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11.
《International Business Review》2019,28(4):754-765
We expand the conceptualization of psychic distance and use a multilevel framework by studying it as a founder’s psychic distance in the pre-entry phase of entering a specific foreign market, and the SMEs (firm) psychic distance in the post-entry phase of entering that specific foreign market. Based on qualitative research involving six SMEs’ with 18 internationalization events, we found that psychic distance at country and business levels causes difficulties for SMEs in the post-entry phase because of their lack of knowledge. Bridge-makers possessing knowledge about target markets help SMEs to overcome psychic distance challenges. Trust in the relationship with the bridge-maker is an important ingredient to gain knowledge that alleviates the SMEs’ psychic distance challenges. Finally, we go beyond country-business levels of psychic distance by showing that psychic distance also matters at bridge-maker level. This relates to their lack of knowledge about the target market and SMEs’ routines. 相似文献
12.
Mai Dao Hua‐Wei Huang Ken Y. Chen Ting‐Chiao Huang 《Journal of Business Finance & Accounting》2014,41(7-8):893-925
This paper investigates the association between management turnover following financial restatements and the probability of subsequent restatements. We find that restating firms that replace management (CEO and/or CFO) are more likely to restate their financial statements again. We also find that subsequent restatements are mainly attributable to the new management. Overall, our results suggest that management turnover following restatements may not be an effective mechanism to remediate financial restatements, but the change to a new management results in a greater possibility of lower earnings quality (i.e., higher probability of subsequent financial restatements and accruals‐based earnings management). Our study supports prior literature's findings that the change in the top management leads to organizational instability and higher accounting information risk. Our findings have implications for internal decisionmaking with regard to top executive replacement. 相似文献
13.
We find that chief executive officers and chief financial officers exert significant individual effects on bank risk. Manager transitions, including transitions generated by plausibly exogenous manager departures, lead to abnormally large changes in bank risk. We demonstrate that the effects of managers on bank risk are sizable and manager-specific. The effects are also partly anticipated by the board because they are reflected in managers’ pay. However, wide-ranging personal attributes, including biographical, experience, and compensation data, only explain a small share of managers’ impact on bank risk. This implies that attempts to rein in bank risk-taking by targeting manager characteristics will be challenging for investors and regulators. 相似文献
14.
This study extends current knowledge of upper echelon executive compensation beyond the CEO, specifically CFO compensation, based on whether they possess generalist or specialist skills. We find that “strategic” CFOs with an elite MBA (generalist) consistently command a compensation premium, while “accounting” CFOs (specialist) and CFOs with a non‐MBA master's degree, even from an elite institution, do not. Further, scarce “strategic” CFOs are awarded both higher salaries and higher equity‐based compensation. Our findings support the view that unique complementarities between scarce CFOs and firms increase these executives' bargaining power leading to pay premium. Our results are robust to post‐hiring years, firm sizes, board characteristics, and CFO's insider/outsider status. We contribute at the confluence of upper‐echelon compensation, executive human capital, resource‐based view, and assortative matching literatures. Copyright © 2014 John Wiley & Sons, Ltd. 相似文献
15.
This paper examines organizational changes in Founder Group during 1999–2008, one of the leading computer manufacturers in China. It aims to reveal the basic logic behind the top management team’s behaviors for organizational change in firms facing difficulties. Results show that building a strong management team is a prerequisite for successful organizational changes. Furthermore, there is evidence indicating that top managers should make strategic adjustment, and seek solution to cash-flow-related problems to achieve successful organizational transition. 相似文献
16.
本文选择沪深两市共85家在2004年4月28日公布季度报表的A股上市公司为样本,采用事件法检验累计报酬率与非预期现金流量的关系。结果发现,我国的证券市场对于季度现金流量信息反应较弱,投资者基本上不关注季度现金流量信息。根据未预期盈余对样本进行分组,重新检验了市场对于不同盈余公司的现金流信息的市场反应,发现市场对于好消息公司的现金流信息的反应比坏消息公司更为敏感。 相似文献
17.
18.
This study contends that the association between corporate cash holdings and corporate governance is subject to the investment environments that firms face. For example, firms with an abundance of investment opportunities have a strong incentive to hold cash in order to maintain their competitive positions. Shareholders accept high levels of cash holdings in such growing firms if corporate governance can protect their interests. This study examines the effects of corporate governance on cash holdings for a sample of high-tech firms. The results show that CEO ownership, the directorship of venture capitalists (VCs), and independent directors play critical roles in corporate cash policy. In addition, the boards are more effective when the firms' CEOs are also their founders or when VCs hold a large stake of company shares. The effects of corporate governance are more significant in younger firms while the effects of firm-specific economic variables are more significant in older firms in the sample. 相似文献
19.
在西方发达国家,CFO与CEO拥有相同的法律地位,负有监督CEO的责任,在公司治理结构中拥有重要的地位。本文从盈余管理角度研究我国CFO股权激励的公司治理效应,并比较CFO与CEO股权激励的公司治理效应,发现:尚未实施股权激励计划的公司,其CFO股权和期权占总薪酬比率与盈余管理呈负相关关系,而实施股权激励计划的公司,其CFO股权和期权占总薪酬比率与盈余管理的负相关关系显著变弱;尚未实施股权激励计划的公司,其CFO股权和期权占总薪酬比率对盈余管理抑制的程度显著小于CEO。这表明,正式实施股权激励会诱发盈余管理行为,其它类型的CFO持股则会抑制盈余管理行为,并且CFO股权激励的积极治理效应显著小于CEO。 相似文献
20.
Ariela Caglio Andrea Dossi Wim A. Van der Stede 《Journal of Accounting and Public Policy》2018,37(4):265-281
Given concerns over CFO pay, especially incentives, and considering the tension between a CFO’s fiduciary responsibility and being a key member of the firm’s executive team, we examine the determinants and effects of CFO compensation amount, incentive intensity, and proximity to CEO compensation in a sample of European companies (FTE 500, 2005–2009). First, we focus on the CFO role as a determinant of CFO compensation. Like prior work, we proxy for CFO roles by using hand-collected public data on education and past professional experience, but we supplement these proxies with proprietary data to more directly capture the firm-specific nature of the CFO job in term of its similarity with that of the CEO. We thus argue how CFOs can have varied roles characterized by different levels of financial expertise and CEO-likeness, and document that it is this latter aspect that is associated with CFO compensation. Second, we study the effects of CFO compensation design on outcomes in the CFO’s realm related to financial reporting. We find that CFO financial expertise is positively associated with financial reporting quality, while a CFO’s pay long-term incentive intensity and a CFO’s incentive compensation proximity with the CEO are negatively associated with financial reporting quality. Overall, then, our results suggest that CFOs get rewarded for their CEO-likeness, and particularly for their being similar to the CEO in terms of tasks and decision making authority. But it is their financial expertise that is positively related to financial reporting quality. At the same time, using compensation that is more incentive intensive and more similar to that of the CEO appears to be potentially detrimental to the quality of financial reporting. These results are relevant for boards involved in selecting highly expert CFOs, and their compensation committees charged with defining subsequently effective incentive compensation plans for those CFOs. 相似文献