中文版--Corporate Governance in Emerging Economies(新兴经济体中的公司治理)-翻译
金融词汇中英文对照
Accelerated depreciation AcceptorAccommodation paper Accounts payableAccounts receivable Accredited InvestorsAccredit valueAccreditingAccrual basisAccrued interestACEAcid Test RatioAcquisitionAcross the boardActing in concertActive assetsActive capitalActual marketActual priceActual useful lifeActuaryADBADRADSAd valoremAd valorem stamp duty AdjudicatorAdjustable rate mortgage (ARM) Admitted valueAffiliated companyAfter dateAfter-hours dealingAfter-marketAfter-tax profitsAfternoon sessionAge dependency (ratio)Agency accountAging analysis of accountsAGMAgreementAlert messageAll-or-none orderAllocationAllotteeAllotmentAllowanceAlpha (Market Alpha)Alternative investmentAmerican Chamber of Commerce American Commodities Exchange American Depository Receipt American Depository Share (ADS) American Stock Exchange American style optionAmortizable intangiblesAmortizationAmsterdam Stock ExchangeAnnual General Meeting (AGM) AnnualizedAnnual reportAnticipatory breachAntimonopoly ActAntitrustAPECAppeals panelAppreciationAppropriationArbitrageArbitrationArm's length transactionArrearsArticles of AssociationASEANAsian bank syndication marketAsian Development Bank (ADB)Asian dollar bondsAsian tigersAsia Pacific Economic Cooperation (APEC) Ask (asked) priceAsset AllocationAsset Backed SecuritiesAsset ManagementAsset strippingAsset swapAssignment methodAssociation of South East Asian Nations (ASEAN) ASXAt-the-close orderAt-the-moneyAt-the-money optionAuckland Stock ExchangeAuction marketAusterity measuresAuthorized capitalAuthorized fundAuthorized representativeAustralian Options MarketAustralian Stock ExchangeBack-door listingBack-end loadBack officeBack to back FX agreementBalance of paymentsBalance of tradeBalance sheetBalance sheet dateBalloon maturityBalloon paymentBank, Banker, BankingBank for International Settlements (BIS) BankruptcyBase dayBase rateBasel Capital Accord Basis Point (BP)Basis swapBasket of currencies Basket warrantBear marketBear positionBear raidBearerBearer stockBehind-the-sceneBelow parBenchmarkBenchmark mortgage pool BeneficiaryBermudan optionBest practiceBeta (Market beta)BidBig BandBill of exchangeBills departmentBinaryBinary optionBISBlackout periodBlock tradeBlue chipsBlue SkyBoard of directors Bona fide buyerBond marketBondsBonus issueBonus shareBook close dateBook closure period Book value BookbuildingBookrunnerBoom-bustBOOTBOTBottom lineBottom-upBounced cheque BourseBP (Basis Point) Brand management Break-up feesBreak-up valuation Breakeven point Bretton Woods SystemBridging loanBroad moneyBroker, Broking, Brokerage House Brussels Stock ExchangeBSSMBubble economyBuild, Operate and Transfer (BOT)Build, Own, Operate and Transfer (BOOT) Build/Supply-Service/Maintain (BSSM) Bull marketBulletsBullishBundesbankBusiness dayBusiness managementBusiness studiesButterfly spreadBuy-backBuy-side analystBuyer's creditBuyoutBy-lawC-CorpCACCAGRCalendar yearCall-overCall-spread warrantCall protection/provision Call warrantCallable bond Candlestick chartCapCapacityCAPEXCapital Adequacy Ratio Capital baseCapital expenditure CapitalizationCapital marketsCapital raisingCapped floaterCarry tradeCarrying costCarrying valueCash-settled warrant Cash earnings per share Cash flowCBOCBRCCCASSCDCDOCDSCeilingCeiling-floor agreementCentral Clearing & Settlement SystemCentral transaction logCentralized borrowing and lending systemCEOCEPACertificate of depositCertificate of incumbencyCertified Public Accountant (CPA)CFOChaebolChain debtsChange of domicileChapter 11Chartered financial analyst (CFA)Chicago Board of TradeChicago Board Options ExchangeChicago Mercantile ExchangeChief Executive Officer (CEO)Chief Financial Officer (CFO)Chief Information Officer (CIO)Chief Operations Officer (COO)China bankingChina Banking Regulatory Commission (CBRC) China Capital MarketsChina Development BankChina International Capital Corporation, CICC China privatizationChina restructuringChina Securities Regulatory Commission (CSRC) China Stock MarketsChinese WallCIOClaimClawback notificationClean priceCLOClosed-end fundClosing priceCo-lead managerCode of conductCollarsCollateralized Bond ObligationCollateralized Debt ObligationCollateralized Loan ObligationCollateralized Mortgage ObligationCo-managerComfort letterCommercial loanCommercial paperCommission rebateCommodity Exchange, Inc.Common stockCompany financeComplex cash flowCompound annual growth rateCompound optionConcessionConference callConfidential pre-filing reviewConfidential submissionConfidentiality agreementConglomerateConnected transactionConsiderationConsolidationConstant Maturity Treasury Derivative Constituent stockConstruction in progressConsumer Price Index (CPI)ConsumptionContested takeoverContingent liabilityContingent premiumContinuing obligationContra brokerContractual joint ventureControlling stake/interestConventional capConversion of state assets into state shares Conversion premiumConversion priceConversion ratioConverted net collectionsConvertible bondsConvertible currencyConvexityCOOCopenhagen Stock Exchange Core PCE deflator Corporate bondsCorporate finance Corporate governance Corporate vision CorporatizationCostCost overrun loansCost of carryCounsel's opinion CounterpartyCounterparty credit exposure CouponCoupon frequencyCoupon rateCovenantCovered warrantCPACPICredit Default SwapCredit facilitiesCredit foncia amortization Credit lineCredit-linked notesCredit ratingCredit riskCredit spreadCreditwatchCross currency interest rate swap Cross tradeCSRCCurrency optionCurrency swapCurrent account deficitCurrent asset/liabilityCurrent/liquid ratioCustodianCustoms & usagesCyclicalityDAXDaily marginDay countDay orderDebt equity ratioDebt-equity swapDebt issuing vehiclesDebt service coverage ratio Default fineDefaultingDefault interestDefault riskDefensiveDeferred assetDeferred chargesDeferred taxDefined Contribution Plan DeflationDeflatorDelayed dataDeleveragedDelineation of activitiesDelistDeltaDemutualizationDepreciationDeregulationDerivativesDeutsche Borse AGDeutsche Terminborse DevaluationDifferential reportingDilutionDirect investmentDirect labor costDirectional Movement Index (DMI) Directors' undertakingsDirty priceDisclaimerDisclosureDiscount rateDiscretionary managerDiscretionary orderDiscretionary powerDiscretionary trustDishonoured chequeDisinflationDisinterested shareholderDisposable incomeDistressed securitiesDiversificationDividendDividend in specieDJIADoha RoundDomestic Qualified Institutional Investor (DQII) Double bottom/double dipDow Jones Industries Average Index Downside riskDownstream enterpriseDownturnDQIIDragon bondsDrawing expense in advanceDual currency bondsDue-on-sale clauseDue diligenceDumpingDurationDynamic hedgingE-commerceE-tailersEAFEEASDAQEarning per share (EPS)EBITDAEECEmbedded optionEmerging marketEMUEngagement letterEnvironmental protectionEnvironmental wasteEPSEquity, EquitiesEquity cushionEquity warrantEUEuroEurobondEurodollar bondsEuropean Association of Securities Dealers Automated Quotations (EASDAQ)European Economic Community European Monetary Union (EMU) European Options Exchange European style optionEuropean Union (EU)Ex-couponEx-dateEx-dividend basisEx-rightsExchangeable bondExecutive directorExchange rateExercise priceExit feeExit priceExotic optionExotic warrantExploitation licenseExploitation rightExploration rightExport-oriented economyExposure draftExtendible bondsExternal auditorExternal debtExtraordinary general meeting (EGM) Extraordinary itemFace valueFair market valueFannie MaeFAS 133Feasibility reportFECFederal Deposit Insurance Corporation (FDIC) Federal National Mortgage Association (Fannie Mae)Federal Open Market CommitteeFee-Based ContentFFOFiduciaryFiduciary dutyFIGFinancial AdvisorFinancial Business Operation Permit Financial exposureFinancial forecastFinancial Institutions Group (FIG)Financial leaseFinancial ManagementFinancial Markets, Financial Products Financial ServicesFinancial yearFirst mortgageFiscal policyFiscal yearFixed asset losses in suspenseFixed incomeFlat tradesFloatationFloorFloor brokerFollow-on offeringFOMCForce majeureForeign Direct Investment (FDI)Foreign Exchange (FOREX)Foreign Exchange Business Operation Permit Foreign Exchange CertificateForeign exchange mortgage loanForeign exchange swap centerForeign-funded enterpriseFormulae Based AmortizationForward Rate AgreementFRAFranchiserFranchisorFrankfurt Stock ExchangeFree cash flowFree floatFRNFrontier tradeFTSE IndexFull disclosureFully dilutedFully paid-up capitalFundamentalsFund ManagementFuture marketFuturesFXG&AG7GAAPGatewayGATTGDPGDRGearing ratioGEMGeneral Agreement on Tariffs & Trade (GATT) General & Administrative ExpensesGeneral managementGeneral mandateGeneral offerGenerally Accepted Accounting PrincipleGini IndexGlobal bearer warrantGlobal coordinatorGlobal Depository ReceiptGlobal financeGlobal financial firm/institutionGlobal offeringGNPGoing publicGoods and services tax (GST)Goodwill amortizationGovernment Concessionary & Soft Loan Grace periodGreenshoeGross domestic productGross national productGross profitGross spreadGroup of SevenGrowth Enterprises Market (GEM) Growth FundGun jumpingH-shareHang Seng China Enterprise Index Hang Seng IndexHard currencyHard landingHedge accountingHedge FundHedgingHIBORHidden reservesHKFEHKMAHKSARHKSCCHKSEHolding CompanyHomepageHong Kong Futures Exchange Ltd.Hong Kong Interbank Offer Rate (HIBOR) Hong Kong Monetary AuthorityHong Kong Securities Clearing Co. Ltd. Hong Kong Special Administrative Region Hong Kong Stock ExchangeHot moneyHSCEIHSIHurdle rateHybrid capIASICPIdle fundsIMFIMMImplicit deflatorImplied volatilityImported inflationImport quotaImport tariffIn-the-moneyIncentive siteIncome taxIndemnificationIndexed performanceIndication of interestsIndicative priceIndustrial and Commercial Consolidated Tax InflationInformation memorandumInformation technology (IT)Initial Conversion PremiumInitial Public OfferingInsider tradingInsolventInstitutional investorIntangible assetIntellectual property (IP)Interest Rate Swap (IRS)Interest-bearing assetsIntergovernmental loanInterim reportIntermediaryInternational Accounting Standards (IAS) International FinanceInternational MarketInternational Monetary Fund (IMF) International Monetary Market (IMM) International Organization for Standardization International Trust & Investment Corp. Internet Content Provider (ICP)Internet presenceIntraday liquidityIntraday margin callIntranetIntrinsic valueInventoryInvestment, InvestingInvestment advice, Investment advisor Investment bank, Investment banking Investment gradeInvestment researchInvestor RelationsIPOIrrevocable letter of creditIRSISOIssued (and outstanding) shares IssuerITITICJGBJobberJoint accountJoint and several liabilitiesJoint global coordinatorJoint stock companyJoint ventureJointly operated minesJumbo certificateJunior mortgageJunk bondKorea Composite IndexKorea Stock ExchangeKuala Lumpur Stock ExchangeL/CLabor ArbitrageLagged effectLarge open positionLBOLead managerLegal persons sharesLenderLender of the last resort Letter of creditLevel playing fieldLeverage = level of debt/equity Leveraged Buy Out(LBO) Leveraged rateLIBORLicensed bankLienLIFFELimit orderLimited recourseLimited partnershipLinked Exchange Rate System Liquid investmentLiquid Yield Option Note LiquidityLiquidity ratioLiquidity riskListed companyLitigationLocal toll collecting highway infrastructure index Lock-inLock-outLock-upLock-Up AgreementLondon Commodity ExchangeLondon Interbank Offer RateLondon International Financial Futures and Options ExchangeLondon Metal ExchangeLondon Stock ExchangeLondon Traded Options MarketLong (position)Long callLong forwardLong options contractLong putLong straddleLong strangleLong-term shareholding (loyalty) incentiveLong-term supply agreementLoose bondLow-Budget OperationLoyaltiesLSELTM (Last twelve months)LTOMLYONM0M1M2M3M&AMaastricht TreatyMacroeconomicMadrid Stock ExchangeMain BoardMaintenance marginMakati Stock ExchangeMake-Whole CallMake-Whole ProvisionManagement Best PracticeManagement Buy-Out, MBOManagement feeManagement SeminarManagement ToolsManaging directorMandatory Provident Fund (MPF)Manila Stock ExchangeMarche a Terme International de FranceMarche des Options Negociables de la Bourse de ParisMarginMargin callMark-to-marketMarket accessMarket CapitalizationMarket economyMarket makerMarket shareMarketable securitiesMarketingMatched orderMaterial misstatementMATIFMature marketMaturityMBSMean reversionMedium and long term loansMedium Term NoteMemorandum and Articles of Association Memorandum of associationMemorandum of Regulatory Cooperation (MORC) Memorandum Of UnderstandingMergers & Acquisitions, M&AMezzanine fundMezzanine stageMFNMicro capitalizationMid-cap stockMilan Stock ExchangeMinority interestMisrepresentationModel CodeMonetarismMonetary policyMonetizeMoney-launderingMonopoly EnterpriseMontreal Stock ExchangeMoral hazardMoratoriumMortgage-backed securityMost Favored NationMOUMSCI (Morgan Stanley Capital International) MTNMulti-Lateral NettingMulti-Tranche OfferingMutual FundsNagoya Stock ExchangeNAPSNASDAQNational Association of Securities Dealers Automated QuotationsNational Automated Payment System National Bureau of Economic Research National Bureau of StatisticsNatural resourcesNAVNBICNDPNet book valueNet Domestic Product (NDP) Net incomeNet present valueNetting agreementNew York Cotton Exchange, Inc. New York Futures Exchange New York Mercantile Exchange New York Produce Exchange New York Stock Exchange Nikkei Stock AverageNil-paid rightsNo-load fundNominalNominee accountNon-callableNon-collateralized warrantNon-deliverableNon-farm payroll dataNon-operating incomeNon-performing assetNon-performing LoansNon-tradable shareNotes receivableNotifiable transactionNotional sizeNPLsObligatory rightODOdd lotsOECDOEMOff-balance sheetOff-board tradingOff-budgetaryOffer for saleOligopolyOne-on-oneOne-time mandatory call/put optionOPECOpen-end fundsOperating concessionsOperating profit/marginOperational riskOpportunity costOptionOrganization for Economic Co-operation and DevelopmentOrganization of Petroleum Exporting Countries (OPEC)Original Engineering ManufacturingOsaka Securities ExchangeOslo Stock ExchangeOTCOTC Bulletin BoardOut-of-the-moneyOutsourcingOver Draft/Over DrawOver-allotment optionOver-subscriptionOver-The-CounterOverboughtOverhead costOversoldOwned fund/own fundsP/E multipleP/E ratioPacific Economic Cooperation Council Pacific Stock ExchangePageviewPaid-up capitalPan-European Stock ExchangeParPar bondsParis BoursePartly-paid shareParityPatentPayment in lieu of noticePayoff periodPayoff profilePECCPegged Exchange Rate System Penalty provisionPenny stockPension PlanPer capita incomePerformance bondPerformance buydownsPerforming loanPhiladelphia Stock ExchangePhysical assets reserve specifically authorized Physical deliveryPhysical marketPhysical warrantPit tradingPlantPlain vanilla bondPollutantPollutant chargePortfolioPortfolio insurancePortfolio ManagementPositionPosition squaringPost-dated chequePot namesPotential obligationPower of attorneyPPIPPPPRPraecipiumPRC - People's Republic of ChinaPre-emptive rightPreference shares Preferential treatment PremiumPremium putPremium put structure PrepaymentsPresent valuePress releasePricePrice rampingPrice rangePrice talkPrice/Earning ratio (P/E) Price/Book value ratio Primary debtPrime ratePrincipalPriority Construction Treasury Private BankingPrivate EquityPrivate placementPrivate Wealth Management Privately negotiated options Privately operated mines PrivatizationProducer Price Index (PPI) Profit marginProfit-sharing planProformaProgram arrangerProject approvalProject financePromissory notePromoterProprietary Network System (PNS) ProspectusProtective putProvisional agreementProxyPSEPublic filingPublic ListingPublic RelationsPublic welfare fundPublicity restrictionPurchasing Power Parity (PPP)Pure playPut optionPut writerPutable bondPyramid sellingQ&AQDIIQFIIQualified Domestic Institutional Investor (QDII) Qualified Foreign Institutional Investor (QFII) Qualified Institutional Buyer (QIB)Qualitative analysisQuantitative analysisQuasi-credit financingsQuasi moneyQuick ratioQuoted company (= listed company) RallyRampingRandom assignmentRatingRating AgencyRatio of investmentsRaw materialsReal Estate Investment Trust (REIT) Real timeRealized interest rate RecapitalizationRecognition of incomeRecourseRecoveryRecyclingRed chipRed HerringRedeem/redemptionRefineryRegistered securitiesRegistration statementRegistrarREITRelative strength indexRent-seekingRepackaged asset vehiclesRepresentations and warranties Repurchase agreementResidual assetResidual valueResistance lineResolution Trust Corporation (RTC) Restricted license bankRestricted securities RestructuringResumption of tradingRetail players (= retail investors) Retail Price Index (RPI)Retained earningsReturn on assetReturn on capital employed Return on equityRevenue-sharingRevolving creditRight issueRights to the priority distributions Ring-fencingRisk factorRisk managementRisk premiumRisk rated ratioROARoadshowROCERoller-coaster swapROERound lotsRPIRSIRule 144AS&PS&P 500 IndexSales returnSamurai bondsSEAQSEATSSECSecond junior subordinated debenture Second liner/second line stock Secondary offeringSector FundSecularSecured debtSecuritiesSecurities and Futures Commission Securities Exchange Commission Securities Exchange of Thailand SecuritizationSeed financingSeed stageSell shortSell-side analystSelling concessionSenior debtSeparate listingSettlementSettlement riskSFCShanghai Stock ExchangeShareholders' EquityShareholder valueSharesSharpe RatioShelf CompanyShelf registrationShell companyShenzhen Foreign Exchange Trading Centre Shenzhen Stock ExchangeShort-term revolving letterShort (position)Short and medium term loansShort forwardShort sellingSidelined investorsSidelinerSight draftSIMEXSingapore International Monetary Exchange Singapore Stock ExchangeSingapore Straits Times IndexSinking fundSino-foreign joint ventureSmall CapSMESOEsSoft currencySoft landingSovereign riskSovereign rateSpecial stockSpin-offSponsorSpot marketSpot priceSpreadSprint periodStagflationStaggering maturitiesStakeholderStall speedStandard & PoorStartup financingStartup stageState-owned enterpriseState sharesStatic hedgingSterilizationStochastic processStock BrokerStock Exchange Alternative Trading System Stock Exchange Automated Quotations System Stock incentive schemeStock MarketStock Trader, Stock TradingStockholm Options MarketStocksStop loss limitStop loss strategyStraddleStrangleStrategic InvestmentStrategic InvestorStrategic saleStreet priceStressed securitiesStrike priceStripped securitiesStructure-induced equilibriumStructured bondStructured financingStructured noteSubordinated debtSubordinated debt w/ revenue participation rights SubparSunk costsSupply and marketing cooperativesSwapSwaptionSyndicated loanSynergySynthetic securitiesT/TTaiwan Weighted Stock IndexTake positionTARGET SystemTax benefitsTax haven jurisdictionTax rebateTaxable munisTelegraphic TransferTender bondTenorTerm sheetTerms of ReferenceThird linerTick sizeTight marketTime depositTime horizonTMTTokyo Grain ExchangeTokyo International Financial Futures Exchange Tokyo Stock ExchangeTokyo Sugar ExchangeToll revenue bondTop-downTop-up placingToronto Futures ExchangeToronto Stock ExchangeTracker Fund of Hong Kong (TraHK)Trade balanceTrade deficitTrade surplusTrancheTreasuryTreasury stripsTriangular debtTroughTrustee deedTurnoverTurnover ratioUmbrella fundUNUnappropriated profitsUnconditional and irrevocable letter of credit Uncovered callUncovered optionUnderlyingUnderlying assetUnderwriterUnderwritingUnderwriting syndicateUndistributed profit Unilateral/bilateral agreement Unit trustUnitary board systemUnited NationsUniversal discount rates Unlisted security Unsecured debt Unregulated issuerUpfront payment/fee Upfront premium payment Upside riskUptickUS Financial Firm/Institution US GAAPUS Investment BankUS TreasuryUse of proceedsUseful lifeUser-friendlyUser-pay principle Utilization rateValuationValue added taxValue-at-riskValue fundValue investmentVanilla bondsVariable contribution Variable equity return Variable-rate mortgage VelocityVenture capitalVertical mergerVertical spreadVery substantial acquisitionVeto powerVideo conferenceVolatilityVolatility Scan Range (VSR) VolumeWACCWages payableWarrantWash saleWatch listWeak holdingsWealth managementWeighted Average Cost of Capital Wellington Stock Exchange Whistleblowing policy Whitewash transactionWholly-owned subsidiary Winnipeg Commodities Exchange Wire roomWithdrawal PlanWithholding taxWonWorking capitalWorkoutWorld BankWorld Trade Organization (WTO)WTOX/B (Ex-bonus)X/D (Ex-dividend)X/R (Ex-rights)X/W (Ex-warrants)XeroxYankee bondsYear-end dividendYieldYield curveYield curve swapYield to callYield to crashYield to MaturityYield to putYoYYTMZero cost optionZero coupon bondsZero coupon convertible collateralized securities Zero coupon swapZero-sum gameZurich Stock Exchange资产担保证券(Asset Backed Securities的英文缩写)加速折旧承兑人;受票人;接受人融通票据;担保借据应付帐款应收帐款合资格投资者;受信投资人指符合美国证券交易委员(SEC)条例,可参与一般美国非公开(私募)发行的部份机构和高净值个人投资者。
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普拉哈拉德C.K.Prahalad、哈默尔G.Hamel《公司的核心竞争力》TheCoreCompetenceoftheCorporation【中英对照
普拉哈拉德公司的核心竞争力1990年普拉哈拉德(C.K.Prahalad)和哈默尔(G.Hamel)在哈佛商业评论上发表《企业核心竞争力》(TheCoreCompetenceoftheCorporation)很多公司仍在苦苦寻找在全球竞争中克敌制胜的最有效方式。
20世纪80年代,人们评价某个高管有没有才能,主要看这个人能否重组公司、拨乱反正和精简层级。
然而,进入20世纪90年代后,人们评价高管时,将看他们有没有能力识别、培育和利用公司的核心竞争力(corecompetence,也称核心能力),为公司的成长找到新的途径。
看来,高管们该重新思考一下公司这个概念本身了。
让我们首先以美国的GTE*和日本的NEC**两家公司为例,探讨十年来它们各自的发展轨迹。
20世纪80年代初期,信息技术已初显欣欣向荣的景象,GTE凭借自己的地位,极有希望成为该行业的主力军。
这家公司在电信业非常活跃,其业务横跨多个领域,包括电话、交换与传输系统、数字化专用自动小交换机(PABX)、半导体、分组交换、卫星、国防系统以及照明产品等等。
此外,GTE旗下的娱乐产品集团(EntertainmentProductsGroup),也就是喜万年(Sylvania)彩电的制造者,在相关的显示器技术领域也占有一席之地。
1980年,GTE的销售额为99.8亿美元,净现金流17.3亿美元。
与之相比,NEC当时还只是一个小字辈,销售收入仅为38亿美元。
尽管拥有与GTE不相上下的技术基础和计算机业务,但NEC在电信领域尚无任何经验。
然而,到了1988年,NEC却后来者居上,销售额达到218.9亿美元,远远高于GTE公司的164.6亿美元。
这时,GTE实际上已经沦为一家以经营电话业务为主的公司,尽管它在国防和照明产品方面仍占有一席之地。
这家公司的其他业务从全球的角度看已经变得很小。
在过去的几年中,GTE公司已经把喜万年电视机和Telenet业务剥离了出去,把交换机、传输设备和数字PABX等产品转交给合资公司生产,而半导体业务则已关张大吉。
政治关联英文文献索引
政治关联英文文献索引1.T he stock market implication of political connections: evidence from firms' dividend policy 政治关系的证券市场含义:来自公司股利政策的证据(Cao et al.2012)2.C orporate ownership, corporate governance reform and timeliness of earnings: Malaysian evidence公司所有权、公司治理改革与盈余及时性:马来西亚的证据3.P olitical connections, bank deposits, and formal deposit insurance: Evidence from an emerging economy政治关系、银行存款与正式的存款保险:来自新兴经济体的证据(June 18, 2013)4.P olitical connections and investment efficiency: Evidence from Chinese listed private firms 政治关系与投资效率:来自中国民营上市公司的证据(August 27, 2013)5.T he Political Determinants of the Cost of Equity: Evidence from Newly Privatized Firms权益资本成本的政治因素:来自刚刚私有化公司的证据(August 2008)6.C ronyism and Capital Controls: Evidence from Malaysia任人唯亲与资本管制:来自马来西亚的证据7.Capital Structure and Political Patronage: Evidence from China资本结构与政治庇护:来自中国的证据8.P olitical Connection and Government Patronage:Evidence from Chinese Manufacturing Firms政治关联与政府赞助:来自中国制造业企业的证据9.P olitical Connections and Firm V alue: Evidence from the Regression Discontinuity Design of Close Gubernatorial Elections政治关联与公司价值:来自临近州长竞选的不连续回归设计的证据10.How does state ownership affect tax avoidance? Evidence from China国家所有权如何影响避税?来自中国的证据11.Do Strong Corporate Governance Firms Still Require Political Connection? And Vice V ersa公司治理强的企业仍然需要政治关系吗?反之亦然12.Political Connections and Preferential Access to Finance: The Role of Campaign Contributions政治关联与优先获得融资:竞选捐款的作用13.Political Connections and the Cost of Equity Capital政治关联与权益资本成本(Boubakri et al. January 2012)14.The Impact of Political Connections on Firms' Operation Performance and Financing Decisions政治关联对公司经营业绩及融资决策的影响(Boubakri et al. November 29, 2011)15.Political Connections and the Cost of Bank Loans政治关系与银行贷款成本(Houston et al. February 15, 2012)16.Politicians and the IPO Decision: The impact of impending political promotions on IPO activity in China政治家与IPO决策:即将来临的政治晋升对中国IPO活动的影响17.Accounting Conservatism and Bankruptcy Risk会计稳健性与破产风险(Biddle et al. October 7, 2013)18.Accounting Conservatism and its Effects on Financial Reporting Quality:A Review of the Literature会计稳健性及其对影响财务报告质量:文献综述(September 9, 2011)19.Conservatism, Disclosure and the Cost of Equity Capital稳健性、披露与权益资本成本(Artiach et al. January 2012)20.Does Access to Finance Lower Firms’ Cost of Capital? Empirical Evidence from International Manufacturing Data获得融资降低了企业的资本成本吗?来自国际制造业数据的实证证据21.Political connections, founding family ownership and leverage decision of privately owned firms政治关联、创始家族所有权与私有企业杠杆决策22.The Impact of Political Connectedness on Firm V alue and Corporate Policies: Evidence from Citizens United政治关系对公司价值及公司政策的影响:来自美国公民的证据23.The Quality of Accounting Information in Politically Connected Firms政治关联企业的会计信息质量24.The political economy of corporate governance, cost of equity, and earnings quality: evidence from newly privatized firms公司治理的政治经济、权益资本成本与盈余质量:来自刚刚私有化公司的证据25.Do Political Connections Help Firms Gain Access to Bank Credit in Vietnam政治关系帮助越南企业获得银行信贷吗?26.Firm performance effects of nurturing political connections through campaign contributions通过竞选捐款培育政治关系的公司绩效效应27.The Chrysler Effect: The Impact of the Chrysler Bailout on Borrowing Cost克莱斯勒效应:克莱斯勒救助对借贷成本的影响28.Politically connected firms in Poland and their access to bank financing波兰的政治关联企业及他们获得银行融资29.Political Connections and Corporate Bailouts政治关系与企业救助30.The characteristics of politically connected firms政治关联企业的特征31.Rent Seeking Incentives, Political Connections and Organizational Structure: Empirical Evidence from Listed Family Firms in China寻租动机、政治关系与组织结构:来自中国上市家族企业的经验证据32.The V alue of Connections In Turbulent Times: Evidence from the United States在动荡的时代关系价值:来自美国的证据33.Malaysian Capital Controls: Macroeconomics and Institutions马来西亚的资本控制:宏观经济和制度34.Rent Seeking and Corporate Finance: Evidence from Corruption Cases寻租与公司融资:腐败案件的证据35.Political Motivation, Over-investment and Firm Performance政治动机、过度投资与公司绩效36.Political connections and earnings quality: evidence from malaysia政治关系与盈余质量——来自马来西亚的证据37.Political Connections and Minority-Shareholder Protection: Evidence from Securities-Market Regulation in China政治关系与少数股东保护:来自中国证券市场监管的经验证据38.Accounting Conservatism, Corporate Governance and Political Influence: Evidence from Malaysia会计稳健性、公司治理与政治影响:来自马来西亚的证据39.Internationalization and Capital Structure: Evidence from Malaysian Manufacturing Firm国际化和资本结构:来自马来西亚制造企业的证据40.Firm size and corporate financial leverage choice in a developing economy Evidence from Nigeria企业规模和企业财务杠杆的选择:来自尼日利亚发展中经济的证据41.Ownership and the V alue of Political Connections: Evidence from China所有权和政治关系的价值:来自中国的证据42.Ownership Types, CEO and Chairman Political Connections, and Long-run Post-IPO Performance: Evidence from China所有权类型、CEO和董事长的政治联系与IPO后长期绩效:来自中国的证据43.Theoretical Investigation on Determinants of Government-Linked Companies Capital Structure关于政府联系公司资本结构的影响因素的理论研究44.Auditor Choice in Privatized Firms: Empirical Evidence on the Role of State and Foreign Owners私有化企业的审计师选择:来自国家和外国所有者作用的经验证据45.The Political Economy of Residual State Ownership in Privatized Firms: Evidence from Emerging Markets私有化企业中剩余政府所有权的政治经济:从新兴市场的证据46.Political Connections and the Process of Going Public: Evidence from China政治关系和上市的过程:来自中国的证据47.Public policy, political connections,and effective tax rates: Longitudinal evidence from Malaysia公共政策、政治关系与有效税率:来自马来西亚的纵向证据48.Why do countries adopt International Financial Reporting Standards为什么各国采用国际财务报告准则49.Political Relationships, Global Financing and Corporate Transparency政治关系、全球融资与公司透明度50.Politically Connected CEOs and Corporate Outcomes: Evidence from France政治关系的首席执行官和公司的结果:来自法国的证据51.Corporate Lobbying, Political Connections, and the Bailout of Banks公司游说、政治关系与银行救助52.Corruption, Political Connections, and Municipal Finance腐败、政治关系与城市金融53.Political connections, corporate governance and preferential bank loans政治联系、公司治理与优惠的银行贷款54.Politically connected firms: an international event study政治关系的企业:一个国际事件研究55.Politicians at work:The private returns and social costs of political connections政客们在工作:私人收益与政治关系的社会成本56.Political Connection, Financing Frictions, and Corporate Investment: Evidence from Chinese Listed Family Firms政治联系、融资摩擦与企业投资——来自中国上市家族企业的证据57.The Role Political Connections Play in Access to Finance:Evidence from Cross-Listing 政治关系在获得融资中发挥的作用:来自交叉上市的证据58.Auditor Choice in Politically Connected Firms政治关联公司的审计师选择59.Financial liberalization, financing constraints and political connection: evidence from Chinese firms金融自由化、融资约束与政治联系:来自中国上市公司的经验证据60.Effects of Financial Liberalization and Political Connection on Listed Chinese Firms' Financing Constraints金融自由化与政治关系对中国上市公司融资约束的影响61.Auditor Tenure, Non-Audit Services and Earnings Conservatism: Evidence from Malaysia审计任期,非审计服务与盈余稳健性——来自马来西亚的证据62.Political Connections of Newly Privatized Firms新私有化企业的政治关系63.Social network, entertainment expenditures and bank lending decisions: Evidence from China’s nonSOE firms社会网络、娱乐支出和银行贷款决策:来自中国非国有企业的证据64.Bank connection, corruption and collateral in China银行联系、腐败和担保:来自中国的证据65.Red Capitalists: Political Connections and Firm Performance in China红色资本家:政治关系与中国公司的业绩66.Political connections, bank deposits, and formal deposit insurance: Evidence from an emerging economy政治关系、银行存款与正式存款保险:来自新兴经济体的证据67.Executive’s former banking experience, entertainment expenditures and bank lending decisions: Evidence from China’s non-SOE firms执行官以前的银行业经验、娱乐支出与银行信贷决策:来自中国的非国有企业的证据68.The effect of political connections on the level and value of cash holdings: International evidence政治关联对现金持有水平及其价值的影响:国际证据69.The Effect of Political Influence and Corporate Transparency on Firm Performance: Empirical Evidence From Indonesian Listed Companies政治影响力与企业透明度对企业绩效的影响:来自印尼股票上市公司的经验证据70.Going Public Process and Political Connections: Evidence from an Emerging Market上市过程与政治联系:来自新兴市场的证据71.Do IPOs Reduce Firms’ Cost of Bank Loans? Evidence from ChinaIPO降低企业的银行贷款成本?来自中国的证据72.Public governance and corporate finance: Evidence from corruption cases公共治理与公司融资:腐败案件的证据73.Dividends, ownership structure and board governance on firm value: empirical evidence from malaysian listed firms股利、股权结构和董事会治理与公司价值:来自马来西亚上市公司的经验证据74.Management Quality and the Cost of Debt: Does Management Matter to Lenders管理质量和债务成本:管理对贷款人重要吗75.Do Educational Ties with Politicians Increase Agency Problems教育与政客联结增加代理问题吗76.Red Capitalists: Political Connections and the Growth and survival of Start-up Companies in China红色资本家:政治关系、成长和中国创业企业的生存77.The Impact of Legal and Political Institutions on Equity Trading Costs: A Cross-Country Analysis法律和政治制度对股票交易成本的影响:一个跨国家分析78.Expropriation of minority shareholders in politically connected firms政治关系企业中侵占小股东利益79.The Political Economy of Residual State Ownership in Privatized Firms: Evidence from Emerging Markets私有化企业中剩余政府所有权的政治经济:来自新兴市场的证据80.Does Financial Globalization Discipline Politically Connected Firms金融全球化约束政治关联的企业吗81.Audit fees in malaysia: does corporate governance matter马来西亚的审计费用:公司治理重要吗82.The Costs of Political Influence: Firm-Level Evidence from Developing Countries政治影响的成本:来自发展中国家的企业层面的证据83.Corporate social responsibility disclosure and its relation on institutional ownership企业社会责任披露及其与机构所有权的关系84.Political Connections and the Process of Going Public: Evidence from China政治关系和上市过程:来自中国的证据85.The Economic Benefits of Political Connections in Late Victorian Britain英国维多利亚时代后期政治关系的经济效益86.Corporate Cash Holdings, Board Structure, and Ownership Concentration: Evidence from Singapore企业现金持有量、董事会结构与股权集中度:来自新加坡的证据Political Uncertainty and Corporate Investment Cycles政治的不确定性与企业投资周期The Chinese Corporate Savings Puzzle: A Firm-Level Cross-Country Perspective中国公司储蓄的困惑:一个企业层面跨国家的视角Chinese firms’ political connection, ownership, and financing constraints中国企业的政治联系,、所有权与融资约束Political Relations and Overseas Stock Exchange Listing: Evidence from Chinese StateownedEnterprises政治关系和海外证券交易所上市:来自中国国有企业的证据Determinants and Effects of Corporate Lobbying企业游说的影响因素及影响Tunneling or Propping: Evidence from Connected Transactions in China隧道还是支持:来自中国关联交易的证据Sheltering Corporate Assets from Political Extraction保护公司资产从政治的提取Bank Power and Cash Holdings: Evidence from Japan银行权利与现金持有:来自日本的证据OLIGARCHIC FAMIL Y CONTROL, SOCIAL ECONOMIC OUTCOMES, AND THE QUALITY OF GOVERNMENT寡头的家族控制、社会的经济成果与政府质量Government Ownership and Corporate Governance: Evidence from the EU政府所有权与公司治理:来自欧盟的证据The Political Economy of Financial Systems金融体系的政治经济Escaping Political Extraction: Political Participation, Institutions, and Cash Holdings in China逃避政治的提取:政治参与、制度与中国的现金持有The value of local political connections in a low-corruption environment地方政治关系在低的腐败环境中的价值Retained State Shareholding in Chinese PLCs: Does Government Ownership Reduce Corporate Value中国上市公司保留的国有股:政府所有权降低企业价值吗Ownership Structure, Institutional Development, and Political Extraction: Evidence from China所有权结构、制度发展与政治提取:来自中国的证据How Do Agency Costs Affect Firm Value? Evidence from China代理成本如何影响公司价值吗?来自中国的证据Corporate Lobbying and Financial Performance公司游说与财务绩效Rights Issues in China as Evidence for the Existence of Two Types of Agency Problems中国人权问题作为两类代理问题存在的证据Auditor Choice in Politically Connected Firms政治关联公司的审计师选择(Journal of Accounting Research,V ol. 52 No. 1 March 2014)Transparency in Politically Connected Firms: Evidence from Private Sector Firms in China政治关联公司的透明度:来自中国私营公司的证据Capital Structure and Political Patronage: Evidence from China资本结构与政治赞助:来自中国的证据Competitive Pressure and Corporate Policies竞争压力与公司政策Political Capital and Moral Hazard1政治资本与道德风险The Effects of Government Quality on Corporate Cash Holdings政府质量对企业现金持有量的影响Corruption in Developing Countries腐败在发展中国家Large investors, capital expenditures, and firm value: Evidence from the Chinese stock market大投资者、资本支出与企业价值:来自中国证券市场的经验证据Firm Investment & Credit Constraints in India, 1997 – 2006: A stochastic frontier approach印度公司的投资与信贷约束,1997–2006:随机前沿方法State Ownership, Soft-Budget Constraint and Cash Holdings:Evidence from China’s Privatized Firms政府所有权、软预算约束与现金持有:来自中国私有化企业的证据Why Do Firms Hold Less Cash为什么公司持有更少的现金Directors’ Political Conn ections and Compliance with Board of Directors Regulations: The Case of S&P/Tsx 300 Companies董事会的政治关系和董事会遵守:标准普尔/ TSX 300公司为例Political Connection and Firm Value政治联系与企业价值The Impact of Political Connectedness on Firm Value and Corporate Policies: Evidence from Citizens United政治关系对公司价值和公司政策的影响:来自美国公民的证据The Impact of Political Connectedness on Cash Holdings: Evidence from Citizens United政治关系对现金持有的影响:来自美国公民的证据Political power and blood-related firm performance政治权力与有血缘关系的公司绩效Politically-Connecte d Boards and the Structure of Chief Executive Officer Compensation Packages in Taiwanese Firms政治关联董事会和台湾公司CEO薪酬结构Government Ownership and Agency Problems in Equity Offerings in China政府所有权与中国股票发行的代理问题Political Uncertainty and Accounting Conservatism: Evidence from the U.S. Presidential Election Cycle 政治不确定性与会计稳健性:来自美国总统选举周期的证据Effect of political uncertainty and corporate investment cycles in Nepal政治不确定性对尼泊尔企业投资周期的影响CEOs’ Connectedness, Social Capital, and Corporate InvestmentCEO关联、社会资本与企业投资Sovereign Wealth Funds and Politically Connected Firms主权财富基金与政治关联企业Political reforms and family-related firm performance政治改革与家族企业绩效Family connections in a low-corruption environment: Evidence from revised municipality borders在一个较低的腐败环境中家族联系:来自修订市边界的证据Does Political Uncertainty Affect Capital Structure Choices政治不确定性影响资本结构的选择吗Corporate Political Connections and Tax Aggressiveness企业政治关系与税收激进性Executive Compensation vis-à-vis Firm Performance: Identifying Future Research Agenda经理薪酬相对于公司绩效:识别未来的研究议程,Does Organizational-level Affiliation of Internal Audit Influence Corporate Risk-Taking? -Evidences from Chinese Listed Companies内部审计风险水平影响企业组织的联系吗?——来自中国股票上市公司的证据Principal-Principal Conflicts under Weak Institutions: A Study of Corporate Takeovers in China较弱制度下的委托代理冲突:中国公司并购的研究Earnings Management Practices Between Government Linked and Chinese Family Linked Companies 政府关联公司与中国家族关联企业之间的盈余管理实践Managerial Agency Costs of Socialistic Internal Capital Markets: Empirical Evidence from China社会主义内部资本市场的经理人代理成本:来自中国的经验证据Firm Size, Sovereign Governance, and Value Creation公司规模、主权治理与价值创造Bank firm relationship and firm performance under a state-owned bank system: evidence from China银企关系与企业国有银行制度下的绩效:来自中国的证据Excess control rights and corporate acquisitions超额控制权与公司并购Bank loan and the agency costs of debt in indonesia; free cash flows and managerial perks perspective 银行贷款和印度尼西亚债务的代理成本:自由现金流与管理津贴的视角CEO Compensation and Political ConnectednessCEO薪酬与政治关联Enterprises, Political Connections and Public Procurement at a Time of Landmark企业、政治关系与公共采购:一次具有里程碑意义的The Political Determinants of the Cost of Equity: Evidence from Newly Privatized Firms股权成本的政治因素:来自刚刚私有化的公司的证据Managerial Attributes and Executive Compensation管理者特征与高管薪酬An Empirical Investigation into the Political Economy of the Firm in a Globalizing World Economy: How Domestic Political Connections Affect Cross-listing Choices实证研究在全球化的世界经济的坚定的政治经济:国内政治关系如何影响交叉上市的选择Capital Markets and Capital Allocation:Implications for Economies of Transition资本市场与资本配置:经济转型的影响Responding to Financial Crisis: The Rise of State Ownership and Implications for Firm Performance应对金融危机:国家所有权上升对企业绩效的影响Influential ownership and capital structure有影响力的所有权与资本结构The Strategic Role Firms’ Political Connections Play in Access to Finance: Coercion of Domestic Banks or Implicit Property Rights Protections企业政治关系在获得融资中的战略作用:国内银行或隐含产权保护的强制手段Corporate Bailouts: the Role of Costly External Finance and Operating Performance企业救助:昂贵的外部融资的作用与经营绩效Do Political Connections Matter? Empirical Evidence from Listed Firms in Pakistan政治联系重要吗?来自巴基斯坦上市公司的经验证据Tycoons Turned Leaders: Market Valuation of Political Connections富豪转身领导:政治联系的市场价值Political Contributions and CEO Pay政治捐款和首席执行官工资Valuing Changes in Political Networks: Evidence from Campaign Contributions to Close Congressional 重视政治网络的变化:从运动的贡献接近国会的证据Corruption in state asset sales – Evidence from China国有资产销售中的腐败–来自中国的证据Investor Protection and Interest Group Politics投资者保护与利益集团政治Privatization, Large Shareholders’ In centive to Expropriate, and Firm Performance私有化、大股东掠夺激励与公司绩效Advances in Measuring Corruption in the Field腐败测量领域的进展Macroeconomic Conditions and the Puzzles of Credit Spreads and Capital Structure宏观经济条件、信用利差的困惑与资本结构Family Ownership and the Cost of Under Diversification家族所有权与多元化的成本Political Geography and Corporate Political Strategy政治地理学与企业政治策略Evidence on the existence and impact of corruption in state asset sales in China中国国有资产出售中腐败现象的存在及影响的证据Stock versus cash dividends: signaling or catering股票与现金股利:信号或宴会The impact of corruption on state asset sales – Evidence from China腐败对国有资产出售的影响-来自中国的证据Executive Compensation and CEO Equity Incentives in China’s Listed Firms高管薪酬与中国上市公司首席执行官的股权激励Political Constraints, Organizational Forms, and Privatization Performance:Evidence from China政治约束、组织形式与民营化绩效:来自中国的证据State Ownership, Political Institutions, and Stock Price Informativeness: Evidence from Privatization政府所有权、政治制度与股价信息含量:来自私有化的证据Corporate Governance in Emerging Markets: A Survey新兴市场的公司治理:文献综述Politically Connected Boards and Top Executive Pay In Chinese Listed Firms1.Political connection and leverage: Some Malaysian evidence2.Do political connections affect the role of independent audit committees and CEO Duality? Someevidence from Malaysian audit pricing3.Board, audit committee and restatement-induced class action lawsuits4.The Political Determinants of the Cost of Equity: Evidence from Newly Privatized Firms5.The impact of political connections on firms’ operating performance and financing decisionsernment Connections and Financial Constraints:Evidence from a Large Representative Sampleof Chinese Firms7.Listing approach, political favours and earnings quality: Evidence from Chinese family firms8.Political connections and tax-induced earnings management: evidence from China9.Ownership Concentration, State Ownership, and Effective Tax Rates: Evidence from China's ListedContext: European Evidence10.Impact of financial reporting quality on the implied cost of equity capital: Evidence from theMalaysian listed firms公允价值会计准则在新兴市场实施的挑战:来自中国采用国际财务报告准则的证据制度环境、政治关系与融资约束——来自中国民营企业的证据(March 1, 2012)政治关联、终极控制人性质与权益资本成本政治关联、盈余质量与权益资本成本政治联系、市场化进程与权益资本成本——来自中国民营上市公司的经验证据政府干预、政治关联与权益资本成本民营企业的政治关联能降低权益资本成本吗。
上市公司盈利能力分析中英文对照外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)The path-to-profitability of Internet IPO firmsAbstractExtant empirical evidence indicates that the proportion of firms going public prior to achieving profitability has been increasing over time. This phenomenon is largely driven by an increase in the proportion of technology firms going public. Since there is considerable uncertainty regarding the long-term economic viability of these firms at the time of going public, identifying factors that influence their ability to attain key post-IPO milestones such as achieving profitability represents an important area of research. We employ a theoretical framework built around agency and signaling considerations to identify factors that influence the probability and timing of post-IPO profitability of Internet IPO firms. We estimate Cox Proportional Hazards models to test whether factors identified by our theoretical framework significantly impact the probability of post-IPO profitability as a function of time. We find that the probability of post- IPO profitability increases with pre-IPO investor demand and change in ownership at the IPO of the top officers and directors. On the other hand, the probability ofpost-IPO profitability decreases with the venture capital participation, proportion of outsiders on the board, and pre-market valuation uncertainty.Keywords: Initial public offerings, Internet firms, Path-to-profitability, Hazard models, Survival1. Executive summaryThere has been an increasing tendency for firms to go public on the basis of a promise of profitability rather than actual profitability. Further, this phenomenon is largely driven by the increase in the proportion of technology firms going public. The risk of post-IPO failure is particularly high for unprofitable firms as shifts in investor sentiment leading to negative market perceptions regarding their prospects or unfavorable financing environments could lead to a shutdown of external financing sources thereby imperiling firm survival. Therefore, the actual accomplishment of post-IPO profitability represents an important milestone in the company's evolution since it signals the long-term economic viability of the firm. While the extant research in entrepreneurship has focused on factors influencing the ability of entrepreneurial firms to attain important milestones prior to or at the time of going public, relatively little is known regarding the timing or ability of firms to achieve critical post-IPO milestones. In this study, we construct a theoretical framework anchored on agency and signaling theories to understand the impact of pre-IPO factors such as governance and ownership structure, management quality, institutional investor demand, and third party certification on firms' post-IPO path-to-profitability. We attempt to validate the testable implications arising from our theoretical framework using the Internet industry as our setting. Achieving post-issue profitability in a timely manner is of particular interest for Internet IPO firms since they are predominantly unprofitable at the time of going public and are typically characterized by high cash burn rates thereby raising questions regarding their long-term economic viability. Since there is a repeated tendency for high technology firms in various emerging sectors of the economy to go public in waves amid investor optimism followed by disappointing performance, insights gained from a study of factors that influence the path-to-profitability of Internet IPO firms will help increase our understanding of the development path and long-term economic viability of entrepreneurial firms in emerging, high technology industries.2. IntroductionThe past few decades have witnessed the formation and development of several vitallyimportant technologically oriented emerging industries such as disk drive, biotechnology, and most recently the Internet industry. Entrepreneurial firms in such knowledge intensive industries are increasingly going public earlier in their life cycle while there is still a great deal of uncertainty and information asymmetry regarding their future prospects (Janey and Folta, 2006). A natural consequence of the rapid transition from founding stage firms to public corporations is an increasing tendency for firms to go public on the basis of a promise of profitability rather than actual profitability.3 Although sustained profitability is no longer a requirement for firms in order to go public, actual accomplishment of post-IPO profitability represents an important milestone in the firm's evolution since it reduces uncertainty regarding the long-term economic viability of the firm. In this paper, we focus on identifying observable factors at the time of going public that have the ability to influence the likelihood and timing of attaining post-IPO profitability by Internet firms. We restrict our study to the Internet industry since it represents a natural setting to study the long-term economic viability of an emerging industry where firms tend to go public when they are predominantly unprofitable and where there is considerably uncertainty and information asymmetry regarding their future prospects.4The attainment of post-IPO profitability assumes significance since the IPO event does not provide the same level of legitimizing differentiation that it did in the past as sustained profitability is no longer a prerequisite to go public particularly in periods where the market is favorably inclined towards investments rather than demonstration of profitability (Stuartet al., 1999; Janey and Folta, 2006). During the Internet boom, investors readily accepted the mantra of “growth at all costs” and enthusiastically bid up the post-IPO offering prices to irrational levels (Lange et al., 2001). In fact, investor focus on the promise of growth rather than profitability resulted in Internet start-ups being viewed differently from typical new ventures in that they were able to marshal substantial resources virtually independent of performance benchmarks (Mudambi and Treichel, 2005).Since the Internet bubble burst in April 2000, venture capital funds dried up and many firms that had successful IPOs went bankrupt or faced severe liquidity problems (Chang, 2004). Consequently, investors' attention shifted from their previously singular focus on growth prospects to the question of profitability with their new mantrabeing “path-to- profitability.” As such, market participants focused on not just whe ther the IPO firm wouldbe able to achieve profitability but also “when” or “how soon.” IPO firms unable to credibly demonstrate a clear path-to-profitability were swiftly punished with steeply lower valuations and consequently faced significantly higher financing constraints. Since cash flow negative firms are not yet self sufficient and, therefore, dependent on external financing to continue to operate, the inability to raise additional capital results in a vicious cycle of events that can quickly lead to delisting and even bankruptcy.5 Therefore, the actual attainment of post-IPO profitability represents an important milestone in the evolution of an IPO firm providing it with legitimacy and signaling its ability to remain economically viable through the ups and downs associated with changing capital market conditions. The theoretical framework supporting our analysis draws from signaling and agency theories as they relate to IPO firms. In our study, signaling theory provides the theoretical basis to evaluate the signaling impact of factors such as management quality, third party certification, institutional investor demand, and pre-IPO valuation uncertainty on the path-to-profitability. Similarly, agency theory provides the theoretical foundations to allow us to examine the impact of governance structure and change in top management ownership at the time of going public on the probability of achieving the post-IPO profitability milestone. Our empirical analysis is based on the hazard analysis methodology to identify the determinants of the probability of becoming profitable as a function of time for a sample of 160 Internet IPOs issued during the period 1996–2000.Our study makes several contributions. First, we construct a theoretical framework based on agency and signaling theories to identify factors that may influence the path-to- profitability of IPO firms. Second, we provide empirical evidence on the economic viability of newly public firms (path-to-profitability and firm survival) in the Internet industry. Third, we add to the theoretical and empirical entrepreneurship literature that has focused on factors influencing the ability of entrepreneurial firms to achieve critical milestones during the transition from private to public ownership. While previous studies have focused on milestones during the private phase of firm development such as receipt of VC funding and successful completion of a public offering (Chang, 2004; Dimov and Shepherd, 2005; Beckman et al., 2007), our study extends this literature by focusing on post-IPOmilestones. Finally, extant empirical evidence indicates that the phenomenon of young, early stage firms belonging to relatively new industries being taken public amid a wave of investor optimism fueled by the promise of growth rather than profitability tends to repeat itself over time.6 However, profitability tends to remain elusive and takes much longer than anticipated which results in investor disillusionment and consequently high failure rate among firms in such sectors. 7 Therefore, our study is likely to provide useful lessons to investors when applying valuations to IPO firms when this phenomenon starts to repeat itself.This articles proceeds as follows. First, using agency and signaling theories, we develop our hypotheses. Second, we describe our sample selection procedures and present descriptive statistics. Third, we describe our research methods and present our results. Finally, we discuss our results and end the article with our concluding remarks.3. Theory and hypothesesSignaling models and agency theory have been extensively applied in the financial economics, management, and strategy literatures to analyze a wide range of economic phenomena that revolve around problems associated with information asymmetry, moral hazard, and adverse selection. Signaling theory in particular has been widely applied in the IPO market as a framework to analyze mechanisms that are potentially effective in resolving the adverse selection problem that arises as a result of information asymmetry between various market participants (Baron, 1982; Rock, 1986; Welch, 1989). In this study, signaling theory provides the framework to evaluate the impact of pre-IPO factors such as management quality, third party certification, and institutional investor demand on the path-to-profitability of Internet IPO firms.The IPO market provides a particularly fertile setting to explore the consequences of separation of ownership and control and potential remedies for the resulting agency problems since the interests of pre-IPO and post-IPO shareholders can diverge. In the context of the IPO market, agency and signaling effects are also related to the extent that insider actions such as increasing the percentage of the firm sold at the IPO, percentage of management stock holdings liquidated at the IPO, or percentage of VC holdings liquidated at the IPO can accentuate agency problems with outside investors and, as a consequence, signal poorperformance (Mudambi and Treichel, 2005). We, therefore, apply agency theory to evaluate the impact of board structure and the change in pre-to-post IPO ownership of top management on the path-to-profitability of Internet IPO firms.3.1. Governance structureIn the context of IPO firms, there are at least two different agency problems (Mudambi and Treichel, 2005). The first problem arises as a result of opportunistic behavior of agents to increase their share of the wealth at the expense of principals. The introduction of effective monitoring and control systems can help mitigate or eliminate this type of behavior and its negative impact on post-issue performance. The extant corporate governance literature has argued that the effectiveness of monitoring and control functions depends to a large extent on the composition of the board of directors. We, therefore, examine the relationship between board composition and the likelihood and timing of post-IPO profitability.The second type of agency problem that arises in the IPO market is due to uncertainty regarding whether insiders seek to use the IPO as an exit mechanism to cash out or whether they use the IPO to raise capital to invest in positive NPV projects. The extent of insider selling their shares at the time of the IPO can provide an effective signal regarding which of the above two motivations is the likely reason for the IPO. We, therefore, examine the impact of the change in ownership of officers and directors around the IPO on the likelihood and timing of attaining post-issue profitability.3.2. Management qualityAn extensive body of research has examined the impact of to management team (TMT) characteristics on firm outcomes for established firms as well as for new ventures by drawing from human capital and demography theories. For instance, researchers drawing from human capital theories study the impact of characteristics such as type and amount of experience of TMTs on performance (Cooper et al., 1994; Gimeno et al., 1997; Burton et al., 2002; Baum and Silverman, 2004). Additionally, Beckman et al. (2007) argue that demographic arguments are distinct from human capital arguments in that they examine team composition and diversity in addition to experience. The authors consequently examine the impact of characteristics such as background affiliation, composition, and turnover of TMT members on thelikelihood of firms completing an IPO. Overall, researchers have generally found evidence to support arguments that human capital and demographic characteristics of TMT members influence firm outcomes.Drawing from signaling theory, we argue that the quality of the TMT of IPO firms can serve as a signal of the ability of a firm to attain post-IPO profitability. Since management quality is costly to acquire, signaling theory implies that by hiring higher quality management, high value firms can signal their superior prospects and separate themselves from low value firms with less capable managers. The beneficial impact of management quality in the IPO market includes the ability to attract more prestigious investment bankers, generate stronger institutional investor demand, raise capital more effectively, lower underwriting expenses, attract stronger analyst following, make better investment and financing decisions, and consequently influence the short and long-run post-IPO operating and stock performance(Chemmanur and Paeglis, 2005). Thus, agency theory, in turn, would argue that higher quality management is more likely to earn their marginal productivity of labor and thus have a lower incentive to shirk, thereby also leading to more favorable post-IPO outcomes.8We focus our analyses on the signaling impact of CEO and CFO quality on post-IPO performance. We focus on these two members of the TMT of IPO firms since they are particularly influential in establishing beneficial networks, providing legitimacy to the organization, and are instrumental in designing, communicating, and implementing the various strategic choices and standard operating procedures that are likely to influence post- IPO performance.3.3. Third party certificationThe extant literature has widely recognized the potential for third party certification as a solution to the information asymmetry problem in the IPO market (Beatty, 1989; Carter and Manaster, 1990; Megginson and Weiss, 1991; Jain and Kini, 1995, 1999b; Zimmerman and Zeitz, 2002). The theoretical basis for third party certification is drawn from the signaling models which argue that intermediaries such as investment bankers, venture capitalists, and auditors have the ability to mitigate the problem of information asymmetry by virtue of their reputation capital (Booth and Smith, 1986; Megginson and Weiss, 1991; Jain and Kini,1995, Carter et al., 1998). In addition to certification at the IPO, intermediaries, through their continued involvement,monitoring, and advising role have the ability to enhance performance after the IPO. In the discussion below, we focus on the signaling impact of venture capitalists involvement and investment bank prestige on post-IPO outcomes3.4. Institutional investor demandPrior to marketing the issue to investors, the issuing firm and their investment bankers are required to file an estimated price range in the registration statement. The final pricing of the IPO firm is typically done on the day before the IPO based upon the perceived demand from potential investors. Further, the final offer price is determined after investment bankers ave conducted road shows and obtained indications of interest from institutional investors. Therefore, the initial price range relative to the final IPO offer price is a measure of institutional investor uncertainty regarding the value of the firm. Since institutional investors typically conduct sophisticated valuation analyses prior to providing their indications of demand, divergence of opinion on valuation amongst them is a reflection of the risk and uncertainty associated with the prospects of the IPO firm during the post-IPO phase. Consistent with this view, Houge et al. (2001) find empirical evidence to indicate that greater divergence of opinion and investor uncertainty about an IPO can generate short- run overvaluation and long-run underperformance. Therefore, higher divergence of opinion among institutional investors is likely to be negatively related to the probability of post-IPO profitability and positively related to time-to-profitability.A related issue is the extent of pre-market demand by institutional investors for allocation of shares in the IPO firm. Higher pre-issue demand represents a favorable consensus of sophisticated institutional investors regarding the prospects of the issuing firm. Institutional investor consensus as well as their higher holdings in the post-IPO firm is likely to be an informative signal regarding the post-IPO prospects of the firm.4. Sample description and variable measurementOur initial sample of 325 Internet IPOs over the period January 1996 to February 2000 was obtained from the Morgan Stanley Dean Witter Internet Research Report dated February 17,2000. The unavailability of IPO offering prospectuses and exclusion of foreign firms reduces the sample size to 205 firms. Further, to be included in our sample, we require that financial and accountinginformation for sample firms is available on the Center for Research in Security Prices (CRSP) and Compustat files and IPO offering related information is accessible from the Securities Data Corporation's (SDC) Global New Issues database. As a result of these additional data requirements, our final sample consists of 160 Internet IPO firms. Information on corporate governance variables (ownership, board composition, past experience of the CEO and CFO), and number of risk factors is collected from the offering prospectuses.Our final sample of Internet IPO firms has the following attributes. The mean offer price for our sample of IPO firms is $16.12. The average firm in our sample raised $99.48 million. The gross underwriting fee spread is around seven percent. About 79% of the firms in our sample had venture capital backing. Both the mean and median returns on assets for firms in our sample at the time of going public are significantly negative. For example, the average operating return on assets for our sample of firms is − 56.3%. The average number of employees for the firms in our sample is 287. The average board size is 6.57 for our sample. In about 7.5% of our sample, the CEO and CFO came from the same firm. In addition, we find that 59 firms representing 37% of the sample attained profitability during the post-IPO period with the median time-to-profitability being three quarters from the IPO date.5. Discussion of results and concluding remarksThe development path of various emerging industries tend to be similar in that they are characterized by high firm founding rates, rapid growth rates, substantial investments in R&D and capital expenditures, potential for product/process breakthroughs, investor exuberance, huge demand for capital, large number of firms going public while relatively young, and a struggle for survival during the post-IPO phase as profitability and growth targets remain elusive and shifts in investor sentiment substantially raise financing constraints. Recently, the Internet has rapidly emerged as a vitally important industry that has fundamentally impacted the global economy with start-up firms in the industry attracting $108 billion of investment capital during the period 1995–2000。
Corporate Governance
/中华会计网校会计人的网上家园Corporate GovernanceACCA F9考试:Corporate GovernanceCorporate governance—the system by which companies are directed and controlled. The objective of corporate governance may be considered as the reduction of agency costs to a level acceptable to shareholders.1 Principles of Good GovernanceVarious countries have developed their own codes on corporate governance. Although detailed knowledge of specific codes is not required, candidates should have an awareness of the main principles that underlie these codes:■Every company should be headed by an effective board which should lead and control the company.■There should be a clear division of responsibilities at the head of the company between running the board (chairman) and running the business (CEO); no single individual should dominate.■The board should have a balance of executive and independent non-executive directors.■All directors should be required to submit themselves for reelection on a regular basis.■Remuneration committees should be comprised of independent non-executive directors.■Remuneration committees should provide the packages needed to attract, retain and motivate executive directors and avoid paying more.■No director should be involved in setting his own remuneration.■The board should maintain a solid system of internal control to safeguard shareholders' investment and the company's assets.2 Government RegulationsThe UK Combined Code is included in the Listing Rules of the London Stock Exchange. Although compliance is not obligatory, any listed company which does not comply with the CombinedCode must explain its reasons for non-compliance.The US Sarbanes–Oxley Act applies to all companies listed on a US stock market, including their foreign subsidiaries. Compliance is mandatory.。
第六章 第二类代理问题
作业:
课后作业
非会计相关专业:
◦ Claessens, S., Djankov, S., Fan, J. P., & Lang, L. H. 2002. Disentangling the incentive and entrenchment effects of large shareholdings. The Journal of Finance, 57 (6): 2741-2771. ◦ 唐跃军, 宋渊洋, 金立印, & 左晶晶. 2012. 控股股东卷入、两权 偏离与营销战略风格——基于第二类代理问题和终极控制权 理论的视角. 管理世界 (2): 82-95.
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会计相关专业(会计、财务等):
作业:
谢谢!
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第二类代理问题的起源
La Porta, R., Lopez-de-Silanes, F., & Shleifer, A. 1999. Corporate Ownership Around the World. Journal of Finance, 54 (2): 471-517. We use data on ownership structures of large corporations in 27 wealthy economies to identify the ultimate controlling shareholders of these firms. We find that, except in economies with very good shareholder protection, relatively few of these firms are widely held, in contrast to Berle and Means's image of ownership of the modern corporation. Rather, these firms are typically controlled by families or the State. Equity control by financial institutions is far less common. The controlling shareholders typically have power over firms significantly in excess of their cash flow rights, primarily through the use of pyramids and participation in management.
全球商务专业词汇(中英文对照)
1.全球化的商务活动国际商务:(international business)跨国企业:(multinational enterprise)对外直接投资:(foreign direct investment)全球商务:(global business)新兴经济体:(emerging economies)新兴市场:(emerging markets)国内生产总值:(gross domestic product)购买力评价法:(purchasing power parity)三大经济体:(triad)金字塔底层: (base of the pyramid)反向创新: (reverse innovation)外派经理: (expatriate manager)跨国补贴: (international premium)外商劣势: (liability of foreignness)全球化: (globalization)风险管理: (risk management)情景规划:(scenario planning)半全球化: (semiglobalization)非政府组织: (nongovernment qrganization) 2.理解政治、法律和经济制度:(institutions)制度转型: (institutional transitions)制度基础观:(institution-based view)制度框架:(institutional framework)正式的制度:(formal institutions)规章支柱:(regulatory pillar)非正式制度:(informal institutions)规范支柱:(normative pillar)认知支柱:(cognitive pillar)交易成本:(transaction costs)机会主义:(opportunism)有限理性:(bounded rationality)政治体制:(political system)民主制:(democracy)集权制:(totalitarianism)政治风险:(political risk)法律体系:(legal system)大陆法:(civil law)普通法:(common law)神权法:(theocratic law)智力资产:(intellectual property)知识产权:(intellectual property rights)国有企业:(state-owned enterprise)道德风险:(moral hazard)专利:(patent)版权:(copyright)商标:(trademark)盗版:(priracy)经济体制:(economic system)市场经济体制:(market economy)计划经济体制:(command economy)混合经济体制:(mixed economy)主权财富基金:(sovereign wealth fund)3.重视文化、道德和规范民族中心主义:(ethnocentrism)社会结构:(social structure)社会分层:(social stratification)社会流动性:(social mobility)低语境文化:(low-context culture)权利距离:(power distance)个人主义:(individualism)集体主义:(collectivism)文明:(civilization)族群:(cluster)男性特征:(masculinity)女性特征:(femininity)不确定性规避:(uncertainty avoidance)长期导向:(long-term orientation)道德:(ethics)行为准则:(code of conduct)道德相对主义:(ethical relativism)道德帝国主义:(ethical imperialism)腐败:(corruption)文化智慧:(cultural intelligence)《反海外腐败法》:(Foreign Corrupt Practices Act) 4.在全球利用能力资源基础观:(resource-based view)SWOT分析:(SWOT analysis)资源:(resources)能力:(capability)价值链:(value chain)基准分析法:(benchmarking)商品化:(commoditization)外包:(outsourcing)离岸经营:(offshoring)近岸经营:(onshoring)圈养资源:(captive sourcing)因果模糊:(causal ambiguity)辅助资产:(complementary assets)社会复杂性:(social complementary)VRIO框架:(VRIO framework)有形的资源与能力:(tangible resources and capabilities)无形的资源与能力:(intangible resources and capabilities)原始设备制造商:(original equipment manufacturer)原始设计制造商:(original design manufacturer)原始品牌制造商:(original brand manufacturer)5.国际贸易贸易逆差:(trade deficit)贸易顺差:(trade surplus)贸易平衡:(balance of trade)古典贸易理论:(classical trade theories)现代贸易理论:(modern trade theories)重商贸易理论:(theory of mercantilism)保护主义:(protectionism)自由贸易:(free trade)绝对优势理论:(theory of absolute advantage)比较优势:(comparative advantage)绝对优势:(absolute advantage)机会成本:(opportunity cost)要素禀赋:(factor endowments)要素禀赋理论:(factor endowments theory)先动者优势:(first-mover advantage)钻石理论:(diamond theory)资源可流动性:(resource mobility)关税壁垒:(tariff barrier)进口关税:(import tariff)净损失成本:(dead-weight costs)非关税壁垒:(nontariff barrier)补贴:(subsidies)进口配额:(import quota)自愿出口限制:(voluntary export restraint)当地含量要求:(local content requirement)行政管理政策:(administrative policy)反倾销税:(antidumping duty)幼稚产业观点:(infant industry argument)贸易禁令:(trade embargo)国家产业竞争优势理论:(theory of national competitive advantage of industries)战略性贸易理论:(strategic trade theory)产品生命周期理论:(product life cycle theory)战略性贸易政策:(strategic trade policy)6.对外直接投资对外证券投资:(foreign portfolio investment)管理控制权:(management control rights)欧力优势:(OLI advantages)所有权:(ownership)区位:(location)内部化:(internalization)扩散风险:(dissemination risks)积聚效应:(agglomeration)知识溢出:(knowledge spillover)市场失败:(market failure)激进观点:(radical view on FDI)市场的不完善:(market imperfection)自由市场观点:(free market view on FDI)实用民族主义:(pragmatic nationalism)技术溢出:(technology spillover)示范效用:(demonstration effect)议价能力:(bargaining power)沉没成本:(sunk cost)议价能力衰减:(obsolescing bargain)感染和模仿效应:(contagion or imitation effect)水平对外直接投资:(horizontal FDI)垂直对外直接投资:(vertical FDI)上游垂直对外直接投资:(upstream vertical FDI)下游垂直对外直接投资:(downstream vertical FDI)对外直接投资流量:(FDI flow)对外直接投资存量:(FDI stock)7.外汇交易外汇汇率:(foreign exchange rate)升值:(appreciation)贬值:(depreciation)国际收支平衡:(balance of payments)浮动汇率制:(floating exchange rate policy)自由浮动:(clean float)有管理的浮动:(dirty float)目标汇率:(target exchange rates)爬行带:(crawling bands)固定汇率制:(fixed exchange rate policy)盯住:(peg)顺风车效应:(bandwagon effect)资本外逃:(capital flight)金本位制:(gold standard)兑换中介:(common denominator)配额:(quota)外汇市场:(foreign exchange market)即期交易:(spot transaction)远期交易:(foreign transaction)货币套期保值:(currency hedging)远期贴水:(forward discount)远期升水:(forward premium)货币互换:(currency swap)最低报价:(offer rate)买入价:(bid rate)价差:(spread)外汇风险:(currency risk)战略性对冲:(strategic headging)货币局制度:(currency board)布雷顿森林体系:(Bretton Woods System)国际货币基金组织:(International Monetary Fund)8.全球与区域一体化多边贸易体制:(multilateral trading system)非歧视性:(non-discrimination)自由贸易区:(free trade area)关税同盟:(customs union)共同市场:(common market)经济联盟:(economic union)货币联盟:(monetary union)政治联盟:(political union)区域经济一体化:(regional economic integration)全球经济一体化:(global economic integration) 9.进入外国市场区位优势:(location-specific advantages)文化距离:(cultural distance)制度差异:(institutional distance)先动者优势:(first-mover advantages)后动者优势:(late-mover advantages)进入规模:(scale of entry)进入模式:(mode of entry)非股权模式:(non-equity mode)股权模式:(equity mode)交钥匙工程:(turn key project)研发合同:(R&D contract)联合营销:(co-marketing)合资企业:(joint venture)全资子公司:(wholly owned subsidiary)绿地运营:(greenfield operation)10.创业型企业中小型企业:(small and medium-sized)创业:(entrepreneurship)创业者:(entrepreneurs)国际创业:(international entrepreneurship)风险投资者:(venture capitalist)小额信贷:(microfinance)天生国际企业:(born global)直接出口:(direct export)信用证:(letter of credit)许可证:(licensing)特许经营:(franchising)间接出口:(indirect export)出口中介:(export intermediary)连续创业者:(serial entrepreneur)阶段模型:(stage model)11.联盟与收购战略联盟:(strategic alliances)契约性联盟:(contractual alliances)基于股权联盟:(equity-based alliances)战略性投资:(stragic investment)交叉持股:(cross-shareholding)收购:(acquisition)合并:(merger)尽职调查:(due diligence)实物期权:(real option)学习竞赛:(learning race)关系能力:(relational capability)收购溢价:(acquisition premium)战略匹配:(strategic fit)组织匹配:(organizational fit)干中学:(learning by doing)过度自信:(hubris)管理动机:(managerial motives) 12.管理动态竞争动态竞争:(competitive dynamics)竞争者分析:(competitor analysis)合谋:(collusion)隐性合谋:(tacit collusion)显性合谋:(explicit collusion)反托拉斯法:(anti-trust law)囚徒困境:(prisoners’ dilemma)博弈论:(game theory)集中度:(concentration ratio)价格领袖:(price leader)惩罚能力:(capacity to punish)市场共通性:(market commonality)多市场竞争:(multimarket competition)相互容忍:(mutual for bearance)跨市场报复:(cross-market retaliation)竞争政策:(competition policy)串通定价:(collusive prise setting)掠夺性定价:(predatory pricing)倾销:(dumping)反倾销法:(antidumping law)资源相似性:(resource similarity)攻击:(attack)反击:(counterattack)蓝海战略:(blue ocean strategy)防御者:(defender)扩展者:(extender)躲避者:(dodger)竞争者:(contender)13.战略与结构地区调适:(local responsiveness)母国复制战略:(home replication strategy)当地化战略:(localization strategy)卓越中心:(centres of excellence)全球托管:(world wide mandate)跨国战略:(transnational division strategy)国际部结构:(international division)地理区域结构:(geographic area structure)全球矩阵结构:(global matrix)组织文化:(organizational culture)知识管理:(knowledge management)显性知识:(explicit knowledge)隐性知识:(tacit knowledge)开放式创新:(open innovation)全球虚拟团队:(global virtual team)吸收能力:(absorptive capacity)社会资本:(social capital)子公司主导:(subsidiary initiative)全球客户结构:(global account structure)整合-响应模型:(integration-responsiveness framework)全球标准化战略:(global standar dization strategy)国家或区域经理:(country manager)全球产品部结构:(global product division structure)微观-宏观联系:(mocro-macro link)基于解决方案的结构:(solutions-based structure)14.公司治理融资:(financing)公司治理:(corporate governance)股权:(equity)股东:(shareholder)债务:(debt)债券:(bond)债券持有人:(bond-holder)违约:(default)资本成本:(cost of capital)跨境上市:(cross-listing)集中的所有权及控制权:(concentrated ownership and control)所有权分散:(diffused ownership)所有权和控制权相分离:(separation of ownership and control)首席执行官:(chief executive officer)高管团队:(top management team)代理关系:(agency relationship)委托人:(principal)代理人:(agent)代理理论:(agency theory)委托-代理冲突:(principal-agent conflicts)代理成本:(agency costs)信息不对称:(information asymmetries)委托-委托冲突:(principal-principal conflicts)剥削:(expropriation)挖墙脚:(tunneling)关联交易:(related transaction)内部董事:(inside director)外部董事:(outside director)CEO兼任:(CEOduality)基于话语的机制:(voice-based mechanisms)基于退出的机制:(exit-based mechanisms)私募股权:(private equity)杠杆收购:(leveraged buyout)股东型资本主义:(shareholder capitalism)管理人力资本:(managerial human capital)管家理论:(steward ship theory)15.公司社会责任公司社会责任:(corporate social responsibility)利益相关者:(stakeholder)三重底线:(triple bottom line)反应性战略:(reactive strategy)防御性战略:(defensive strategy)适应性战略:(accommodative strategy)行为准则:(codes of conduct)前瞻性战略:(proactive strategy)全球可持续发展:(global sustainability)首要利益相关者群体:(primary stakeholder groups)次要利益相关者群体:(secondary stakeholder groups)。
Corporate-governance
Title SheetThe Report QuestionCorporate governance,how a company is run,is becoming an important issue for companies to consider due to numerous recent high—profile corporate failures. As a result, businesses are starting to use a corporate governance statement as a way to communicate their corporate governance practices and promote their ethical credentials to interested parties, such as shareholders. This statement is often incorporated into the company's annual report. To assist with the development of good corporate governance and clear corporate governance statements the ASX Corporate Governance Council has developed a set of principles and recommendations to guide companies。
What is corporate governance and why is it an important issue for companies? Select the principles in the ASX Corporate Governance Council’s Corporate Governance Principles and Recommendations that are most relevant to your BABC001 industry。
企业管理英文文献综述范文
企业管理英文文献综述范文Corporate Governance: A Comprehensive Literature Review.Introduction.Corporate governance plays a pivotal role in ensuringthe transparency, accountability, and integrity of organizations. It encompasses the systems and processes by which companies are directed, managed, and controlled. This literature review examines the key aspects of corporate governance, including board structure, shareholder rights, executive compensation, and regulatory compliance.Board Structure.The board of directors is the highest decision-making body in a corporation. Its composition and structure are essential for effective governance. Research has shown that boards with a diverse range of perspectives, including independent directors, women, and members from differentethnic backgrounds, enhance decision-making and reduce the risk of groupthink (Adams & Ferreira, 2007; Carter & Lorsch, 2004).Additionally, the size and composition of the board can influence its effectiveness. Smaller boards may be more efficient, while larger boards may offer a wider range of expertise. However, excessive board size can lead to coordination issues and slower decision-making (Bebchuk & Cohen, 2005; Jensen & Meckling, 1976).Shareholder Rights.Shareholders are the owners of a corporation and possess certain rights, including the right to vote on corporate decisions, receive dividends, and accessfinancial information. Protecting shareholder rights is crucial for ensuring accountability and transparency.Research suggests that strong shareholder rights enhance firm value (Arya & Mittendorf, 2008; Shleifer & Vishny, 1997). Institutional investors, such as pensionfunds and mutual funds, play a significant role in protecting shareholder interests by actively monitoring board performance and exercising voting rights (Gillan & Starks, 2000; Gompers, 2003).Executive Compensation.Executive compensation is a contentious issue in corporate governance. Excessive executive pay can erode shareholder value and undermine public trust. Research has identified a strong correlation between CEO compensation and firm performance (Murphy, 1985; Jensen & Murphy, 1990). However, it is essential to balance the need to attract and retain talented executives with the interests of shareholders.Effective compensation systems align executive incentives with firm goals and promote long-term value creation. Performance-based pay and stock options are common mechanisms used to achieve this alignment (Malmendier & Tate, 2008; Jensen & Murphy, 1990).Regulatory Compliance.Corporate governance frameworks are often complemented by regulatory compliance requirements imposed by government agencies. These regulations aim to protect investors, promote market integrity, and prevent corporate misconduct.Compliance with regulatory frameworks is essential for maintaining public trust and avoiding legal penalties. Companies can implement compliance programs that establish clear policies, provide training, and monitor adherence to regulations (Proffitt & Margolis, 2007; Song & Shim, 2009).Codes of Conduct and Ethical Considerations.Codes of conduct and ethical considerations play a significant role in guiding corporate behavior. These guidelines establish standards of integrity, accountability, and ethical decision-making for employees and management.Research has shown that strong codes of conduct can enhance employee morale, reduce misconduct, and mitigatereputational risks (Crane & Matten, 2010; Johnson, Johnson, & Holloway, 2010). Ethical considerations are particularly important in industries where social and environmental factors are relevant (Gibson, 2000; Mackey, Sisodia, & Wolfe, 2013).Corporate Governance and Firm Performance.Empirical research has consistently demonstrated a positive relationship between strong corporate governance practices and firm performance. Companies with effective governance structures and policies tend to exhibit higher profitability, lower risk, and better long-term value creation (Aguilera & Jackson, 2003; Bhagat & Bolton, 2008; Claessens, Djankov, & Fan, 2002).Emerging Trends in Corporate Governance.Corporate governance is constantly evolving to address emerging challenges and opportunities. Key trends include:Sustainability and ESG considerations: Investors andstakeholders are increasingly demanding that corporations adopt sustainable practices and consider environmental, social, and governance (ESG) factors.Technology advancements: Advancements in technology, such as blockchain and artificial intelligence, are transforming corporate governance practices and enabling greater transparency and efficiency.Diversity and inclusion: Companies are recognizing the importance of diversity and inclusion in boardrooms and throughout the organization.Conclusion.Corporate governance is a critical aspect of modern business management. By fostering transparency, accountability, and ethical behavior, effective governance practices protect stakeholders, promote firm performance, and contribute to a stable and ethical business environment. As corporate governance continues to evolve, it is vitalfor organizations to stay abreast of emerging trends andbest practices to ensure the long-term success of their enterprises.。
中文版A_Survey_of_Corporate_Governance
公司治理综述Andrei Shleifer; Robert W. VishnyThe Journal of Finance, Vol. 52, No. 2. (Jun., 1997), pp. 737-783.1.写作背景投资者将资金投入到公司,如何能保证收回收益?保证资金不被管理者非理性投资或占用?投资者将资金投入公司后,就与其资本分离。
控制公司的经理就有可能占用投资者的资金。
虽然先进的市场经济解决了公司治理的一些问题,保证大量的资金流向公司,给投资者回报,但这并不意味着公司治理问题就被解决了,或者公司治理机制已不能再改进。
公司治理研究在实践上非常重要。
即使在发达的市场经济中,关于各种公司治理机制孰优孰劣仍有争议。
例如,Easterbrook and Fischel (1991) and Romano (1993a)对美国公司治理体系进行了大量乐观评价,而Jensen (1989a, 1993)相信它是有严重缺陷的,Jensen认为一种主要的变革,即从现代的公司形式到更高得多的举债经营形式,例如LBOs, 是合乎程序的。
还有一些讨论,主张用德国和日本的公司组织形式来替代盎格鲁——撒克逊人的公司治理体制(例如,Roe (1993) and Charkham (1994))。
但是,美国、德国、日本和英国有某些全世界最好的公司治理系统,它们之间的区别相对于它们与其他国家的区别可能较小。
而根据Barca (1995) and Pagano, Panetta, and Zingales (1995)的研究,认为意大利公司治理机制是如此落后,以致于从根本上阻碍了外部资金流入公司。
在一些发展中国家,包括一些转型经济体,公司治理机制实际上是不存在的。
(Boycko,Shleifer, and Vishny (1995))认为在俄罗斯,公司治理机制的缺陷导致许多私营企业的经理层把公司的资产大量转移,以及提供给公司的外部资金实际上并不存在。
百事可乐
百事可乐企业文化Our Mission and Vision我们的使命和愿景At PepsiCo, we believe being a responsible corporate citizen is not only the right thing to do, but the right thing to do for our business.Our Mission我们的使命Our mission is to be the world's premier consumer products company focused on convenient foods and beverages. We seek to produce financial rewards to investors as we provide opportunities for growth and enrichment to our employees, our business partners and the communities in which we operate. And in everything we do, we strive for honesty, fairness and integrity.Our Vision我们的愿景"PepsiCo's responsibility is to continually improve all aspects of the world in which we operate - environment, social, economic - creating a better tomorrow than today."Our vision is put into action through programs and a focus on environmental s tewardship, activities to benefit society, and a commitment to build shareholder value by making PepsiCo a truly sustainable company.Performance with Purpose有目的性的表现At PepsiCo, we're committed to achieving business and financial success while leaving a positive imprint on society - delivering what we call Performance with Purpose.Our approach to superior financial performance is straightforward - drive shareholder value. By addressing social and environmental issues, we also deliver on our purpose agenda, which consists of human, environmental, and talent sustainability.PepsiCo Values & Philosophy百事公司的价值观和哲学Our Values & Philosophy are a reflection of the socially and environmentally responsible company we aspire to be. They are the foundation for every business decision we make.Our Commitment我们的承诺We are committed to delivering sustained growth through empowered people acting responsibly and building trust.What It Means这是什么意思Sustained Growth is fundamental to motivating and measuring our success. Our quest for sustained growth stimulates innovation, places a value on results, and helps us understand whether today's actions will contribute to our future. It is about the growth of people and company performance. It prioritizes both making a difference and getting things done.Empowered People means we have the freedom to act and think in ways that we feel will get the job done, while adhering to processes that ensure proper governance and being mindful of company needs beyond our own.Responsibility and Trust form the foundation for healthy growth. We hold ourselves both personally and corporately accountable for everything we do. We must earn the confidence others place in us as individuals and as a company. By acting as good stewards of the resources entrusted to us, westrengthen that trust by walking the talk and following through on our commitment to succeedingtogether.Guiding Principles指导原则We uphold our commitment with six guiding principles.We must always strive to:1. Care for our customers, our consumers and the world we live in.We are driven by the intense, competitive spirit of the marketplace, but we direct this spirit towardsolutions that benefit both our company and our constituents. Our success depends on a thorough understanding of our customers, consumers and communities. To foster this spirit of generosity, we go the extra mile to show we care.2. Sell only products we can be proud of.The true test of our standards is our own ability to consume and personally endorse the products we sell.Without reservation. Our confidence helps ensure the quality of our products, from the moment we purchase ingredients to the moment it reaches the consumer's hand.3. Speak with truth and candor.We tell the whole story, not just what's convenient to our individual goals. In addition to being clear, honest and accurate, we are responsible for ensuring our communications are understood.4. Balance short term and long term.In every decision, we weigh both short-term and long-term risks and benefits. Maintaining this balance helps sustain our growth and ensures our ideas and solutions are relevant both now and in the future. 5. Win with diversity and inclusion.We embrace people with diverse backgrounds, traits and ways of thinking. Our diversity brings new perspectives into the workplace and encourages innovation, as well as the ability to identify new market opportunities.6. Respect others and succeed together.Our mutual success depends on mutual respect, inside and outside the company. It requires people who are capable of working together as part of a team or informal collaboration. While our company is built on individual excellence, we also recognize the importance and value of teamwork in turning our goals into accomplishments企业管理Corporate Governance公司治理PepsiCo has adopted strict corporate standards that govern our operations and ensures accountability for our actions. Learn more about the processes and policies guiding our business.Policies政策As one of the world’s leading food and beverage companies, public policy affects PepsiCo’s ability to operate a successful business, and continue to provide shareholder value. For this reason, we believe that active participation in public policy is essential and appropriate for companies in open societies.Management Approach管理办法Overview and StrategyPepsiCo has the world's largest portfolio of billion-dollar food and beverage brands, including 22 different brands that each generate more than $1 billion in annual retail sales. As well as our corebrands—Pepsi-Cola, Lay's, Quaker Oats, Tropicana and Gatorade—we make hundreds of othernutritious and delicious, convenient and fun foods and drinks that bring joy to our consumers in more than 200 countries worldwide. With annualized revenues of approximately $60 billion, approximately 294,000 of PepsiCo's associates are united by our unique commitment to sustainable growth, called "Performance with Purpose."By dedicating ourselves to offering consumers a broad array of choices for healthy, convenient and fun nourishment, reducing our environmental impact, and fostering a diverse and inclusive workplace culture, PepsiCo balances strong financial returns with giving back to our communities worldwide. In recognition of our continued sustainability efforts, PepsiCo was named for the fourth time to the Dow JonesSustainability World Index (DJSI World) and for the fifth time to the Dow Jones Sustainability No rth America Index (DJSI North America) in 2010. For the second year in a row, PepsiCo was the topperformer in the Beverage Sector.For PepsiCo, the benefits of global expansion include: maximizing growth potential, gaining global scale and achieving geographic diversity. Emerging markets account for a notable portion of PepsiCo'srevenue. With faster population and GDP growth than in developed countries, emerging marketsrepresent a significant opportunity for PepsiCo to continue to grow. PepsiCo's business development strategies for emerging markets are focused on:Distributing global brands while ensuring local relevancePepsiCo strives to create products that appeal to local tastes and needs, promoting our global brands and our innovation and operational capabilities. In markets around the world, our R&D teams workclosely with local master chefs to tailor our products to local tastes and consumption patterns and to leverage these insights to launch flavors that make our global brands the local favorites.Examples of this include our Lay's offering with red-caviar flavor in Russia; Kurkure extruded snacks in India based on local, traditional flavors; expansion of Mirinda carbonated soft drinks in the Middle East with the addition of locally inspired tam arind flavor; the launch of Aliva, a biscuit that combines wheat and lentils in India; Cao Ben Le ('happy herb')–branded beverages incorporating traditional Chinesemedicinal herbs in China; and Nimbooz, a beverage made with real lemon juice, in India.∙Creating affordable products that meet consumer needsRevenue management is a significant part of our strategy to ensure our products are affordable and offer good value to consumers in emerging markets, many of whom have limited disposable income. We strive to create products with the right price points and package sizes that offer great consumer value and allow PepsiCo to compete effectively in the marketplace. In some markets, we are inventing brands andbusiness models to create products that meet the needs of lower-income consumers, such as our Lucky snacks product line in Brazil targeting low-income consumers sold through street vendors. And in India, we established a joint venture with the Tata Group in the fourth quarter of last year, to focus on low-cost beverages; the first product from this venture, a glucose-based non-carbonated beverage, was rolled out in early April 2011, at the price of 5 rupees, or the equivalent of 11 cents.∙Strengthening advantaged local supply chain and go-to-market capabilitiesPepsiCo enjoys superior technologies, including advantaged potato varieties, which are a keycompetitive advantage that leads to superior tastes and production efficiency. We work with localsuppliers and farmers to share best practices and maximize results. In China, for example, we introduced proven environmentally friendly irrigation and crop rotation practices that save water and help local farmers grow thriving crops.We build advantaged systems in emerging markets that offer the widest reach to customers andconsumers. We rely on DSD (direct store delivery) expertise and leverage a variety of go-to-market systems to reach a broad set of customers and consumers, both in organized and traditional trade channels. Importantly, in 2010, in markets such as India, China and Russia, among others, we increased our investment with the placement of coolers and addition of new routes and distribution capacity ahead of growth.In many of our emerging markets today, we have integrated "Power-of-One" operating systems in areas such as procurement, customer selling and IT. With the acquisition of our anchor bottlers PBG and PAS in 2010, in key markets such as Russia and Poland, we are now able to build an even stronger supply chain and go-to-market capability, through broader distribution coverage and more joint consumer and in-store activation programs.∙Encouraging people to live balanced and healthy livesPepsiCo is committed to offering consumers a range of enjoyable and wholesome foods and beverages. Our portfolio offers products for when consumers want to treat themselves, and we are also actively developing healthier snacks and beverages for health-conscious consumers.To that end, we established the Global Nutrition Group in 2010 to centralize the innovation a nd development of healthier, wholesome and tasty products. And our recently completed acquisition of Wimm-Bill-Dann in Russia, with a vast array of dairy and juice offerings, accelerates our growth inGood-For-You products and makes PepsiCo the number-one foods and beverage company in Russia.And, as part of our mission to help people lead healthier lives, we support programs across the world, including Vive Saludable Escuelas in Latin America and our Get Active program in India.组织结构百事公司总体上可分为五个组织PERFORMANCEOrganizational ResponsibilityWith its strong leadership team, PepsiCo maximizes shareholder value and invests in entities that ensure sustainable profitability. We have created the Performance Sustainability Leadership Team (PSLT), which informs our Sustainability Steering Committee (SSC) on financial performance, strategy and goals. To find out more about our sustainability governance structure, please go to Sustainability Leadership.Goals and CommitmentsOur performance goals focus on a series of long-term targets, which also are aligned with our short-term needs. To deliver superior, sustainable financial performance, we will continue to put emphasis on innovation and broaden our portfolio through mergers and acquisitions.HUMANOrganizational ResponsibilityThe development of the global R&D structure and appointment of our first chief scientific officer (CSO) has enhanced our relationships with world-renowned academic and research-based organizations. PepsiCo continues to evolve its approach to systematically obtaining policy and scientific advice.The Scientific Advisory Board (SAB), which was created in 2010, reports to the company's CSO. This structure provides long-term research advice to our team of scientists, especially with regard to critical challenges and opportunities related to the transformation of our product portfolio.In terms of product quality and safety, PepsiCo Quality professionals assess product compliance with our policy. PepsiCo's Quality Policy is focused on processes and procedures supporting quality policies and prioritizing critical risk areas. Our Quality agenda is led by Quality professionals in various regions whooversee the following areas: food safety, innovation (R&D), manufacturing quality, co-manufacturing quality, supplier quality and plant quality.Regionally, advisory boards in China, the U.K., Mexico, Brazil and India help guide our efforts in health and wellness, food safety, regulatory compliance and innovation.Goals and CommitmentsIn line with our efforts to help improve the well-being of people in both developed and developing countries, we are focusing our work on the products we make, and on key policies and partne rships, to help us address global nutrition challenges.Training and AwarenessEach functional department identifies training needs and provides training for all associates, including full-time, part-time, temporary and contractors. This ensures they have the appropriate level of education, experience and training necessary to effectively perform the required activities specified in the PepsiCo Food Safety Policy. Training business plans are established to address food safety training for Hazard Analysis and Critical Control Points (HACCP), allergen management, low-acid manufacturing, good manufacturing practices (GMP), control of nonconforming product, associate safety, food security and specific job applications.ENVIRONMENTOrganizational ResponsibilityWe govern implementation and execution of the PepsiCo Environmental Policy through our Environmental Sustainability Leadership Team (ESLT), the PepsiCo Environmental Compliance Council (ECC) and Environmental Sustainability Council (ESC). These councils are made up of environmental representatives from across PepsiCo's operating divisions, bottlers, purchasing, communications and legal departments.The ECC oversees the implementation of a global Environmental Management System (EMS) to standardize and consolidate our existing environmental management software solutions into a single, enterprise-wide solution. The ECC and ESC report to the PepsiCo Environmental Sustainability Leadership Team.The ESLT has chartered two councils in addition to the ECC and ESC: The Sustainable Packaging Council (SPC) and the Sustainable Agriculture Council (SAgC). These councils are made up of subject matter experts from each of our business units and meet regularly to drive PepsiCo performance and provide governance for our sustainable packaging and agricultural commitments.To find out more about our sustainability governance structure, please go to Sustainability Leadership.Goals and CommitmentsTo guide our environmental initiatives, we are focusing our work where we can make the most positive impact—primarily on the issues of water, packaging, climate change, waste elimination and agriculture—and on key policies and partnerships to help address the world's environmental challenges.Training and AwarenessOur environmental stewardship policies and expectations are communicated to our associates, business partners and other stakeholders through our PepsiCo Global Corporate Environmental Policy, Sustainable Agriculture Policy, the PepsiCo Employee Code of Conduct and PepsiCo Supplier Code of Conduct.TALENTOrganizational ResponsibilityThe Talent Sustainability Leadership oversees programs concerning associate relations, engagement, diversity, compliance and health and safety. PepsiCo's Global Diversity and Inclusion Governance Council is composed of internal and external thought leaders and is co-chaired by our chairman/chief executive officer and our chief diversity officer. And we have established Diversity and Inclusion Councils in all four continents of PepsiCo's International business.We also have a Health and Safety Leadership Council (HSLC), with members from across all businesses. For ethics and compliance, issues or violations are handled by the Human Resources and the PepsiCo Law departments.Goals and CommitmentsWe constantly invest in our associates—PepsiCo's greatest assets—to motivate and encourage them to be as productive and creative as possible in carrying out their responsibilities and to become the leaders of tomorrow. Our Talent initiatives include enabling our associates to thrive in a diverse, inclusive culture; providing a safe and empowering workplace; providing opportunities that strengthen our associates' skills and capabilities; and contributing to better living standards in the communities we serve.SOURCINGOrganizational ResponsibilityThe PepsiCo Sustainable Agriculture Council (SAgC) is led by an agro-scientist and includes engineers, sustainability professionals and other agro-scientists from across our PepsiCo businesses. The SAg, part of PepsiCo's overall Sustainability Framework, coordinates priorities and activities and reports to the Environmental Sustainability Leadership Team.To find out more about our sustainability governance structure, please go to Sustainability Leadership. Goals and CommitmentsWe will continuously improve our procurement practices by leveraging our talents, programs and policies across the globe to all associates involved in purchasing functions and decisions.Training and AwarenessPepsiCo's Environmental Policy and Sustainable Agriculture Policy are global, covering all of our regions and business units. Where PepsiCo has direct influence over agricultural operations, we implement specific programs and measurement processes to improve overall performance. When PepsiCo's influence is through third parties or contracted agents, we work with these partners to improve and embed best practices into their operations. Business unit and regional policies also exist to articulate specific programs that are of critical importance to that commodity or brand. Whenever these specific programs exist, they cover 100 percent of activities for that business unit. In addition, we conduct Supplier Summit events to engage with our supply chain.。
股票词汇中英文对照
Accounts payable 应付帐款Accounts receivable 应收帐款Accrued interest 应计利息Accredited Investors 合资格投资者;受信投资人指符合美国证券交易委员(SEC)条例,可参与一般美国非公开(私募)发行的部份机构和高净值个人投资者Accredit value 自然增长值ACE 美国商品交易所ADB 亚洲开发银行ADR 美国存股证;美国预托收据;美国存托凭证[股市] 指由负责保管所存托外国股票的存托银行所发行一种表明持有人拥有多少外国股票(即存托股份)的收据。
ADR一般以美元计价和进行交易,及被视为美国证券。
对很多美国投资者而言,买卖ADR 比买卖ADR所代表的股票更加方便、更流动、成本较低和容易。
大部份预托收据为ADR;但也可以指全球预托收(GDR) ,欧洲预托收据(EDR) 或国际预托收据(IDR) 。
从法律和行政立场而言,所有预托收据具有同样的意义。
ADS 美国存托股份Affiliated company 关联公司;联营公司After-market 后市[股市] 指某只新发行股票在定价和配置后的交易市场。
市场参与者关注的是紧随的后市情况,即头几个交易日。
有人把后市定义为股价稳定期,即发行结束后的30天。
也有人认为后市应指稳定期过后的交易市况。
然而,较为普遍的是把这段时期视为二级市场AGM 周年大会Agreement 协议;协定All-or-none order 整批委托Allocation 分配;配置Allotment 配股Alpha (Market Alpha) 阿尔法;预期市场可得收益水平Alternative investment 另类投资American Commodities Exchange 美国商品交易所American Depository Receipt 美国存股证;美国预托收据;美国存托凭证(简称“ADR ”参见ADR栏目)American Depository Share 美国存托股份Amercian Stock Exchange 美国证券交易所American style option 美式期权Amex 美国证券交易所Amortization 摊销Amsterdam Stock Exchange 阿姆斯特丹证券交易所Annual General Meeting 周年大会Antitrust 反垄断APEC 亚太区经济合作组织(亚太经合组织)Arbitrage 套利;套汇;套戥Arbitration 仲裁Arm's length transaction 公平交易Articles of Association 公司章程;组织细则At-the-money option 平价期权;等价期权ASEAN 东南亚国家联盟(东盟)Asian bank syndication market 亚洲银团市场Asian dollar bonds 亚洲美元债券Asset Allocation 资产配置Asset Management 资产管理Asset swap 资产掉期Assignment method 转让方法;指定分配方法ASX 澳大利亚证券交易所Auckland Stock Exchange 奥克兰证券交易所Auction market 竞价市场Authorized capital 法定股本;核准资本Authorized fund 认可基金Authorized representative 授权代表Australian Options Market 澳大利亚期权交易所Australian Stock Exchange 澳大利亚证券交易所Back-door listing 借壳上市Back-end load 撤离费;后收费用Back office 后勤办公室Back to back FX agreement 背靠背外汇协议Balance of trade 贸易平衡Balance sheet 资产负债表Balloon maturity 期末放气式偿还Balloon payment 最末期大笔还清Bank, Banker, Banking 银行;银行家;银行业Bank for International Settlements 国际结算银行Bankruptcy 破产Base day 基准日Base rate 基准利率Basis point 基点;点子Basis swap 基准掉期Bear market 熊市;股市行情看淡Bearer 持票人Bearer stock 不记名股票Behind-the-scene 未开拓市场Below par 低于平值Benchmark 比较基准Beneficiary 受益人Beta (Market beta) 贝他(系数);市场风险指数Best practice 最佳做法Bills department 押汇部BIS 国际结算银行Blackout period 封锁期Block trade 大额交易;大宗买卖Blue chips 蓝筹股Board of directors 董事会Bona fide buyer 真诚买家Bond market 债券市场,债市Bonds 债券,债票Bonus issue 派送红股Bonus share 红股Book value 帐面值Bookbuilding 建立投资者购股意愿档案[股市] 包销商用以定价一笔发行的方法。
参考文献
參考文獻中文部分王大維,2003,公司治理相關要素與公司績效關聯性之研究-以台灣上市公司為例,私立淡江大學會計學系未出版碩士論文。
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何里仁,2003,公司治理之資訊透明度與績效評核關聯性之研究,私立逢甲大學會計與財稅所未出版碩士論文。
何幸芳,2003,獨立董監事對公司價值與盈餘資訊內涵影響之研究,私立輔仁大學金融研究所未出版碩士論文。
李亭誼,2003,董事身份特性與董監經理人相關資訊揭露程度關係之研究,國立政治大學會計系未出版碩士論文。
李美琳,1996,企業經營績效綜合指標之研究,國立台灣大學會計系未出版碩士論文。
吳岳忠,2003,機構投資人、公司治理與公司價值之研究~以台灣電子業為例,私立東吳大學企業管理學系未出版碩士論文。
沈宜慶,2002,企業資訊透明度與債券發行資金成本關係之實證研究,私立淡江大學會計學系未出版碩士論文。
林欣怡,2003,公司資訊透明度與權益資金成本之關係探討,國立中山大學財務管理研究所未出版碩士論文。
林淑棻,2003,公司股權結構、董事會組成結構以及財務政策與公司經營績效關係之研究,國立政治大學財務管理研究所未出版碩士論文。
林聖棠,2004,機構投資者對股票投資報酬影響之研究,國立中山大學企業管理學系未出版碩士論文。
林尚志,2004,我國公司治理評等指標建立之研究,國立政治大學會計系未出版碩士論文。
林政衛,2004,公司治理結構、資訊透明度與股票報酬變異關聯性之研究,國立政治大學會計系未出版碩士論文。
林鼎堯,2003,管理當局短視行為與機構投資人持股比例關係:企業研發支出之實證研究,國立政治大學會計系未出版碩士論文。
周至文,2004,資訊揭露與股權結構關係之研究,私立昆山科技大學企業管理學系未出版碩士論文。
外部审计对公司治理的影响(Do External Auditors Perform a Corporate Governance Role in Emerging M)
一、文章的主要内容股权高度集中是新兴市场中上市公司的一个特征。
在一个缺乏产权保护的环境下,股权集中被看作是方便交易的惯用的安排。
通过集中的股权,控股股东获得了于不同股东进行公司合同谈判和执行的权利和激励。
人们认为由股权集中带来的利益在发展不成熟的市场中相对来说更大一些,这些市场通常对产权的定义不完善或者缺乏公平体系来保护产权。
在这篇文章中,作者研究了在新兴市场中企业家是否愿意雇佣有声望的信息中介来确保外界投资者对会计信息的信任度从而减轻代理冲突问题。
作者调查了八种东亚经济体环境下的独立审计人员是否在保护会计方面起到了公司治理的作用。
作者的研究角度是,如果公司遭受的代理问题越多,是否越倾向于雇佣5大的审计人员。
随粉控制权的增加,大股东会更容易产生壕沟问题,侵占小股东权益的能力就越强,随着现金流权的降低,大股东的财富与公司价值的挂钩的程度会越来越低,因此,他的动机会越来与小股东背离。
因此,文章在进行实证研究的过程中使用最大股东的控制权(投票权)和所有权(现金流权)的水平来分别代表燎沟效应和大小股东动机趋同作用文章的研究结果总的来说显示外部审计人员在东亚经济市场上起到了公司治理的作用。
当股权结构显示公司存在代理冲突时,公司更来愈雇佣声誉好的审计人员,特别是当他们感觉到由于最大股东的选举权导致的旅沟效应越严重,越愿愈任命5大的审计师。
更进一步,相对于那些不经常发行股票的公司而言,审计师的选择和代理冲突的这些关系在经常发行股票的公司中、更为明显。
这意味着,在决定是否聘请5大的审计人员时,公司会考虑在筹集资本获得的收益和因放弃不透明交易获取的利益而形成的成本之间的平衡。
基于更为严格的数据,作者也发现5大的审计师在制定审计费用和作出审计意见决定时会考虑客户的代理冲突,进一步支持了前面的推侧:5大的审计人员在东亚市场上起到了公司治理的作用。
二、文章的研究方法从worldscope 数据库,作者选取了来自八个东亚经济体的公司,即香港、印度尼西亚、马来西亚、菲律宾、新加坡、韩国、台湾以及泰国。
推动集资业务多元发展转型参与市场化经营的措施
推动集资业务多元发展转型参与市场化经营的措施引言随着中国经济的快速发展,集资业务作为一种重要的融资手段,对于企业的发展起到了重要作用。
然而,在当前经济形势下,传统的集资模式已经无法满足企业多元化发展和市场化经营的需求。
因此,推动集资业务多元发展转型参与市场化经营成为了当务之急。
本文将从以下几个方面探讨推动集资业务多元发展转型参与市场化经营的措施:提升金融创新能力、加强风险管理、优化服务体系、加强监管合规。
1. 提升金融创新能力为了推动集资业务多元发展,企业需要不断提升金融创新能力,开拓新的融资渠道和产品。
具体措施包括:•加大对金融科技领域的投入,引进先进技术和理念,开发出更加安全高效的金融产品和服务。
•推动金融机构与科技公司合作,共同研发创新产品,如互联网金融平台、数字化资产管理等。
•鼓励金融机构开展金融衍生品业务,提供多样化的风险管理工具,满足企业的不同需求。
2. 加强风险管理集资业务涉及到大量的资金和风险,加强风险管理是推动多元发展转型的关键。
以下措施可以帮助企业更好地管理风险:•建立健全的内部控制体系,包括风险评估、风险预警和风险分散等机制。
•加强对集资项目的尽职调查,确保项目可行性和合规性。
•定期进行风险评估和压力测试,及时发现并解决潜在的风险问题。
•建立完善的信用评级系统,提高借款人信用等级与利率挂钩,引导优质项目参与市场化经营。
3. 优化服务体系为了更好地参与市场化经营,企业需要优化自身的服务体系,提高客户满意度。
以下是一些可行措施:•加强对客户需求的调研,并根据需求进行产品创新和服务优化。
•提供个性化的金融产品和服务,满足不同客户的需求。
•建立完善的客户关系管理系统,提高客户忠诚度和维护率。
•加强对员工的培训和管理,提高服务质量和效率。
4. 加强监管合规推动集资业务多元发展转型参与市场化经营需要加强监管合规,保障市场秩序和投资者利益。
以下是一些具体措施:•完善法律法规体系,明确集资行为的准入条件、信息披露要求等。
第六章 第二类代理问题
8
公司治理机制
董事会(Board of Directors)
◦ 结构:外部董事比例
管理者薪酬激励制度(Management Compensation)(契约设计)
◦ 管理层薪酬相对于公司表现的敏感程度 ◦ 在管理者的报酬中加入公司的股票或股票期权
大股东(Blockholder)
◦ 当大股东在公司中拥有更大比例时,他有更强 的动机来收集信息,对公司的表现和管理者的 行为进行监督。
10
第二类代理问题简介
上述所有的推理都基于下述假定:
◦ 股权分散 ◦ 大股东与管理层的冲突是公司治理的主要 冲突
这个假定在所有的地方都成立吗?
11
第二类代理 问题的起源
La Porta, R., Lopez-deSilanes, F., Shleifer, A., & Vishny, R. W. 1998. Law and finance. Journal of Political Economy, 106 (6): 1113-1155.
6
公司治理
公司治理无外乎是利用一些机制使得代 理成本降低, 从而达到增加股东利益的 目的。 Shleifer和Vishny(1997)从代理问题的角 度出发, 认为公司治理就是研究投资者 如何从管理者那里取回自己投资和收益 的机制。
7
股东与公司治理
股东是公司治理问题的主要受害者,有 动力解决公司治理问题,更好地监督管 理者,以降低代理成本。 然而,公司治理问题形成的另一个主要 原因在于代理问题中存在的搭便车问题。 以美国制度为典型,现代上市公司的股 权高度分散。单个股东并不具有足够的 动机去监管管理者,而更倾向于搭便车。
北大考研-光华管理学院研究生导师简介-路江涌
教育背景 2004 香港大学商学院 经济学与企业战略 博士
2000 财政部财政科学研究所 会计学 硕士
1995
河南财经学院 财政学 学士
爱考机构 中国高端考研第一品牌(保过 保录 限额)
职业经历 2009 至今 北京大学光华管理学院战略管理系副教授
2006-2009 清华大学经济管理学院企业战略与政策系助理教授
2005-2006 清华大学中国与世界经济研究中心研究员
最近五年研究成果(2009 至今)
PeerReviewedEnglishJournalPapers GlobalStrategyandInternationalEconomics
JiangyongLu,YiLu,andZhigangTao,(2013), “PureExporters:TheoryandEvidence”,WorldEconomy,(forthcoming).
Bai,Chong-En,JiangyongLu,andZhigangTao,(2009),
“HowDoesPrivatizationWorkinChina?”,JournalofComparativeEconomics,37,3,453-470(SSCI).
Lu,JiangyongandZhigangTao(2009),
爱考机构 中国高端考研第一品牌(保过 保录 限额)
ationalsinSino-ForeignJointVentures,ChinaEconomicReview,21,4,629-638.(SSCI) Lu,Jiangyong,YiLu,andZhigangTao,(2010), “ExportingBehaviorofForeignAffiliates:TheoryandEvidence”,JournalofInternationalEconomics,8 1(3),197-205.(SSCI) GeraldYongGao,JanetMurray,MasaakiKotabe,andJiangyongLu,(2010) “ A'StrategyTripod'PerspectiveonExportBehaviors:EvidencefromFirmsBasedinanEmergingEcono my”,JournalofInternationalBusinessStudies,41,3,377-396(SSCI,FT40). Lu,Jiangyong,BinXu,andXiaohuiLiu,(2009), “ TheEffectsofCorporateGovernanceandInstitutionsonExportBehavior:EvidencefromChineseListe dFirms”,ManagementInternationalReview,49,4,455-478(SSCI,FT40). Xu,BinandJiangyongLu(2009), “ ForeignDirectInvestment,ProcessingTrade,andChina ’ sExportSophistication”,ChinaEconomicReview,20,3,425-439(SSCI).
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摘要在处理发达经济体的大多数研究中,委托-代理冲突并非传统意义上的委托-代理冲突,而是被确认为新兴经济体公司治理的主要问题。
控股股东与中小股东之间的委托—代理冲突主要是由于股权集中、家族制和控制范围广、企业集团结构、中小股东法律保护薄弱等原因造成的。
这种委托-代理冲突改变了公司治理过程的动态,反过来,需要采取与处理委托-代理冲突不同的补救措施。
本文从战略、金融、经济学等角度对委托—代理冲突的研究进行了回顾与综合,着重分析了委托—代理冲突的制度前因和组织后果。
由此产生的集成提供了一个基础,未来的研究可以继续建立。
介绍研究人员日益认识到,没有一个单一的机构模型能够充分地描述所有国家背景下的公司治理(La Porta等人,1997,1998;Lubatkin等人,2005a)。
公司治理的主要模式是发达经济体(主要是美国和联合王国)的产物,其中体制环境有助于相对有效地执行长臂机构合同(Peng,2003)。
在发达经济体,由于所有权和控制权常常是分离的,法律机制保护所有者的利益,因此受到极大关注的治理冲突是所有者(委托人)和管理者(代理人)之间的委托代理(PA)冲突(Jensen 和Meckl)。
ING,1976)。
然而,在新兴经济体,体制环境使得执行机构合同成本更高,问题也更大(.,1990;Wright等人,2005)。
这导致集中的企业所有权的盛行(DHARWADKAR等,2000)。
所有权集中,加上缺乏有效的外部治理机制,导致控制股东和少数股东之间的冲突更加频繁(Morck等人,2005)。
这导致了对公司治理的新视角的发展,该视角关注公司中不同主体之间的冲突。
这种模式被称为公司治理的主体-主体(PP)模式,它集中于公司的控制股东和少数股东之间的冲突(参见Dharwadkar等人,2000)。
(出现的问题,委托和代理委托和委托也就是大股东和少数股东)PP冲突的特点是所有权和控制集中,对少数股东的体制保护不力,以及治理薄弱的指标,例如公开交易的公司较少(La Porta等人,1997),公司估值较低(Claessens等人,2002;La Porta等人,2002;Lins,20)。
03、较低的股息支付水平(La Porta等人,2000年)、较少的股价信息(Morck等人,2000年)、低效率战略(Filatotchev等人,2003年;Wurgler,2000年)、较少的创新投资(Morck等人,2005年),以及,在许多情况下征用少数股权。
ERS(CalsEs等人,2000;FasCIO 等人,2001;约翰逊等人,2000 B;MITTN,2002)。
在过去的十年中,金融和经济学研究者越来越认识到,传统的詹森和梅克林(1976)的PA冲突概念不能解释支配新兴经济体的PP冲突的现实。
在新兴经济体,许多经历PP冲突的公司可以被描述为“门槛公司”,它们接近从创始人向专业管理过渡的点(Daily和Dalton,1992)。
在门槛上,创始人(或创始家庭)让出控制权可能对公司的持续发展最有利(Gedajlovic等人,2004)。
然而,未能实现过渡可能会加剧PP冲突。
无论对发达经济体还是新兴经济体的企业来说,这种转变总是困难的(Zahra和Filatotchev,2004)。
然而,发达经济体中较高比例的门槛公司似乎有效地管理了这种转变,而新兴经济体中的大多数门槛公司却未能这样做。
探索这种情况的原因似乎很有趣。
(新兴经济体公司出现的一些管理上的问题,比如说是较低的股息支付水平)战略研究(以及更广泛的一般管理研究)也已经开始探索包括公司治理在内的战略行为的体制基础,特别是在新兴经济体(Wright等人,2005)。
虽然战略研究受到制度视角的经济学版本的影响(例如,North e,1990),但它越来越多地从制度文献中纳入了社会学和行为学观点的实质性要素(Peng and.,2005;Scott,1995)。
因此,许多不同的学科开始认识到PP冲突及其对公司治理的影响。
这些学科在探索PP冲突中的融合为进一步整合创造了机会。
本文借鉴近年来在战略、金融、经济学等方面的研究,将新兴经济体的PP冲突作为研究的重点。
我们回顾,整合,并扩展这一增长的文献,重点放在三个主要问题:(1)PP冲突的本质是什么?(2)他们的制度前提是什么?(3)他们的组织后果是什么?总的来说,我们努力构建一个全面的、一体化的PP冲突模型,为今后的研究奠定基础。
新兴经济体的公司治理新兴经济体是“利用经济自由化作为其主要增长动力的低收入、快速增长国家”(Hoskisson等人,2000年,第249页)。
制度理论已经成为分析新兴经济体管理的主要理论(Hoskisson等人,2000;Wright等人,2005)。
例如,在最近出版的《管理研究杂志》关于新兴经济体战略的特别刊物上发表的八篇论文中,有七篇利用了制度理论(Wright等人,2005)。
制度影响组织惯例(Boyer和Hollingsworth,1997;Feldman和Rafaeli,2002)并帮助制定组织面临的战略选择(Peng,2003;Peng等人,2005;Powell,1991)。
简言之,机构帮助确定坚定的行动,这反过来又决定了组织的结果和有效性(例如,He等人,2007)。
然而,影响新兴经济体此类组织行动的机构并不稳定。
此外,在新兴经济体中确实存在的正式制度往往不能促进经济行为者之间互利的非个人交流(.,1990,1994)。
因此,新兴经济体的组织在很大程度上受非正式机构的指导(Peng和Heath,1996)。
研究人员使用的理论常常隐含地假设在发达经济体中发现的制度条件也存在于新兴经济体。
显然,新兴经济体的情况并非如此,因此,组织活动可能与发达经济体中的组织活动有很大不同(Wright等人,2005年)。
为了说明,就公司治理而言,新兴经济体通常没有有效和可预测的法治,而这又会造成“弱治理”环境(Dharwadkar等人,2000,第650页;Mitton,2002,第215页)。
这并不是说新兴经济体没有处理公司治理的法律。
在大多数情况下,新兴经济体试图采纳发达经济体的法律框架,特别是英美体系的法律框架,或者是由于内部推动的改革(例如中国、俄罗斯)的结果,或者是为了响应国际需求(例如韩国、泰国)。
然而,诸如有关会计要求、信息披露、证券交易及其执行的法律法规等正式机构要么缺位,要么效率低下,要么不按预期运作。
因此,在新兴经济体中,标准的公司治理机制很少得到体制上的支持(Peng,2004;Peng等人,2003)。
这导致非正式机构,如关系关系、商业团体、家庭关系和政府联系,都在塑造公司治理中发挥更大的作用(Peng and Heath,1996;Yeung,2006)。
对于门槛公司来说,向专业管理的转变总是困难的(Daily和Dalton,1992)。
然而,由于制度环境薄弱,在新兴经济体中更加困难,甚至最大的公司仍然处于创始家族的控制之下也是很常见的。
本质上,这些公司试图表现得像是“跨越了从创始人控制到专业管理的门槛”。
但是创始家庭通常通过其他方式(通常是非正式的)来保持控制权(Liu等人,2006;Young等人,2004)。
实际上,新兴经济体的公开上市公司有股东、董事会和“专业”管理者,这些构成了现代公司治理的“三脚架”(MonksandMin.,2001)。
因此,即使是新兴经济体中最大的上市公司,也可能已经采用了来自发达经济体的公司治理机制的出现,但这些机制很少像它们在发达经济体中的对应机构那样发挥作用。
(正统的制度缺位,所以很多非制度化的环境或者是一些默认的游戏规则成为了新兴经济体中公司治理的重要影响因素)简而言之,新兴经济体的公司治理结构在形式上往往与发达经济体相似,但在实质上不相似(Backman,1999;Peng,2004)。
因此,集中所有制和其他非正式机制应运而生,以填补公司治理真空。
虽然这些特设机制可以解决一些问题,但它们在过程中会产生其他的新问题。
每一个新兴经济体都有一个反映其制度条件的公司治理体系。
然而,新兴经济体作为一个整体有许多相似之处;两类主体之间的冲突是一个主要问题。
这些PP冲突将在下一节中详细讨论。
委托-代理冲突的性质根据英美各种代理理论,主要的代理冲突(PA冲突)发生在分散的股东和职业经理人之间(尽管在日本和欧洲大陆这一点不太明显)。
因此,有几个治理机制可以帮助调整股东和管理者的利益。
这包括内部机制,如董事会,集中所有权,高管薪酬包,以及产品市场竞争,管理劳动力市场和收购威胁等外部治理机制(Demsetz和Lehn,1985; Fama和Jensen,1983)。
所采用的机制的最佳组合可以被认为是一个“包裹”或“整体”,其中一个特定的机制的有效性取决于其他人的有效性(戴维斯和尤塞姆,2002年; Rediker和塞思,1995年)。
例如,如果董事会相对来说效率不高,那么可能需要进行收购竞标才能驱逐一个根深蒂固的首席执行官。
因此,治理机制依赖于特定的组合(Jensen,1993)相互依赖于整体有效性。
换句话说,一种机制可能会取代或补充另一种机制- 如果一个或多个机制效率不高,那么其他机制将更为依赖。
虽然研究人员长期以来一直认为,一系列治理机制的有效设计随着行业或公司规模的不同而有系统地变化(Fama和Jensen,1983),但也有人认为,一系列治理机制的效率与国家一级的体制结构。
Lubatkin等人(2005a)明确阐述了国家机构对公司治理的影响。
保持传统的代理理论不能适应国家文化的差异,他们建立了一个跨国治理模式,为不同制度环境下治理实践演变的原因提供了深刻的见解。
简而言之,国家一级的体制结构很可能影响企业一级的内部和外部治理机制。
新兴经济体的制度环境要求有不同的治理机制,因为公司治理之间的冲突经常发生在两类主体- 控股股东和小股东之间。
当然,发达经济体可能存在PP冲突。
例如,在发达经济体中,对于管理层利益与其他利益相关者,如债权人(Dewatripont和Tirole,1994; Hart和Moore,1995)之间的部分一致性进行了研究。
我们在这里概述的新兴经济体公司治理的PP模型不同于这个研究,因为我们在这里明确地考察了两组校长之间的冲突。
图1以图形方式描述了这种差异。
在图的上图中,实线箭头描述了分散的股东和职业经理人之间发生的传统的公共部门冲突。
在图1的底部,请注意,虚线箭头描述了控股股东与其附属经理之间的关系。
这些附属经理可以是直接向控股股东回答的家庭成员或同事。
描绘冲突的实体是由代表控股股东的附属经理人和小股东之间的冲突。
因此,冲突实际上是控股股东与分散的,分散的中小股东之间的冲突。