The foreign exchange exposure of Chinese banks

Using the capital market approach and the equity price data of 14 listed Chinese banks, this empirical study finds that there is a positive relationship between bank size and foreign exchange exposure. This relationship may reflect the larger foreign exchange operations and trading positions of larger Chinese banks and their significant indirect foreign exchange exposure arising from impacts of the renminbi exchange rate movements on their customers. Empirical evidence also suggests that the average foreign exchange exposures of state-owned and joint-stock commercial banks in China are higher than those of banks in Hong Kong, notwithstanding their limited participation in international banking businesses compared with their Hong Kong counterparts. It is also found that negative foreign exchange exposure is prevalent for larger Chinese banks, suggesting that an appreciation of the renminbi tends to reduce their equity value. It is therefore likely that the banking sector's performance will be hampered. Together with the fact that decreases in equity values generally imply a higher default risk, the effects of different scenarios of renminbi appreciation on the default risk of Chinese banks should therefore be closely monitored.     

Never on Sunday? Mexican tourists at the beach

This paper examines contemporary middle class Mexican recreational tourism through a micro-ethnographic study of tourist behavior at a small beach resort in the state of Chiapas. Majority behavior represents the inversion of aspects of normal behavior, particularly in the deregulation of meal-times, night and day activities, and the rules for play. It is hypothesized that the particular, and comparatively excessive, behaviors described may stem from both the historically antecendant Spanish and Indian cultures, with their baroque tendencies, and from the recent liberation of the new middle classes from the “Victorian-like” rules of daily behavior. Behavior at the beach resorts resembles earlier types of vacation in the U.S.A. and this suggests there may be an evolution of tourist behaviors characteristic of the historical situation of the national home cultures of the tourists.     

Reviews

Retirement Communities: An American Original, by Michael E. Hunt, Allan G. Feldt, Robert W. Morans, Leon A. Pastalan, and Kathleen L. Vakalo. New York: Haworth Press. 1984. ISBN 0–86656–267–2. 278 pp. $29.95.

Senior Settlers: Social Integration in Retirement Communities, by Nancy J. Osgood. New York: Praeger Publishers, 1982. ISBN 0–03–059792–7. 296 pp. $29.95.

Life After Work: Retirement, Leisure, Recreation, and the Elderly, ed. Nancy J. Osgood. New York: Praeger Publishers. 1982. ISBN 0–03–060437–0. 372 pp. $32.95.

Work and Retirement, by Stanley Parker. London: George Allen & Unwin. 1982. ISBN 0–04–658238‐X. 203 pp. $9.95 paper, $28.50, cloth.

Adults and Their Leisure: The Need for Lifelong Learning, by John R. Verduin, Jr., and Douglas N. McEwen. Springfield, Ill: Charles C. Thomas. 1984. ISBN 0–398–04985–8. 170 pp. $17.50.     

Government ownership,corporate governance and tax aggressiveness: evidence from China

This study investigates how government ownership and corporate governance influence a firm's tax aggressiveness. Using Chinese listed companies during 2003–2009, we find that compared with government‐controlled firms, non‐government‐controlled firms pursue a more aggressive tax strategy. In particular, non‐government‐controlled firms with a higher percentage of the board shareholdings and with a CEO who also serves as the board chairman are more aggressive. For government‐controlled firms, we find that board shareholding has an impact on tax aggressiveness and it does not differ between local and central government‐controlled firms. However, local government‐controlled firms in less developed regions where the implementation of corporate governance measures is generally less effective are more tax aggressive than those in other regions.     

The relationship between attitudes toward diversity management in the Southwest USA and the GLOBE study cultural preferences

This study investigates the importance of diversity management as it relates to the GLOBE study cultural preferences. A survey of 225 students in undergraduate and graduate programs at a private Texas University concluded that collectivism was a strong predictor of how positively participants rated their organizations support for diversity, diversity recruitment efforts, diversity training for mentors, and employees with disabilities. The participants were nontraditional students who were also employed in a wide array of organizations. Collectivism and assertiveness were both strong predictors with regard to participant's ratings of chief executive officer (CEO) support of diversity and the organization's overall diversity training. With regard to leadership dimensions, humane-oriented leadership was a positive predictor of preference for a collective culture, which predicts diversity management ratings. Team-oriented leadership also predicted ratings of diversity management. The results of the study indicate that promoting a more collectivist rather than individualistic culture is associated with the increased rating of organizational diversity practices. Furthermore, it strengthens the argument that with the increase in globalization, organizations must be prepared to re-evaluate their policies and know when to adapt to changes in organizational culture.     

The Emergence of Corporate Governance from Wall St. to Main St.: Outside Directors, Board Diversity, Earnings Management, and Managerial Incentives to Bear Risk

Recent corporate events have brought a heightened public awareness to corporate governance issues. Much work has been accomplished to date, but it is clear that much more remains to be done. This paper provides a review of empirical research in four relevant areas of corporate governance. Specifically, the paper provides an overview of (a) the role that outside directors play in monitoring managers, (b) the emerging literature on the impact of board diversity, (c) the existence of and incentives for corporate executives to manage firm earnings, and (d) managerial incentives to bear risk.