大数定律与小微企业授信模式研究

贷款难一直是小微企业面临的最大问题。商业银行从自身盈利角度出发,面对日渐突出的金融脱媒现象,经营思路亟需转型,开发小微企业贷款业务以开辟新的业务增长点。本文基于大数定律,从商业银行角度出发,分析了小微企业授信模式。授信模式的选择和贷款利率确定是本文研究的两个重要方面,风险管拄贯穿整个授信过程。     

基于流程重组的中小型房地产企业文化重塑

房地产企业在对企业进行流程重组的同时,更要强调企业文化与流程的对接。中小型房地产企业应加强优化流程为平台的企业文化重塑,重塑后的企业文化将会有利于房地产企业的业务流程重组科学进行,促进房地产行业的健康发展。     

中小企业融资租赁研究

本文具体探讨了融资租赁业务的会计处理方式、发展思路,分析了中小企业开展融资租赁的优势。最后从法律环境、财税制度、担保系统方面介绍完善中小企业融资租赁的对策建议,以便更好的为中小企业实施筹资提供方略,解决其融资困难的燃眉之急,从而进一步带动经济增长。     

现阶段我国民营企业的社会责任及其培育

企业社会责任是企业在追求利润最大化的同时负有的维护和增进社会利益的义务。《中华人民共和国合伙企业法》第七条规定:合伙企业及其合伙人必须遵守法律、行政法规,遵守社会公德、商业道德,承担社会责任。我国民营企业总体而言其社会责任感不强,当前有必要强化民营企业的社会责任,强化其社会责任必须明确社会责任的内容。民营企业能否可持续发展与其企业能否承担应该的社会责任有很大的关系,企业社会责任的建构,不仅需要政府、市场和非政府组织三个部门积极的参入,还依赖于企业自身。     

制造业企业开展套期保值业务的现状及对策分析

在经济全球化背景下,制造业企业在原材料采购和产品销售方面,面临着巨大的价格波动风险。制造业企业如何充分利用期货市场开展套期保值业务来规避价格风险,是企业必须面对的一个重要课题。文章通过对上市的制造业企业展开抽样调查,了解我国上市的制造业企业开展套期保值业务的现状及存在的问题,据此提出强化期货知识培训、丰富期货品种、加强期货市场创新、降低交易成本等方式,提高企业参与套保的积极性,发挥期货市场为实体经济发展服务的广度和深度。     

企业战略联盟及其合作伙伴评价选择模型

随着经济全球化趋势的日益增强,战略联盟作为一种全新的组织形式已被众多企业选择,但也应该看到战略联盟伙伴关系多不牢靠,维持时间太短,即战略联盟伙伴之间不能有效的长期的合作。因此本文重点讲述如何用层次分析法对众多企业进行评价选择合作伙伴,只有选择了合适的合作伙伴才能使联盟更加稳定持久。     

小企业需要怎样的金融服务——以义乌箱包行业为例

小企业金融服务是长期探讨和研究的话题,但很少有人会从小企业具体运行的业务模式和资金流向去分析探究其资金需求的特点,本文以具有准入门槛低、劳动就业容量大、生产涉及面广等特征的义鸟的箱包行业入手去分析小企业的金融服务需求,先分析了箱包行业的业务模式、再分析箱包行业的资金特征和对应的资金需求,再是银行可根据这些资金需求开展哪些业务创新,最后得出银行做好小企业金融服务的关键点是:寻求可靠的风险控制点,把可能产生的各类风险通过合理、规范的设计进行转移消除这个结论.     

Technology upgrading of Small-and-Medium-sized Enterprises (SMEs) through a manpower secondment strategy – A mixed-methods study of Singapore's T-Up program

This paper outlines a scheme that uses manpower from public research institutes to assist the technology upgrading of Small-and-Medium-sized Enterprises (SMEs). The Growing Enterprises through Technology Upgrading (GET-Up) initiative has been successfully implemented in Singapore since 2003. The key program in the initiative is a manpower secondment scheme (i.e. a temporary placement of manpower in a different organization) known as T-Up. We propose that T-Up represents a new approach to technology transfer which additionally maximizes the industrial impact of public sector research. Instead of traditional technology transfer modes which are transactions-based, T-Up utilizes skills and human resource transfer through secondment of public sector researchers. Findings from two surveys conducted in 2005 and 2012 show that the T-Up secondment program had positive impact on the technological capabilities, innovation performance and growth of participating companies. Additionally, case studies highlight that this approach addresses a wide range of challenges faced by local SMEs and is flexible enough to cater to specific needs and requirements.     

South Korean MNEs’ international HRM approach: Hybridization of global standards and local practices

This paper analyses the international Human Resource Management (HRM) approaches of Korean Multinational Enterprises (MNEs). Through a study of nine major Korean MNEs’ approaches to subsidiary-HRM, it is argued that the firms pursue hybridization through a blending of localization and global standardization across detailed elements in five broad HRM practice areas. Local discretion is allowed if not counter to global HRM system requirements and “global best practices” used as the template for global standardization of selected HRM elements. This strategic orientation appears to be part of a deliberate response to the “liabilities of origin” born by firms from non-dominant economies.     

Performance Contracting In Practice: Experience and lessons from the water sector in Ghana

This article provides some insights into how performance contracting works in practice in a developing country context, using the case of the Ghana Water and Sewerage Corporation (GWSC). Performance contracting has been a useful instrument for restructuring the state-owned enterprises (SOE) sector in Ghana, and the GWSC has made some moderate improvements since its introduction. However, the article highlights some of the institutional constraints and capacity issues that reformers will have to pay attention to, including overstretched capacity of the monitoring agency, a weak information management system and inconsistent compliance to contract by government. The findings also highlight the difficulty of separating politics from operational/management issues, especially in politically sensitive public services, yet performance contracting relies on such separation to be effective. Also it shows how informal behaviour undermines the formality of performance contracting.