管理者情绪、国资介入与创新绩效

近年来，越来越多的国有企业通过出资入股的方式嵌入民营企业的改制与治理中，使得广大民营企业拥有更有效的治理措施与融资方式。但在混改对民营企业创新绩效影响的研究中，这种促进效果是否明显仍具有较大争议。从管理者理性迎合的角度出发，以2010—2020年所有上市非ST公司的相关数据为采集样本，通过情绪词典中的情绪词汇与公司年报中相同词语的出现频次来构建管理者情绪指标，以此为基准测定管理者情绪对上市公司创新绩效的影响，并探讨国资介入在两者之间的交互调节效应。实证发现：管理者情绪与企业创新绩效表现为负向相关；国资介入与企业创新绩效表现为正向相关，且能够缓和管理者情绪对企业创新绩效的负向影响作用。     

管理认知如何影响企业创新二元性？

创新二元性是企业平衡探索式创新和利用式创新的动态能力,企业如何获取创新二元性已经成为理论和实践共同关注的话题.文章基于现有研究基础,从管理认知视角出发探究创新二元性的形成机制,并使用深、沪两市A股上市公司样本数据开展实证分析.研究发现:管理认知复杂度高的企业更容易获取创新二元性,管理认知集中度高的企业更难获取创新二元性,管理自主权在管理认知与创新二元性的关系中存在正向调节作用,强化复杂度对创新二元性的促进作用和集中度对创新二元性的抑制作用.研究结论从认知视角进一步揭示了企业实现创新二元平衡、动态适应外部环境的内在机理,对企业实践具有重要指导意义.     

The dark side of strengthened minority voting power: An innovation perspective

Based on the 2014 regulatory reforms aimed at strengthening the protection of legitimate rights and interests of minority investors in China, we investigate minority shareholders’ short-termism and how minority voting impacts firm innovation. We find that the 2014 reforms effectively motivate minority shareholders to attend shareholder meetings and greatly enhance their voting influence. We also find that enhanced minority voting power after the reforms lowers the number of firms’ patent applications, and this effect is more pronounced for the firms that see the greatest increase in shareholder attendance at shareholder meetings. Moreover, enhanced minority voting power boosts executive turnover-performance sensitivity, thereby undermining firm innovation. Finally, we show that different types of minority shareholders have distinct impacts on firm innovation, depending on their investment horizons. The negative effect of minority voting power is more pronounced for state-owned enterprises (SOEs) than for non-SOEs.     

Restatement costs and reporting bias

Financial restatements are costly, but frequent, events and many firms restate several times. We explore why rational managers engage in misreporting despite the costly consequences. To guide our analysis, we build a parsimonious model of reporting bias and the cost of restating. In our model, the observed cost of a restatement conveys information about the true cost of biasing financial statements, which the manager incorporates into the optimal choice of bias. A restatement hence offers managers an opportunity to learn about the true cost of reporting bias, which allows them to update their biasing strategy if the observed cost differs from the expected. We test the model's predictions by analyzing how firms' accruals quality changes after observing the costs attached to restating, which we measure as the market loss following a restatement scaled by the restatement's net income effect. We find that future accruals quality is increasing in the cost of restating and the change in the cost of restating. Consistent with our stylized model, our results indicate that rational managers use the insights from prior restatements to improve their future bias strategy.     

The Effect of Changes in Income Shifting on Affiliate Managers' Internal Reporting Decisions*†

This study examines the interplay between tax and internal reporting incentives among affiliates of multinational corporations (MNCs). MNCs face limited information flows that may prevent affiliates' performance metrics to be responsive immediately to changes in the firm's tax planning. Using granular data of affiliates belonging to MNCs from 21 European countries, our study provides new empirical evidence of affiliate internal reporting responses induced by changing tax plans. When high-tax-rate countries tighten income shifting rules, we first document that income shifting is reduced and low-tax-rate affiliates have less income. Second, we predict and document that managers of these low-tax-rate affiliates offset this decrease in profits by managing upwards a key performance metric: affiliate earnings. Our results are consistent with firms not quickly adjusting the affiliate managers' incentives in the face of changing tax planning strategies, and affiliates managing reported earnings to offset the effect of changes in the tax planning of the firm. Cross-sectional analyses provide further evidence consistent with the theory underlying the main tests. The results support the policy of tightening income shifting rules when the objective is to reduce income shifting, and firms' central management would benefit from considering the implications of changing tax plans on the assessment of local managers.     

CEO cultural background and corporate cash holdings

This paper examines whether the cultural background of chief executive officers (CEOs) affects corporate cash holdings. Using UK data from 2000 to 2018, we find that CEOs with a cultural background that emphasises power distance and uncertainty avoidance are positively associated with corporate cash holdings, while CEOs with a cultural background that emphasises masculinity are negatively associated with corporate cash holdings. Our results are robust to various robustness tests. Further analyses show that the impact is more pronounced when power is concentrated among top executives, when the CEOs have a degree of discretion in pursuing their own goals, and when information asymmetry is high.     

ESG表现与企业韧性

利用2019—2022年我国A股上市公司数据，探讨ESG表现对企业韧性的影响及作用机制。研究结果表明，ESG表现显著提升了企业韧性，使得企业在危机期间表现出更强的抵抗力和恢复力。细化ESG不同维度发现，相较于环境，社会责任和公司治理对企业韧性的提升作用更显著。作用机制研究发现，ESG表现通过增加产品的市场竞争优势、降低融资成本、提高企业声誉和抗风险能力四条路径提升企业的危机应对能力，进而增强企业韧性。异质性检验发现，ESG表现对企业韧性的增强作用在管理层决策视域较短、财务状况和内部控制较差的企业中更显著，说明ESG有助于解决管理者短视、财务状况和内部控制较差给企业带来的“生存性”难题，是企业于逆境中转“危”为“机”的重要驱动力。     

Business ethics in China and Iceland—Contrasts and convergence

It is generally accepted that cultural differences affect individuals' approaches to ethics, but how are the effects of culture manifested in perceptions of ethics? Further, how are cultural differences displayed in such ethics-related actions as recommendations for business ethics education? Managers' responses from two starkly different cultures, China and Iceland, reveal, somewhat surprisingly, that one group's top business ethics concerns and business ethics education recommendations are at the bottom of the other group's rankings, and vice-versa, yet each appears reasonable given the cultural background. This shows how nuanced the expression of cultural differences in the realm of ethics can be and how potential practical steps may rely on perceived “top” ethical issues. Together, these findings imply that there is more to explore about the role of culture on ethical reasoning and behavior than researchers have examined to date. We provide suggestions for further research and practical applications.     

Driving mechanism model of enterprise green strategy evolution under digital technology empowerment: A case study based on Zhejiang Enterprises

Digital technology innovation is sweeping the world, endowing the development of enterprises with the new feature of “digital + green,” which improves the efficiency of enterprises in implementing green strategy. Previous studies emphasized the driving force of enterprise green strategy evolution under the traditional economic model, but often ignored its driving mechanism under digital technology empowerment. Collecting the data from first-hand interviews and second-hand documents and selecting 11 case enterprises in Zhejiang, China, this study adopts multiple case method to construct a driving mechanism model of enterprise green strategy evolution under digital technology empowerment. This study proposed as follows, first, the enterprise green strategy is innovatively divided into five evolution stages (green beginner, green responder, green adapter, green activist, and green leader), and it is found that most case enterprises reached a higher stage. Second, digital technology empowerment affects the enterprise green strategy evolution through the mediating role of managerial perception, enterprise competitive capabilities, data and information elements, enterprise resource utilization efficiency, green product design, and whole process digitalization and digital marketing. Third, corporate governance (including public ownership, ownership concentration, independence, and diversity of the board of directors) significantly and positively moderate between various factors and enterprise green strategy evolution. Finally, a series of policy implications and managers' coping strategies are proposed.