我国石油战略储备体系建设的若干思考

石油战略储备是关系到我国国家安全的重大问题。一方面,要建立和完善实物储备或现货储备,即讨论和呼声较高的石油战略储备,进一步完善相关制度设计;另一方面,还应抓紧建设战略储备体系的短板——石油期货储备。通过建立石油期货市场,加快推进石油期货交易,把金融安全与石油安全合并考虑,把石油现货储备、期货储备与外汇储备密切结合起来,建立外汇储备与石油储备的转换机制,使我国规模庞大的外汇储备服从、服务于国家的经济安全,提高国家的石油保障能力,从根本上保障我国的石油安全。     

团队氛围、董事会内部沟通与战略绩效

本文在理论分析的基础上提出研究假设,通过问卷调查的方式搜集数据,以47家企业董事会454份有效问卷为样本进行实证研究,结果表明,团队氛围中的团队信任对董事会内部沟通具有显著的正向影响;团队氛围中的情感冲突对董事会内部沟通具有显著的负向影响;董事会内部沟通对企业战略绩效中的团队学习力、决策有效性和战略一致性均具有显著的正向影响。研究不仅丰富了董事会团队过程理论,而且能够有效地指导公司治理实践。     

A Dependence-Trust Modelm of Export Alliance Performance in Small and Medium Enterprises (SMEs)

Abstract

This paper focuses on the export performance of US environmental technology (EnviroTech) firms, which are predominantly small and medium enterprises (SMEs). We conceptualize and empirically test a model of perceived export performance contingent upon the perceived effectiveness of host country partner (HCP) alliances, dependence, and trust in the HCP. We find that US SME EnviroTech firms contemplating exports need two critical ingredients for success. First, they must forge close, cooperative, long-term strategic alliances with HCPs for mutual benefit. And second, they must pay specific attention to building trust in the HCP in order to achieve greater success with the strategic alliance and exports. Though dependence on a host country partner increases the vulnerability of the exporter and detracts from an effective alliance, trust is the antidote that can neutralize the negative impact of dependence.     

The antecedents of direct management communication to employees in Mauritius

We measure whether, in a developing country, existence of a ‘hard’ strategic human resource management (SHRM) strategy developed at high organizational levels or one designed to enhance employee knowledge inputs and thereby promote employer–employee interdependence (EEIN) is a stronger antecedent of direct communication to employees. We use data from a comprehensive survey of HR practices in Mauritius, one of Africa's most open and successful economies. We find that both SHRM and EEIN are antecedents, but that the latter is stronger in public organizations and in smaller and older companies. We conclude that EEIN is a significant analytic category for explaining management practices especially in a historic sense in this and possibly other developing country contexts.     

支撑战略转型的财务管理体系——以电信业为例

作为一种企业的战略,转型成功与否关键在于执行。财务管理是战略管理的执行层,支撑战略转型的财务管理体系必须上承企业宏观的战略规划目标,下达企业具体的作业实施。为此,以电信业的转型为例,指出财务管理体系首先要借助战略地图从企业愿景或战略目标出发,并以此为核心提出整合企业资源的财务目标,形成财务管理的行动方案;以作业成本管理为工具,正确反映不同成本核算对象对提升企业价值的贡献;最后通过平衡计分卡进行绩效衡量,找出能创造未来财务成果的关键性"绩效驱动因素",创建出相对于财务成果而言的所谓"领先引导指标",使财务管理跨越绩效衡量层次,直接进入了战略衡量层次。     

陕西省企业危机管理体系设计研究

针对陕西省企业危机频发,而企业危机管理研究不足,缺乏整体的危机管理运作体系及处理计划等问题。文章在深入分析了陕西省企业危机管理面临的问题后,构建了陕西省企业危机管理体系框架,以"陕西铜川玉华煤矿事故"为例,论证了所提体系框架的可行性,并从政府和企业的双重角度出发给出了相应的政策建议,以期望能给企业管理者提供一些有意义的意见和建议。     

企业战略差异度会影响分析师盈余预测吗？

随着我国资本市场的发展,证券分析师的作用日益凸显,关于分析师盈余预测的研究一直是各界关注的重点。采用我国沪深两市A股上市公司2011—2015年分析师盈余预测数据,检验了企业战略差异度对分析师盈余预测精度和分析师跟踪偏好的影响。实证结果表明：（1）企业战略差异度越大,分析师盈余预测准确度越低;（2）企业战略差异度越大,分析师盈余预测分歧度越大;（3）企业战略差异度越大,分析师跟踪人数越少。进一步研究还发现：国有产权会削弱战略差异度对分析师盈余预测准确度和跟踪人数的不利影响。     

Subsidiary staffing,cultural friction,and subsidiary performance: Evidence from Korean subsidiaries in 63 countries

Drawing from the notion of cultural friction and based on the agency theory rationalization of multinational enterprise (MNE) headquarter–subsidiary relationship, we examine the impact of cultural friction in foreign subsidiaries on subsidiary performance. We argue that cultural friction, arising due to a high presence of parent country nationals (PCNs) in culturally distant locations, has a detrimental effect on subsidiary performance. This effect is the strongest when the cultural friction is at the top management team (TMT) level and the weakest when friction is at the regular employee level. However, this relationship is contingent on factors that work as drags or lubricants for cultural friction between PCNs and host country nationals (HCNs). We identify governance mode and language differences between home and host countries as drag parameters and host country experience and subsidiary interdependence as lubricants that condition the effect of cultural friction on subsidiary performance. Empirical findings based on a longitudinal sample of 7,495 foreign subsidiary observations of 467 Korean MNEs in 63 countries during 1990–2014 provide robust support for our theoretical predictions.     

Price competition in the spatial real estate market: allies or rivals?

This paper examines whether real estate firms can avoid price competition when properties in the vicinity are priced by allies. An oligopoly model with differentiated products generally suggests that real estate firms engage in price competition with their spatially closest rivals. Yet, they can raise property prices when the market share of their allies increases. To test this prediction, a spatial autoregressive model with spatial autoregressive disturbances, including a share of allies in the vicinity, is estimated using data on the prices of residential condos in central Tokyo, Japan. The model prediction is supported by the empirical results. In the data set, the magnitude of the market share on property prices increases with the expansion of the size of the spatial market.     

Project management systems: Moving project management from an operational to a strategic discipline

This article illustrates one aspect of the concept of “fit” between an organization's implementation of project management and its organizational context by exploring how the underlying drivers of an organization's strategy might influence not only the nature of the projects that it undertakes, but also the appropriateness of the arrangements that it makes to manage those projects. Using a model conceptualized from the literature on strategic management, an analysis of four organizations that have made significant investments in project management over the past 5 years supports the hypothesis that the degree of “fit” between an organization's strategic drivers of value and the configuration of its project management system influences the value it obtains from project management.