严监管背景下农信社合规风险管理体系建设

2018年,银行业监管环境进一步趋严,不但强调对银行的监管,更提出了对监管人员职责的监管,这种严格的外部监管环境对农信社的合规风险管理带来了极大的挑战。农信社合规风险管理体系的建设和完善已势不容缓。论文提出了农信社合规风险管理体系建设要从战略定位、文化渗透、防线搭建、专业专职化、考核和追究六个维度入手,推进合规风险管理长效机制的建设。     

绩效与不足:建国初期农村信用合作社的借贷活动的历史考察——以鄂湘赣三省为中心

农村信用合作社是建国初期农村金融体系的重要组成部分，它的产生是新中国乡村借贷关系转型和现代化的标志之一。信用社借贷有利于农户的生产生活经营，推动了农村经济的恢复与发展，但其也存在一定的缺陷。     

农村合作金融的制度安排与绩效--日本经验及借鉴

目前我国农村信用社进入深化改革阶段,在产权制度、管理体制、运作模式等方面都取得了一定成效,但仍存在着一些问题.本文介绍了日本农村合作金融的制度安排,探讨其成功经验,在此基础上提出对我国农村信用社改革的经验借鉴.     

试论农村信用社内部控制的现状、薄弱环节与完善对策

当前,农村信用社改革试点工作已到了关键时刻.农村信用社改革的成败不仅直接关系到自身的健康发展,而且关系着社会主义新农村建设的进程,因此,针对农村信用社目前内部控制中依然存在的各种问题和薄弱环节,加强制度建设,完善内控机制,切实防范各种金融风险就显得尤为重要.     

地方政府怎样管好农村信用社--以贵州为例

农信社交由地方政府管理是落实管理责任市场化及强调地区性的结果。我们在总结贵州试点经验基础上提出建议.改革走向纵深，要解决增资扩股目的短期化、投资股比重低等问题；发展地看待省联社制度设计缺陷；坚持政企分开原则，加强政府对经济活动的外部组织协调，搞好促生产与抗风险的制度安排，帮助农信社形成良好的发展条件。     

农村信用社产权制度改革:理论、绩效与出路

农村信用社产权制度改革不仅是一个金融问题,而且是一个复杂的社会问题.长期以来我国农村信用社按照合作制进行规范绩效差的主要原因是,农村信用社产权制度改革的国家偏好和农民的接受程度之间存在着巨大的矛盾.文章建议通过稳定农村信用社的经营、拉长农村信用社产权制度改革的周期、完善农村信用社产权制度改革的外部环境、增加农村信用社产权制度改革的途径等四个方面的措施来推动我国农村信用社的产权制度改革.     

Can employee ownership and human resource management policies clash in worker cooperatives? Lessons from a defunct cooperative

The article analyzes the interaction between employee ownership, HRM policies and practices, and HRM outcomes in what was the world's biggest industrial worker cooperative for decades, and now defunct, Fagor Electrodomésticos. Using longitudinal internal data and detailed interviews with key stakeholders, this paper sheds light on how employee ownership conditioned HRM policies. HRM outcomes—such as job satisfaction and absenteeism—are also analyzed over a long period of time. Chronic nepotism when recruiting new members, failures in the training policy, impoverished and Taylorist working systems, and reverse dominance hierarchies are analyzed as factors that increased free riding and caused low satisfaction and the disengagement of working members. This case study contributes to the literature on HRM and worker cooperatives as it provides some insights that are rarely found in that literature. It also provides guidance to worker cooperatives about increasing the fit between employee ownership and HRM policies and outcomes.     

Consumer cooperatives as an alternative form of governance: The case of the broadband industry

With a growing number of consumer cooperatives in non-agrarian industries such as energy and broadband, there is a need to better understand their emergence as a viable form of governance. In this context, the paper uses Mikami’s (2010) model on consumer cooperatives to explain their emergence as a result of their ability to generate additional equity financing through the membership market. It focuses on the motivations of consumers to financially contribute to a cooperative by examining the risks and benefits associated with the investment. Based on a survey of 759 consumers, it links their motivations for joining a cooperative to different forms of risks and benefits associated with the investment. It shows that the risks related to cost sharing and switching costs are important determinants for consumers. Other factors that affected the likelihood of joining a cooperative were expected benefits with respect to user network externalities and infrastructure gains.     

FINANCE,DISTRIBUTION AND THE ECONOMIC OBJECTIVE OF FINANCIAL COOPERATIVE INSTITUTIONS

This paper proposes a model where the structure rather than the size of the financial sector explains its influence on income distribution. Because of information asymmetries, a financial sector dominated solely by profit‐maximizing financial intermediaries will increase income and wealth inequality as it gives preferential access to credit for high‐income agents, whereas a diversified inclusive financial sector with alternative models of finance, like cooperatives, will reduce the inequality gap. No full convergence in income distribution can be realized through finance only and there is still a need for redistribution policies. Accordingly, an objective function for cooperative financial institutions should define a desired pricing behaviour that can increase the income of members at a rate higher than the average growth rate of the economy.     

BUILDING THE MANAGERIAL CAPITAL OF AGRICULTURAL COOPERATIVES IN AFRICA

Agricultural cooperatives in Africa tend to be community‐based organizations defined by principles of inclusion, voluntarism, democracy, equity, autonomy, mutuality and solidarity. This means that they generally operate in accordance with the principles endorsed by the International Cooperative Alliance (ICA). However, only a few of these organizations are successful in commercializing the agricultural produce of their members. In this study, we argue that growth‐problems leading to commercial failure and organizational degeneration in these cooperatives can be attributed to a lack of managerial capital. Drawing on the literature and evidence from the field we set out key management solutions for counterbalancing cooperative principles in the context of rural Africa. These solutions were taught to the leaders and managers of 362 cooperatives at four training events held in Madagascar, Malawi and twice in Uganda. Using a production function for cognitive achievement and key informant interviews, we find that our training contributed to the adoption of the proposed solutions by some of the cooperatives. Using the Ugandan sub‐ sample, we estimate an OLS regression and a PSM model to show that the training translated into higher revenues per member generated through collective commercialization.