Using a Qualitative Approach to Gain Insights into the Business Ethics Experiences of Australian Managers in China

This study investigated the business ethics experiences of Australian managers in China, using qualitative methodology to identify themes. Thirty-one Australian managers who had spent on average 8.7 years working in business connected to China participated in in-depth interviews regarding their business ethics experiences in China. Commonly, managers identified issues relating to a broad spectrum which could be labelled "bribery and facilitation". Other repeated themes included requests for visa assistance, employee theft, nepotism and non-adherence to contractual obligations. This study has important implications for helping Australian managers improve the way they approach potential ethical situations in China. Four key coping strategies can be identified from the data: managers spoke of not compromising their own morals, of attempting to understand the motivation of Chinese colleagues, of talking to others and of adhering to company policy. These strategies suggest practical steps may be taken by organisations when training managers for business activities in China. In particular, structuring of mentoring relationships between experienced and less experienced practitioners may be of assistance. Cultural training for managers and clear company policy on contentious issues such as bribery may also be of benefit. The themes identified in the study also have implications for academics researching expatriate business peoples' experiences in China.     

家族企业职业经理人与审计费用:代理成本效应与声誉效应的双重检验

家族企业接班人选择问题是近年来理论界与实务界关注的重要话题。选取2008—2018年沪深两市上市的家族企业为研究对象,从审计成本角度出发,分析了职业经理人对审计费用的作用机制,检验家族企业聘用职业经理人对审计费用的影响。研究表明:聘用职业经理人的家族企业支付的审计费用更高;在两者之间同时存在代理成本效应与声誉效应,但代理成本起主导作用,声誉效应可抑制审计费用的增加;进一步分析发现聘用职业经理人的家族企业,其代理问题更为严重,内部控制较差,但这与高管的任职年限有关,职业经理人任职年限更长,内部控制状况更好,但同时代理冲突也在增加。因此,家族企业在选任职业经理人作为继任者时,应多关注其带来的代理问题,进行利益权衡,同时应该关注企业内部控制的完善与治理。     

企业中层执行力短缺的原因及对策

执行力对一个企业的发展起着越来越重要的作用,它将是构成企业竞争力的重要组成部分.目前许多企业存在中层执行力短缺的现象,主要由于中层管理者的观念、企业的监管制度、激励考核制度、制定目标的方法及企业文化等方面存在缺陷.因此,应从这些原因入手,采取措施提高中层管理者自身综合素质,制定和完善企业的监督考核制度及激励制度.改进企业制定目标的方法等等,以提升企业的中层执行力.     

Does the effect of the annual year taboo exist? Empirical evidence from senior managers’ zodiac year and corporate inefficient investment

Based on the unique folk belief of the zodiac year, this study explores the effect of senior managers' zodiac year on corporate inefficient investment (CII) using data from Chinese A-share listed companies from 2006 to 2019. The study findings are as follows: (1) senior managers are more conservative and cautious in their zodiac year. Increasing risk aversion prevents blind investment and inhibits CII. (2) The restraining effect of the zodiac year on CII is more apparent in nonstate-owned enterprises, regions with low marketization levels, Central China, and Northeast China. This effect is attributed to the degree of superstitious belief of senior managers and becomes more pronounced with increasing age. The zodiac years of the Year of the Ox, Year of the Dragon, and Year of the Pig affect the Annual Year Taboo the most; meanwhile, the zodiac years of the CEO and the chairman exert a more significant effect than that of the vice-chairman. In addition, the restraining effect is only reflected in the zodiac year and draws a significantly negative market reaction. (3) The level of cash holdings is a potential channel for senior managers to improve corporate investment efficiency in managers’ zodiac year. By providing unique evidence from the Eastern cultural context, this study enriches the research literature on emerging market culture and business management.