基于企业文化视角的知识员工激励研究

本文从分析知识员工的含义、特点和核心需求以及企业文化的概念、构成及作用入手,从企业文化的视角,研究构建良性有效的知识员工激励机制,提出了以企业文化来激励知识员工的思路和具体设计方法,从而激发知识员工的创造力。     

上市公司股利政策实证研究

笔者认为,影响股利政策的因素有法律方面的,也有公司自身方面的,其中公司自身的资本结构是最主要也是最关键的因素。资产负债率、资产的流动性、负债的内部结构以及公司规模、股权集中度会直接影响到股利分配。本文对此进行了研究与探索。     

独立董事、战略审计与公司绩效

关于独立董事与公司绩效呈现弱相关关系的一个假说性解释是:独立董事对于作为关键绩效驱动因素的公司战略管理过程参与不足。独立董事积极参与公司战略管理的功能定位是战略监督与评价,而战略审计作为正式的战略监督与评价程序,是独立董事深入公司战略管理过程以提高其绩效贡献的有效途径。本文认为,在我国推行独立董事战略审计制度,必须解决独立董事人数与比例、审计委员会设置、独立董事来源与结构以及激励与权益保护等相关问题。     

能力资产信息披露探析

本文针对目前财务报告改进讨论中存在没有考虑会计要素影响的缺陷,提出资产要素的研究应成为财务报告改进的起点。认为在资产要素的研究中,应充分考虑企业价值创造的充分条件——企业能力。在引入企业能力对会计资产进行修正的基础上,提出了能力资产概念,同时还分析了能力资产的披露模式。     

公司治理、会计环境与会计准则国际趋同

本文分析了公司治理、会计环境与会计准则国际趋同的内在关系,认为会计准则国际趋同的实现有赖于完善的公司治理与相关的会计环境适应机制。会计准则国际趋同的实现也会推动公司治理的完善,并为保证会计准则国际趋同有效实行提供了新思路。     

人力资本产权视野下企业剩余索取权的配置分析

人力资本产权理论运用于分配企业剩余索取权,有利于提升人力资本的经济利益,形成对人力资本产权所有者的有效激励和约束。本文运用博弈论方法,以剩余索取权作为研究的切入点,旨在从理论上探寻人力资本所有者分享企业剩余索取权的必要性和可能途径,以及由此给企业带来的相关效应。     

The relationships among corporate social responsibility,corporate image and economic performance of high-tech industries in Taiwan

The economic development of high-tech industries in Taiwan focuses on IC design, opt electrics, semiconductors, computer science and telecommunication. It is necessary for business to understand the relations and significance of the economic performance to take the responsibility and keep a positive corporate image, thus they can earn more admiration and trust from customers. How do they take the social responsibility to improve their corporate image and create the economic performance, and finally reach the top one of the whole world? This study discusses the subject concerning the continuing development of business and relevant issues stated above. We found that 68.1% of high-tech industries in Taiwan are in accordance with business ethics and norms of conduct. Businesses take their responsibility practically by participating in public welfare activities. The more responsibilities they fulfill; the better image they have. High-tech industries should target the social responsibility as their first goal and secondly improve their corporate image to increase the economic performance.     

Not part of the family? The limits to managing the corporate way in international hotel chains

Companies increasingly seek solutions to the corporate/local dichotomies perceived to be a feature of more traditional approaches to managing across national boundaries. At the human resource level, the rhetoric of transnationalism emphasizes integration being achieved through 'soft' mechanisms, such as corporate culture devices, which encourage all managers to develop an international (for this read corporate) perspective on what they do. In theory, managerial staff are recruited and promoted on a 'best person for the job' basis and national identities are played down. Drawing upon evidence from three international hotel chains (one American, one French and one Swedish), this paper argues that there is a disjuncture between corporate culture devices which assume that they can transcend national origins and the issues of interest and identity which inform the activities and experiences of managers at unit level. The paper suggests that companies need to be aware of the danger of assuming that one can be trained to be 'one of the family'. Rather, we argue that local managers are potentially disadvantaged in terms of career progression as managers from the parent country utilize criteria of acceptability informed by processes of socialization which are more institutionally embedded and derived than has been assumed.     

Influence of technological support,skills and competencies,and learning on corporate entrepreneurship in European technology firms

In the today′s changing environment, firms are hardly competing with each other to achieve a competitive advantage that can differentiate them from others and improve their organizational performance. In this sense, it is crucial to develop corporate entrepreneurship and promote strategic variables that foster it.The aim of this paper is to highlight the importance of different technological variables (top management support to technology, technological skills and technological distinctive competencies) and organizational learning on corporate entrepreneurship, and thus analyze the influence of corporate entrepreneurship on organizational performance in the context of technology firms.A sample of 160 European technology firms was selected from the database Amadeus in 2009 with CEOs as our main informants. The hypotheses studied are empirically confirmed by using a hierarchical regression model.     

In search of the changing role of the corporate human resource function in the international firm

There has been considerable research on the issues of board-level representation by personnel/HR directors and senior HR managers' involvement in strategic decision making. Since the early 1990s there has been a growing interest in international HRM, reflecting the growing recognition that the effective management of human resources internationally is a major determinant of success or failure in international business. There is also evidence that HR constraints often limit the effective implementation of international business strategies. More recently, it has been argued that the more rapid pace of internationalization and globalization leads to a more strategic role for HRM as well as changes in the content of HRM. Yet, while there have been some attempts to integrate international corporate strategy and human resource strategy, surprisingly, the role of the corporate human resources function has been neglected, particularly in the context of the international firm. This article seeks to redress the balance. The question addressed is: what is the role of the corporate HR function in the international firm? To answer these questions empirical research was conducted in thirty UK international firms. We found an emerging agenda for corporate HR in international firms which focuses on senior management development, succession planning and developing a cadre of international managers. We conceptualize this as a strategic concern with developing the core management competences of the organization, and argue that it can be usefully analysed from the perspective of the learning organization.