收征管也要顺应行业的改革趋势,进行调整和创新。本文针对会计信息化下税收征管的发展进行研究和论述,了解会计信息化对税收征管的影响,会计信息化下税收征管的现状以及存在的问题,并在此基础上采取针对性的对策优化税收征管工作。     

发展中国家实施税收信息化的经验及启示

发展中国家大约在80年代初开始在税收管理中广泛地运用计算机技术。经过近20年的发展,发展中国家在税收信息化领域取得了很大的进展。墨西哥等发展中国家实施税收信息化取得的经验对我国有很强的启示性。     

关于税收信息化的几点思考

税收信息化是实现税收管理的现代化,随着税收信息化的深入,其建设过程中存在的问题也逐步显现出来。本文分析了我国税收信息化建设过程中存在的主要问题,并提出了相应的建议。     

我国税收信息化存在的问题及对策

文章探讨了税收信息化建设过程中存在的主要问题,提出了完善税收信息化相关管理体系,实现税务信息系统一体化,高度重视税收信息化安全问题,建设税收信息化新型人才等建议,以帮助解决税收信息化方面存在的问题。     

必须加快我省农业税收信息化的步伐

人类跨入21世纪，社会正向信息化迈进。农业税收征管是政府管理的一项职能，农业税收信息化是农业税收征管的一项基础性和战略性工作，加快信息化步伐机不可失、刻不容缓。     

税收宣传信息化建设路径探索

宣传思想工作是党的一项极端重要的工作。税收宣传工作是税收现代化服务中国式现代化的重要组成部分。税收宣传信息化建设，是推动税收宣传工作提质增效不可忽视的新型驱动力和技术支撑。本文首先阐述了税收宣传信息化建设的重要意义，进而从先进技术与优质内容、内容呈现与用户需求、应用安全与使用安全三个角度分析了税收宣传信息化建设过程中需要把握的逻辑关系，并在此基础上提出了探索打造集“新闻流”“新闻云”“新闻+”三个功能于一体的税收宣传信息化平台的建设路径。     

加快我省税收信息化建设步伐

税收信息化是税收工作的生产力。在税收信息化条件下，“电子税务”将成为税收征管高效率的崭新载体，传统的“金字塔’式税收管理体制向“扁平化”组织结构的转型已成必然。“科技加管理”的现实性就是要解决“疏于管理、淡化责任”的问题，按照“科技加管理”的思路，一方面把信息化建设的推进，作为进一步深化税收征管改革的动力，     

升值之言该如何听

自今年6月中国暗示将松动人民币汇率以来,人民币升值幅度仅为0．4％,这大大低于华盛顿的期待,因此,中美两国的关系日益紧张起来。随着失业率的膨胀,以及选举年即将到来,美国国会再一次将人民币汇率摆上了议事日程：9月6日,华盛顿两位高官为缓和中美关系前往北京,就人民币及其他重要问题进行高峰会晤,以期达成共识。     

商业银行如何应对利率市场化

最近,中国央行的利率政策传达出利率市场化步伐骤然加快的信号,沉浸在央行利率管制环境下的国内商业银行突然感到"利基"竞争的性质发生了重要变化。那么.在利率市场化环境下商业银行应采取怎样的风险偏好,才能使贷款定价覆盖风险溢价?这是银行管理者必须回答的问题。     

When to ally & when to acquire

Acquisitions and alliances are two pillars of growth strategy. But most businesses don't treat the two as alternative mechanisms for attaining goals. Consequently, companies take over firms they should have collaborated with, and vice versa, and make a mess of both acquisitions and alliances. It's easy to see why companies don't weigh the relative merits and demerits of acquisitions and alliances before choosing horses for courses. The two strategies differ in many ways: Acquisition deals are competitive, based on market prices, and risky; alliances are cooperative, negotiated, and not so risky. Companies habitually deploy acquisitions to increase scale or cut costs and use partnerships to enter new markets, customer segments, and regions. Moreover, a company's initial experiences often turn into blinders. If the firm pulls off an alliance or two, it tends to enter into alliances even when circumstances demand acquisitions. Organizational barriers also stand in the way. In many companies, an M&A group, which reports to the finance head, handles acquisitions, while a separate business development unit looks after alliances. The two teams work out of different locations, jealously guard turf, and, in effect, prevent companies from comparing the advantages and disadvantages of the strategies. But companies could improve their results, the authors argue, if they compared the two strategies to determine which is best suited to the situation at hand. Firms such as Cisco that use acquisitions and alliances appropriately grow faster than rivals do. The authors provide a framework to help organizations systematically decide between acquisition and alliance by analyzing three sets of factors: the resources and synergies they desire, the marketplace they compete in, and their competencies at collaborating.     

How to Tie Equity Compensation to Long-Term Results

Companies, investors, and regulators around the world are now seeking to tie executives' payoffs to long-term results and avoid rewarding executives for short-term gains. Focusing on equity-based compensation, the primary component of top executives' pay, the authors analyze how such compensation should best be structured to provide executives with incentives to focus on long-term value creation.
To improve the link between equity compensation and long-term results, the authors recommend that executives be prevented from unwinding their equity incentives for a significant time period after vesting. At the same time, however, the authors suggest that it would be counterproductive to require that executives hold their equity incentives until retirement, as some have proposed. Instead, the authors recommend that companies adopt a combination of "grant-based" and "aggregate" limitations on the unwinding of equity incentives.
Grant-based limitations would allow executives to unwind the equity incentives associated with a particular grant only gradually after vesting, according to a fixed, pre-specified schedule put in place at the time of the grant. Aggregate limitations on unwinding would prevent an executive from unloading more than a specified fraction of the executive's freely disposable equity incentives in any given year.
Finally, the authors emphasize the need for effective limitations on executives' use of hedging and derivative transactions that would weaken the connection between executive payoffs and long-term stock values that a well-designed equity arrangement should produce.     

NYSE execution quality subsequent to migration to hybrid

In October 2006, the NYSE began rolling-out phase three of a four-phase plan initiate its new Hybrid trading mechanism. The results show that this new trading platform introduced a much larger proportion of electronic transactions relative to floor auction transactions. This migration to electronic transactions is further evidenced by a mirror shift in price discovery from floor trades to trades marked for automatic electronic execution. In addition, the move to Hybrid trading introduced a significant decrease in inventory control costs, as well as a noticeable increase in trade persistence. Finally, the new trading platform has increased the speed with which orders are met, and has also decreased the proportion of executed shares which receive price improvement.

How to stop the race to the bottom

Standard tax multipliers are a widespread feature of fiscal equalization systems. A simple theoretical model shows that actual tax multipliers respond positively to changes in standard tax multipliers. This theoretical prediction is tested empirically using data on municipalities in Germany. A quasi-experiment in the state of North Rhine-Westphalia is exploited to identify the incentive effect. The empirical results confirm that local business tax policy is shaped by standard tax multipliers. They provide a straightforward practical tool to avoid a race to the bottom in local business tax rates.