从资源保障为主走向资源、环境保障并重——地质环境保护治理工作的推进和到位

资源保障不会被忽视 ,需要重点研究的是地质环境保障的落实。我国地质工作经历了单一的矿产资源保障为主 ,全面的地质矿产资源保障为主和资源、环境保障并重的不同阶段。“环境”可以理解为“空间资源”的同义语。地质环境保护治理同环境地质工作之间 ,在工作上有密切联系 ,在概念内涵外延上又有区别。要使地质环境保护治理形成完整工作体系 ,需要在评价预警、保护监督和治理改善三个环节进行业务建设。     

接受关联担保与审计收费——基于违规风险和过度负债的机制检验

以2007—2019年深沪A股上市公司为研究样本,实证检验上市公司接受关联担保对审计收费、审计意见的影响。研究发现,上市公司接受关联担保行为显著提高了审计收费以及被出具非标准审计意见的概率,并且担保规模越大,审计收费越高,被出具非标准审计意见的概率越大。从作用机制来看,违规风险与过度负债在关联担保影响审计收费的过程中具有中介传导作用。进一步研究表明,接受关联担保的上市公司在以后年度被财务重述的概率增加。此外,分析师跟踪具有外部监督作用,关联担保对审计收费的影响在分析师跟踪较多时不显著。     

中小企业银行借贷难的原因及对策——基于泰州市的实例分析

通过对泰州市66家中小企业,15家银行开展问卷调查,获取第一手资料,试图探寻中小企业银行借贷难的根本原因。调查发现,成本高而风险大依然是银行对中小企业拒贷和惜贷的主要原因。要解决这一问题,政府、银行、中小企业必须共同努力,方能建设一个顺畅的融资渠道。     

高校计算机实验室硬盘故障的防治技术

介绍了硬盘的组成及工作原理,认为大部分的计算机故障与硬盘有关,硬盘的损伤类型有电源不稳、磁场干扰、环境恶劣、静电损伤、工作时震荡、非正常关机、内存不足、超频损伤、病毒攻击、磁盘不当整理等,并给出了硬盘逻辑故障及物理故障解决方法。     

关系型融资、信息生产与担保机构决策

信用担保减少了信贷配给问题,却增加了担保机构风险。对企业及其项目进行意会信息生产的关系型融资能部分弥补当前担保机构只注重财务信息和抵押品所产生的信息缺口,在我国经济转型时期有着阶段性适用特征。因此,关系型融资是担保机构克服与中小企业信息不对称的制度安排。文章通过构建信息生产模型创新性地解释了担保机构进行全面信息生产有利于风险控制与担保决策,与关系型融资相适应的担保机构组织设计可以提高担保决策中的信息准确性。     

滨海新区中小企业信用担保机制建设的探讨

滨海新区的建立带来了大量中小企业的发展,但是没有解决中小企业融资难的问题。而信用担保机制是解决这个问题的方法之一,本文通过分析滨海新区中小企业信用担保机制的发展现状,借鉴国外信用担保体系的发展经验,提出通过健全中小企业信用担保体系来缓解中小企业融资难问题。     

Disillusionment from Failure as a Source of Successful Learning

In this article I review the literature on organizational learning from failed product launches. I challenge the view that failure is an inevitable part of the “probe and learn” process as well as the view that companies do not learn anything from such failures. I conclude there is no direct link between learning and commercial failures, and highlight many obstacles that hamper the learning process. Finally, even when learning does occur, it will not always result in improved organizational performance. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd.     

The origins of business groups in China: An empirical testing of the three paths and the three theories

The available empirical literature tends to focus on the performance comparison between business groups (BGs) and non-business groups, and there is no study that quantitatively verifies the origins of the business groups, particularly in China. This paper uses the survey data of SOEs (state-owned enterprises) in China to verify the three paths toward business groups, such as M&As (merger and acquisitions), spin-offs and joint ventures. This study discusses three alternative theories to explain the emergence of the business groups in China. These are the market-based view, the state-activism view and the resource-based view. This paper found that the greater autonomy given after changing into a shareholding corporation is one of the most consistent and significant factors leading to the business group, regardless of the paths. First, this implies that SOEs have gone from traditional SOEs, to shareholding corporations, and then finally to business groups. Second, it finds that there are certain differences among the three paths toward the business group. The degree of market competition and control by the city-level government are the significant variables in the path via M&A, toward the business group. This is consistent with the state activism view. The significant variables for the spin-off path are the low leverages and the connection with the state. This is consistent with the resource-based view. The JV (joint venture) path seems to be consistent with the market-based and resource-based view, with the significant variables of private/foreign owner-controller, high investment activity, low leverage and size.     

Managerial failure in mid-Victorian Britain?: Corporate expansion during a promotion boom

This article examines the mid-1840s expansion of the British railway network, which was associated with a large deterioration in shareholder value. Using a counterfactual approach and new data on railway competition, we argue that the expansion of the railway companies, and their subsequent decline in financial performance, was not due to managerial failure. Rather, the promotion of new routes by established railways and mergers with other companies was part of a managerial strategy to maintain incumbent positions, and may have been preferable to not expanding whilst their competitors did.