performance and diversification benefits of fund of hedge funds

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外企英语笔试题及答案

外企英语笔试题及答案

外企英语笔试题及答案一、选择题(每题2分,共20分)1. Which of the following is NOT a reason for a company to go global?A) To increase market share.B) To reduce production costs.C) To avoid competition.D) To improve brand recognition.答案:C2. The term "outsourcing" refers to:A) Hiring foreign workers.B) Purchasing services or products from an external provider.C) Selling products to foreign markets.D) Investing in foreign companies.答案:B3. What is the meaning of "synergy" in the context of business?A) The combined effect is greater than the sum of its parts.B) The process of merging two companies.C) The act of competing against another company.D) The strategy of reducing costs by eliminating redundancies. 答案:A4. In business, "due diligence" usually refers to:A) The process of paying close attention to details.B) The legal obligation to be honest in business dealings.C) The investigation of a potential investment or acquisition.D) The requirement to have a certain level of education.答案:C5. Which of the following is an example of a non-tangible asset?A) Land.B) Machinery.C) Trademark.D) Inventory.答案:C6. What does "B2B" stand for in business?A) Business to Business.B) Business to Consumer.C) Business to Government.D) Business to Retailer.答案:A7. If a company is "vertically integrated," it means that:A) It owns all the stages of the supply chain.B) It specializes in one particular product line.C) It operates in multiple industries.D) It is heavily reliant on external suppliers.答案:A8. The acronym "ROI" stands for:A) Return on Investment.B) Risk of Investment.C) Rate of Interest.D) Revenue of Investment.答案:A9. A "franchise" is a type of business arrangement where:A) A company sells its products to another company.B) A company licenses its business model to another entity.C) A company acquires another company.D) A company merges with another company.答案:B10. What is "SWOT analysis"?A) A method for evaluating a company's strengths, weaknesses, opportunities, and threats.B) A type of financial statement.C) A way to measure customer satisfaction.D) A tool for predicting market trends.答案:A二、填空题(每题1分,共10分)1. The process of a company expanding its business to foreign countries is known as ______.答案:internationalization2. When a company's stock price rises above its initialoffering price, it is said to be ______.答案:above the market3. A ______ is a document that outlines the business's goals, strategies, and plans for achieving those goals.答案:business plan4. The term "blue-chip" refers to stocks that are consideredto be ______.答案:highly stable and reliable5. In finance, "leverage" refers to the use of borrowed money to ______.答案:increase potential returns6. The ______ is the process of identifying, analyzing, and mitigating potential risks.答案:risk management7. A ______ is a financial instrument that represents ownership in a company.答案:share8. The ______ is the highest level of management in a company, responsible for setting overall direction and strategy.答案:board of directors9. A ______ is a type of investment that is not easily converted to cash.答案:illiquid asset10. The ______ is the process of identifying and analyzing the needs and problems of potential customers and creating products or services to meet those needs.答案:market research三、简答题(每题5分,共30分)1. What are the benefits of a company engaging in international trade?答案:The benefits of international trade for a company include access to new markets, economies of scale, diversification of risk, and the ability to source raw materials and labor at lower costs.2. Explain the concept of "corporate social responsibility" (CSR).答案:Corporate social responsibility (CSR) refers to a company's commitment to manage its impact on the environment, consumers, employees, communities, stakeholders, and all other parts of society. It involves a company's efforts to improve society by engaging in ethical practices, community development, and environmental sustainability.3. What is the difference between a "sole proprietorship" anda "partnership"?答案:A sole proprietorship is a type of business owned by one person who has complete control and unlimited liability for the business's debts. A partnership is a business owned by two or more people who share the profits, management, and legal responsibilities of the business。

战略管理-竞争优势与全球化(英文第六版)

战略管理-竞争优势与全球化(英文第六版)

• Important Elements of Success
Developing strategy
Implementing strategy
Copyright © 2004 South-Western. All rights reserved.
7
Competitive Landscape
• Strategic Management Process
The full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns
Describe strategic intent and strategic mission and discuss their value.
Define stakeholders and describe their ability to influence organizations.
Copyright © 2004 South-Western. All rights reserved.
5
The Strategic Management Process
Figure 1.1
Copyright © 2004 South-Western. All rights reserved. Copyright © 2004 South-Western. All rights reserved. 6
• Strategic Competitiveness
When a firm successfully formulates and implements a value-creating strategy

金砖四国领导人会晤中英对照

金砖四国领导人会晤中英对照

金砖国家领导人第五次会晤德班宣言(二0一三年三月二十七日)Fifth BRICS SummitDurban: 27 March 2013BRICS and Africa: Partnership for Development, Integration and Industrialization eThekwini Declaration1、我们,巴西联邦共和国、俄罗斯联邦、印度共和国、中华人民共和国和南非共和国领导人于2013年3月27日在南非德班举行金砖国家领导人第五次会晤。

我们围绕“金砖国家与非洲:致力于发展、一体化和工业化的伙伴关系”的主题进行了讨论。

本次会晤是金砖国家第一轮领导人会晤的收官之作。

我们重申将致力于维护国际法、多边主义和联合国的中心地位。

我们的讨论表明金砖国家的团结进一步加深,愿为全球和平、稳定、发展与合作做出积极贡献。

我们还讨论了金砖国家在与各国和各国人民团结合作的基础上,在国际体系中发挥的作用。

1. We, the leaders of the Federative Republic of Brazil, the Russian Federation, the Republic of India, the People's Republic of China and the Republic of South Africa, met in Durban, South Africa,on 27 March 2013 at the Fifth BRICS Summit. Our discussions took place under the overarching theme, "BRICS and Africa: Partnership for Development, Integration and Industrialization." The Fifth BRICS Summit concluded the first cycle of BRICS Summits and we reaffirmed our commitment to the promotion of international law, multilateralism and the central role of the United Nations (UN). Our discussions reflected our growing intra-BRICS solidarity as well as our shared goal to contribute positively to global peace, stability, development and cooperation. We also considered our role in the international system as based on an inclusive approach of shared solidarity and cooperation towards all nations and peoples.2、此次会晤举行之时,正需要我们探讨共同关心并具有系统重要性的问题,以解决共同关切,研拟长期解决之道。

_高等学校商务英语专业本科教学质_省略__的地方性解读_国标与校标的对照_孙毅

_高等学校商务英语专业本科教学质_省略__的地方性解读_国标与校标的对照_孙毅

《高等学校商务英语专业本科教学质量国家标准》的地方性解读:国标与校标的对照孙毅提要:《高等学校商务英语专业本科教学质量国家标准》为方兴未艾的商务英语专业量身定制了办学的基本条件和要求。

本文将之与西安外国语大学商务英语专业在学科定位、课程设置、校外实习基地建设、专业方向与资格认证等方面进行了系统比较,进而指出我国高校商务英语专业应在遵循国家标准的前提下苦练内功,制定符合学校办学实际的标准,走和而不同的内涵式、可持续的特色发展之路。

关键词:商务英语;国家标准;地方标准Abstract :The National Criteria of Teaching Quality for Undergraduate Business English Majors has been enacted and provided fundamental conditions and minimum requirements for the newly-emerging and flourishing business English majors.This article makes a systematic comparison between the national criteria and the case of the business English major at Xi'an International Studies University in terms of discipline orientation ,curriculum design ,practice bases ,professional directions ,and qualification certification.It further asserts that guided by the national criteria ,business English majors at universities and colleges in our country ought to formulate their own criteria in conformity with local realities ,and take a sustainable development path of diversified harmony and distinctive features.Key words :business English ;national criteria ;local criteria中图分类号:H319文献标识码:A 文章编号:1004-5112(2016)02-0046-07一、引言随着经济全球化和信息一体化的快速发展,国际贸易和交流日趋频繁,社会对应用型商务英语人才的需求更加迫切。

某某公司人力资源评估英文

某某公司人力资源评估英文
Evaluate training needs
Consult the type of training required, such as technical skills, leadership development, or soft skills, and identify the appropriate training methods and resources
Optimizing human resource allocation
By evaluating employees, understanding their characteristics and abilities, optimizing human resource allocation, and improving work efficiency.
Promote employee career development
By evaluating employees, discover their potential and strengths, and provide guidance and support for their career development.
Multidimensional evaluation: Evaluate employee performance from multiple dimensions, including work quality, work efficiency, teamwork, innovation ability, etc.
Objective and impartial: Ensure that the evaluation process is fair and objective, avoiding subjective biases and stereotypes.

The Cost of Diversity:the Diversification Discount and Inefficient Investment

The  Cost  of  Diversity:the Diversification Discount and Inefficient Investment

THE JOURNAL OF FINANCE•VOL.LV,NO.1•FEBRUARY2000The Cost of Diversity:The Diversification Discount and Inefficient InvestmentRAGHURAM RAJAN,HENRI SERVAES,and LUIGI ZINGALES*ABSTRACTWe model the distortions that internal power struggles can generate in the allo-cation of resources between divisions of a diversified firm.The model predicts thatif divisions are similar in the level of their resources and opportunities,funds willbe transferred from divisions with poor opportunities to divisions with good op-portunities.When diversity in resources and opportunities increases,however,re-sources can f low toward the most inefficient division,leading to more inefficientinvestment and less valuable firms.We test these predictions on a panel of diver-sified U.S.firms during the period from1980to1993and find evidence consistentwith them.T HE FUNDAMENTAL QUESTION IN THE THEORY of the firm,raised by Coase~1937! more than60years ago,is how decisions taken inside a hierarchy differ from those taken in the marketplace.Coase suggested that decisions within a hierarchy are determined by power considerations rather than relative prices.If this is indeed the case,why,and when,does the hierarchy domi-nate the market?A major obstacle to progress in this area has been the lack of data.Data on internal decisions made by firms are generally proprietary.Even when they are available to researchers,it is difficult to find a comparable group of decisions taken in the market.A notable exception is the capital allocation decision in diversified firms.Since1978,public panies have been forced to disclose their data on sales,profitability,and investments by major lines of business~segments!.An analysis of a small sample of multisegment firms reveals that segments correspond,by and large,to distinct internal *Rajan is from the University of Chicago,Servaes is from the London Business School and University of North Carolina at Chapel Hill,and Zingales is from the University of Chicago. Rajan and Zingales acknowledge financial support from the Center for Research on Security Prices at the University of Chicago.Servaes acknowledges financial support from the O’Herron and McColl faculty fellowships,University of North Carolina at Chapel ments from Sugato Bhattacharya,Judy Chevalier,Glenn Ellison,Milton Harris,Steven Kaplan,Owen La-mont,Colin Mayer,Todd Milbourn,Vikram Nanda,Jay Ritter,RenéStulz,Robert Vishny,Ralph Walkling,Wanda Wallace,two anonymous referees,and especially Mitchell Petersen are grate-fully ments from participants in seminars at AT Kearney~London!,the University of Chicago,Cornell University,the University of Georgia,the University of Florida, the University of Illinois,the London School of Economics,New York University,Northwestern University,Ohio State University,the College of William&Mary,Vanderbilt University,and Yale University were useful.3536The Journal of Financeunits of the firm.Since the investment decision is perhaps the most impor-tant of corporate decisions,these data allow researchers an opportunity to compare decisions taken by units within hierarchies with decisions taken by independent units in the same industry,and thus obtain insights on how hierarchies and markets differ.Previous research~Lamont~1997!and Shin and Stulz~1998!!has shown that resource allocation in diversified firms does appear different from that in focused firms and seems to ignore traditional market indicators of the value of investment such as Tobin’s q.Moreover,there seems to be a con-nection between resource~mis!allocation and the value of diversified firms. Berger and Ofek~1995!find that investment by diversified firms in seg-ments that have low q is correlated with the discount at which these firms trade.So perhaps such misallocation explains why diversified firms trade, on average,at a discount relative to a portfolio of single-segment firms in the same industries~Lang and Stulz~1994!,Berger and Ofek~1995!,Ser-vaes~1996!,Lins and Servaes~1999!!.But these facts simply heighten the puzzle.What is it in a hierarchy that makes diversified firms misallocate funds?Moreover,what accounts for the wide dispersion in diversified firm values,with fully39.3percent trading at a premium in1990?1To answer these questions,we first need a theoretical framework to un-derstand the phenomenon.At least three kinds of models have been pro-posed to explain how the divisions of diversified firms behave differently from stand-alone firms.Efficient Internal Capital Market models typically suggest that diversification creates value.By forming an internal capital market where the internally generated cash f lows can be pooled,diversified firms can allocate resources to their best use~e.g.,see Li and Li~1996!, Matsusaka and Nanda~1997!,Stein~1997!,Weston~1970!,and Williamson ~1975!!.2Clearly,these models do not explain the misallocation of resources to divisions with poor opportunities.Agency cost models have sometimes been offered as explanations for the potential investment distortions in diversified firms.Because top manage-ment in the diversified firm has greater opportunities to undertake projects, and potentially greater resources to do so if diversification relaxes con-straints imposed by imperfect external capital markets,it might overinvest1Also,the evidence on the value of diversification,as indicated by the stock price reaction to the decision to diversify,is decidedly mixed.Morck,Shleifer,and Vishny~1990!show that acquiring firms in the1980s experience negative returns when they announce unrelated ac-quisitions.John and Ofek~1995!find that announcement returns are greater when diversified firms in the late1980s announce asset sales that increase focus.By contrast,Schipper and Thompson~1983!document positive announcement period returns when conglomerates an-nounced acquisition programs in the1960s,and Matsusaka~1993!and Hubbard and Palia ~1999!find positive returns to announcements of diversifying acquisitions in the1960s and 1970s during the conglomerate merger wave.2Also see Billett and Mauer~1997!,Denis and Thothadri~1999!,Gertner,Scharfstein,and Stein~1994!,Milbourn and Thakor~1996!,and Harris and Raviv~1996,1997!for other recent papers on the costs,benefits,and workings of internal capital markets.The Cost of Diversity37 resources~e.g.,see Stulz~1990!and Matsusaka and Nanda~1997!!.Though we believe that agency theories could explain generic overinvestment—for example,the decision to diversify could be viewed as an attempt by the CEO to entrench herself~e.g.,Shleifer and Vishny~1989!!—it is more difficult to see how these theories could explain the internal misallocation of funds;the CEO should exploit all potential sources of value inside the firm,skimming her agency rents only from the overall pie.Inf luence cost models are a third class of models that attempt to explain the decisions of diversified firms.In Meyer,Milgrom,and Roberts~1992!, managers of divisions that have a bleak future have an incentive to attempt to inf luence the top management of the firm to channel resources in their direction.Of course,in the spirit of inf luence cost models,top management sees through these lobbying efforts.Thus,no resources are,in fact,misal-located to the divisions,though costs are incurred in lobbying activities.As a result,it is again hard to explain the evidence on misallocation with these models.3Since existing theories need substantial embellishment to explain the mis-allocation of funds in diversified firms and the cross-sectional variation in value,Occam’s Razor suggests a different approach.We develop a model of capital allocation under two basic assumptions.First,headquarters has lim-ited power over its divisions:it can redistribute resources ex ante,but it cannot commit to a future distribution of surplus.Second,surplus is distrib-uted among divisions through negotiations,and divisions can affect the share of surplus they receive through their choice of investment.4Questions of how the power to take decisions,or capture surplus,is distributed within the firm then become central to determining whether the firm does better or worse than the market.A brief description of our model may help fix ideas.We assume that the diversified firm consists of two divisions,each led by a divisional manager. Each manager starts with an endowment of resources that the headquarters can either transfer to the other division or leave in place.The retained re-sources can be invested in one of two projects:an“efficient”investment and a“defensive”investment.The former is the optimal investment for the firm in a world where all contracts can be perfectly enforced.The latter offers lower returns,but protects the investing division better against poaching by the other division.53Hard,though not impossible.The prospect of enhanced inf luence costs can lead to changes, ex ante,in real decisions like allocations or organizational structure.These ideas have been separately explored in Fulghieri and Hodrick~1997!,Scharfstein and Stein~1997!,and Wulf ~1997!.As we will argue later,the precise nature of the misallocation we document is hard to reconcile with inf luence cost models.4Our model is best characterized as a model of power-seeking,and is most related to papers by Shleifer and Vishny~1989!,Skaperdas~1992!,Hirshleifer~1995!,and Rajan and Zingales ~2000!.5That managers have a choice between investments that alter their power is well recognized in the literature;see Shleifer and Vishny~1989!and Stole and Zwiebel~1996!.38The Journal of FinanceDivisional managers have autonomy in choosing investments and are self interested.Even though the efficient investment maximizes firm value, a divisional manager may prefer the defensive investment that would ben-efit her more directly,especially when her resources and opportunities are much better than the other division’s.The reason is quite simple.Once the divisional manager makes the unprotected,albeit efficient,investment,she will have to share some of the surplus created with the other division.Of course,if the other division also makes the efficient investment,our man-ager will get a piece of the surplus created by the other division.If the surplus created by the other division is not too small relative to what she is giving up,the divisional manager will prefer the efficient investment. Thus appropriate incentives are created for both divisions only when they do not differ too much in the surplus—which is the product of resources and opportunities—they create.Diversity in resources and opportunities is costly for investment incentives.Clearly,the investment distortions would not arise if headquarters could design precise rules to share ex post surplus.In practice,sharing rules are likely to be determined by factors other than considerations of ex ante optimality—such as the ex post bargaining power of the divisions. Although headquarters cannot contract on how divisions will share the surplus ex post,it can transfer funds ex ante.Some transfers will certainly be made because one division has better opportunities than the other.If stand-alone divisions face imperfect capital markets and cannot borrow as much as they need,the transfers to deserving divisions~“winner-picking”in Stein’s~1997!felicitous language!is one way the diversified firm adds value.But transfers will also be made so as to improve the incentives to un-dertake the efficient investment.Since incentives are distorted away from the optimal because of diversity~of opportunities and resources!,transfers will be made in a direction that makes divisions less diverse—from divi-sions that are large and have good opportunities to divisions that are small and have poor investment opportunities.Thus,the diversified firm may misallocate some funds at the margin~relative to the first-best!to prevent greater average investment distortions.The more diverse a firm’s divisions are,the greater the need to reallocate funds in this way.Thus corporate redistribution may be a rational second-best attempt to head off a third-best outcome.We are not the first to argue that politics inf luences investment decisions in firms.6However,our simple model of internal capital allocation based on power considerations has the advantage of identifying a clear proxy for what6For example,Chandler~1966,p.166!describes the capital budgeting process at General Motors under Durand’s management in the following way:“When one of them@Division Man-agers#had a project why he would vote for his fellow members;if they would vote for his project,he would vote for theirs.It was a sort of horse trading.”The Cost of Diversity39 drives inefficient allocations:the diversity of investment opportunities and resources among the divisions of the firm.Moreover,it offers detailed test-able implications on the direction of f lows between divisions.We test the implications of the theory for a panel of diversified U.S.firms during the period1980to1993using the segment data on COMPUSTAT. Our theory suggests that whether a segment receives or makes transfers in a diversified firm depends not so much on its opportunities~proxied for by Tobin’s q)as on its size-weighted opportunities,and the way these are dis-persed across segments in that firm.We show that our theory has a greater ability to predict internal capital allocation than the Efficient Internal Mar-ket theory.Moreover,allocations toward the relatively low q segments of a diversified firm,on average,outweigh allocations to its relatively high q segments as the dispersion in weighted opportunities~which we call diver-sity!increases.Of course,this may simply ref lect the channeling of funds to low q seg-ments that are inefficiently being rationed by the market.For this reason, we test the relationship between diversity and value.We find the greater the diversity,the lower the diversified firm’s value relative to a portfolio of single-segment firms.This effect persists even after we correct for the ex-tent to which the diversified firm is focused in specific industries,so our measure of diversity captures something different from traditional measures of diversification.The empirical results,taken together,provide striking evidence that diver-sity in investment opportunities between segments within firms leads to dis-torted investment allocations and hence value differences between diversified firms.Diversified firms can trade at a premium if their diversity is low.As a case in point,General Electric,perhaps the most admired U.S.conglomerate, is at the8th percentile of our sample over the entire sample period in terms of diversity,and at the75th percentile in terms of relative value.More generally,we believe that our evidence sheds light on how decisions within firms can differ from decisions made in markets.A firm is a collec-tion of commonly held,and mutually specialized critical resources.7Though the common control of key resources gives certain agents in the firm the power to shape transactions that would otherwise not be possible in the marketplace~such as the transfer of resources!,the absence of a clear de-marcation to property rights within the firm can create inefficient power struggles~also see Rajan and Zingales~1998a!!.Thus,our finding that a measure of the distortions created by power~i.e.,diversity!relates to the discount diversified firms trade at suggests,first,that the use of power may indeed explain why transactions within firms are different from transac-tions in markets and,second,that neither hierarchies nor markets need dominate.Coase’s emphasis on power is far from empty!7See Kumar,Rajan,and Zingales~1999!for a more detailed exposition of Critical Resource theories of the firm.40The Journal of FinanceThe rest of the paper is organized as follows.In Section I we present the framework of our simple stripped-down model.In Section II we derive some testable implications from the model.Section III describes the sample,the tests,and the results.Conclusions follow.I.The ModelWe want to analyze resource allocation in diversified firms.Therefore,we focus on firms operating in different lines of business.For the purposes of our analysis,the distinction between vertically integrated divisions and un-related divisions is unimportant.In fact,the distortions we want to study may arise whenever different organizational units operate within the same hierarchy,so long as at least one dimension of their operations~e.g.,raising and allocating resources!is integrated.Our model,therefore,does not apply to a leveraged buyout fund,where each subunit is a firm that operates sep-arately from the other subunits on every dimension,including financing~see Jensen~1989!!.A.TimingConsider a world with four dates,0,1,2,and3.A firm is composed of two divisions,A and B,each of which is headed by a manager who,for simplicity, will be thought of as representing the entire human capital of her division. Each manager wants to maximize the surplus that accrues to her division at date2.We assume,by contrast,that headquarters maximizes the surplus created by the entire firm.8The two divisions interact on three dimensions.At date0,the headquar-ters can reallocate resources between the two divisions.At date1,divisions choose investments.The type of investment chosen affects the“property right”a division has on the cash f low produced because,depending on it,a division may have the opportunity to poach on the surplus created by the other division.At date2,the divisions split the total surplus according to their relative power.Everything is predetermined at date3:Production takes place and surplus is shared according to the date2contract.So date 3is only for completeness.To summarize,the sequence of events is pre-sented in Figure1.We now detail the interactions on the previous three dates.8In Rajan,Servaes,and Zingales~1997!,we model this more precisely by assuming that headquarters controls the physical assets of the firm~which are crucial for production!,and thus gets a share of the total surplus in bargaining with the divisions.If we assume that headquarters first bargains with the divisions after which the divisions further subdivide the surplus,headquarters will always get a constant share of the surplus,and hence has an in-centive to maximize the surplus created by the firm.The Cost of Diversity41Figure1.Timing of the events.B.Resources and TransfersEach division j starts with an initial endowment of resources,l0j,that can be invested.We assume that these resources include any potential borrow-ing from outside.The initial level of resources could also be thought of as the resources the division would be able to invest if it were a stand-alone firm. The quantity of these resources are assumed to be limited despite unlimited investment opportunities~see later!because external capital markets are imperfect.For simplicity,we assume that headquarters can transfer all of a divi-sion’s resources to the other,though we will see that in equilibrium it will not always choose to do so.The total resources division A has available for investment at date1is then l1Aϭl0AϪt,and division B has l1Bϭl0Bϩt.C.InvestmentEach division can allocate its date1resources,l1j,to one of two kinds of investments.One investment is technologically efficient in that it maximizes returns;however,it leaves the surplus exposed to potential expropriation by the other division.Alternatively,the division could make a defensive invest-ment,which protects the surplus created at the cost of lower returns. Some examples are useful to fix ideas.The protective investment could be overly specialized~as in Shleifer and Vishny~1989!!so that only the division knows how to run it.This prevents the project from ever being turned over to the other division.Moreover,the durable resources employed on the project, such as employees,would also become so specialized that they could never be poached by the other division.Of course,the excess specialization would reduce the returns of such a project relative to a more general investment that could be subject to interference by the other division.The protective investment could reduce a division’s dependence on the other division.One of the authors once worked in a commercial bank with three subunits.One subunit had leased dedicated long-distance telephone lines to connect its representatives in each of the bank’s branches.The lines were barely used and since the subunits shared space in the branches,it would have been a simple matter for the other subunits to share access to the lines and also connect their representatives.Rather than spending resources to42The Journal of Financeaugment the common usage of the existing lines~efficient!,the other sub-units decided to lease their own lines~protective!because they felt their dependence on the first subunit would compromise their ability to bargain over issues such as transfer prices for funds.The protective investment could be one that stays within the well-defined turf of a division,even though it is efficient for the division to venture out.Bertelsmann,the German conglomerate,had separate divi-sions for publishing and new media.The development of book sales through the Internet provided a wonderful opportunity to the book division,as well as a substantial threat to its existing business.Yet the book division ig-nored the opportunity,preferring to focus on book sales through traditional channels,which were clearly its protected turf,and ignoring the efficient Internet investment that could well become part of the new media divi-sion’s empire.9Let the gross return at date3per dollar invested in efficient investment at date1be a j.Since defensive investments are wasteful of resources,the gross return to them is then a jϪg,where g is a positive quantity.To tie our hands,we assume that there are no savings or diseconomies from joint production.We only assume that if two divisions are under common ownership,resources can be reshuff led between the two.As we shall show,this reshuff ling has a positive side~the possibility that re-sources can be reallocated to their highest value use as in Stein~1997!! and a negative side~that a division may distort its investment in order to obtain“property rights”in the surplus it creates!.Thus,both the benefits and costs of a diversified firm spring from the same source:the use of power rather than arm’s length contracts to govern transactions within the firm.D.ContractibilityAccounting controls can ensure that the funds transferred to a division are invested,but a division~and the headquarters!cannot contract on the type of investment that is to be made by the other division.Myers~1977!has a detailed discussion as to why it is difficult to contract on investment;the nature of the“right”physical investment is based on the division’s judgment about the state,which is hard to specify ex ante or verify ex post.Also,much of the investment may not be in physical assets but may enhance the divi-sion’s human capital which,again,is hard to contract upon.We also make another assumption that is standard in the incomplete con-tract literature~see Grossman and Hart~1986!!:The surplus that is to be produced at the final date cannot be contracted on before date2because the state will be realized then and the state-contingent surplus that will be pro-9See the survey in The Economist,November211998,p.10.The Cost of Diversity43 duced may be hard to specify up front.As shown by Hart and Moore~1999!, this incompleteness of long-term contracts can be rationalized in a world where all contracts can be renegotiated.At date2,however,after the uncertainty about the state that will prevail is resolved,it is possible to strike deals,after bargaining,over the division of date3cash f low.Date3is separated from date2only for expositional convenience,and these dates could be thought of as very close together so that the deals could be thought of as enforceable spot deals.E.Date2PayoffsA divisional manager who chooses the defensive investment ensures that the surplus his division creates is well protected against any actions by the other division.Moreover,since the investment does not consume all his time and resources,he can attempt to poach on the surplus created by the other division if the other division made the efficient,albeit unprotected, investment.Thus,if each divisional manager chooses the defensive investment,there is no room for power seeking inside the firm and each division will retain its product—that is,~a jϪg!l1j.If one divisional manager,say A,chooses the defensive investment and B does not,then A will have the opportunity of trying to grab some of B’s surplus.If A attempts such a grab,B can defend himself,but at substan-tially greater cost than if he had chosen the defensive investment up front. Specifically,a fraction of the surplus produced by B is dissipated in ex post jockeying for advantage.The payoff B gets is then~a BϪu!l1B where u.g. For simplicity,we assume that the surplus division A grabs is almost fully matched by its cost of poaching,and it gets~a AϪg!l1Aϩe where e is a small number.Finally,if both divisional managers choose the technologically efficient investment,both are fully involved in productive activity,and neither has the time to poach.Of course,knowing this,neither bothers to defend.Thus, when both divisions choose the efficient investment,dissipation will be avoided and we assume the total surplus~a A l1Aϩa B l1B!is split equally between the two divisions.10The assumption of equal split is not crucial.We will discuss the robustness of the result to changes in this assumption in Section II.D.1110That headquarters does not get any of the surplus is only for simplicity.None of our results would be changed if headquarters gets a constant fraction of the surplus because of its control of the firm’s physical assets~see footnote7!.11It is possible to formalize all this.For example,let poaching consume real resources.Skaper-das~1992!shows that when the opportunity cost of poaching is high,cooperation~i.e.,no poach-ing!is an equilibrium.When division A makes the defensive investment and division B does not,A’s opportunity cost of poaching is low since the defensive investment has low returns.By contrast,when A makes the efficient investment,the opportunity cost of poaching is high,and both divisions would be content not to poach.44The Journal of FinanceF.First BestIdeally,all the resources should be transferred to the division with the highest return a j.12This division should allocate all the resources to the efficient investment.As we will show,resources may not all be transferred to the division with the highest use for them because such a transfer can destroy the division’s incentive to make the efficient investment.In what follows,we will examine how transfers and allocations are distorted away from the first-best.II.Equilibrium ImplicationsGiven the anticipated payoffs from date2bargaining,at date1division j ~jʦA,B!has the incentive to make the efficient investment if division k is expected to do so,and1Ϫ@a j l1jϩa k l1k#Ն~a1jϪg!l1j.~1!2Since a similar inequality should hold for division k also,both divisions have the requisite incentives if1Ϫ@a j l1jϩa k l1k#ՆMax@~a1jϪg!l1j,~a1kϪg!l1k#.~2!2It is easily checked that this is a necessary and sufficient condition for the efficient investment to be an equilibrium at date1.Now let us effect a sim-ple change of variables so that b jϭa jϪg.Furthermore,without loss of generality,let b j l1jՆb k l1k.Then the right-hand side of inequality~2!sim-plifies to b j l1j and the whole expression can be rewritten asg~l1jϩl1k!Ն~b j l1jϪb k l1k!.~3!For a fixed total amount of resources,~l1Aϩl1B!,this inequality implies that the product of resources and potential returns cannot be too diverse across divisions.The intuition is straightforward.Division j~which is the division that can contribute the most to surplus in the following period!will choose the effi-cient investment only if division k contributes enough surplus to make it worthwhile.Division k will not be able to contribute enough if its resource-weighted opportunities,b k l1k,are small relative to j’s.If so,division j will not make the efficient investment,and neither will k.Therefore,too much diversity in potential contributions to the common pool will lead to a break-12Of course,in practice,returns will not be constant with scale.Some resources will be retained by the division with lower a j so as to undertake essential investments such as maintenance.。

公司多元化经营外文文献及文献综述

公司多元化经营外文文献及文献综述

本份文档包含:关于该选题的外文文献、文献综述一、外文文献标题: The effects of institutional ownership on the value and risk of diversifiedfirms 作者: Mohammad Jafarinejada, Surendranath R. Joryb, Thanh N. Ngoc, 期刊: International Review of Financial Ana lys is (Volume 40 2015): 207-219年份: 2015The effects of institutional ownership on the value and risk of diversified firmsAbstractWe study the link between institutional ownership and firms' diversification strategy, value and risk. Our sample includes US-listed firms with segment data from 1998 to 2012. We find that not a ll kinds of diversification are value-destroying; unlike industria lly-diversified firms, global single-segment firms are trading at a premium relative to their imputed va lue. The presence of institutional investors and the stability of their shareholdings positively influence the likelihood that a firm is diversified. The proportion (volatility) of institutional ownership is higher (lower) among diversified firms compared to domestic s ingle-segment firms. More importantly, the higher the proportions of institutional shareholdings, the higher the excess value of the diversified firm and the lower the firm idiosyncratic risk. Institutional ownership volatility, on the other hand, is inversely related to a firm excess value but positively related to its idiosyncratic risk. Thus, the presence of long-term stable institutional investors enhances the value of diversified firms. Our findings remain robust to various model specifications and estimation techniques. Ke yw or ds: Institutional ownership; Corporate diversification; Diversification discount;1.IntroductionThe effect of diversification on firm value continues to attract considerable research interest. There are two main types of diversification: product- and geographic diversification (Vachani, 1991 and Martin, 2008). Product diversification refers to the degree to which firms are involved in different industries (we refer to them asbusiness segments). Geographic diversification refers to the extent to which firms are involved in different countries (we refer to them as geographic segments). Bodnar, Tang, and Weintrop (1997) find that global diversification is associated with higher firm value. In contrast, Denis, Denis, and Yost (2002) find that diversification decreases firm value. Other studies that suggest that diversification adversely affects firm value include Berger and Ofek (1995), Fauver, Houston, and Naranjo (2004); a nd Kim and Mathur (2008).Corporate diversification is appealing to investors. Under the premise that corporations are better at diversification than shareholders, corporate diversification should lower shareholders' investment risk at a fraction of the cost incurred by individual investors (see Agmon and Lessard (1977); Doukas and Travlos (1988); Harris and Ravenscraft (1991);Sanders and Carpenter (1998)). However, the diversity of operations at conglomerate firms makes it harder for ordinary investors to monitor them (Fatemi, 1984), opening the possibility for management to pursue self-interest objectives at the expense of the shareholders (Palich, Cardinal, & Miller, 2000). Such agency problems will reduce shareholders' return on investment and/or increase their risk. As a consequence, if there is a group out there who is better at monitoring managers, it is better to follow their lead. Jensen and Meckling (1976),and Shleifer and Vishny (1986) suggest that large investors could well be that group. We propose to consider the contribution to firm value and risk brought about by such an important group of investors at diversified firms, i.e., institutional investors.Institutional investors —inc luding mutual funds, hedge funds, pension funds, banks and insurance companies —are leading players in the financial markets as well as the primary owners of US corporate equity (Gillan & Starks, 2000). Estimates of their shareholdings at US firms range from 35% in the 1980s and 60% in the 2000s to 66% by the end of 2010. Given the size of their equity investments, they tend to exert considerable pressure on management to create wealth for investors (see also, Shleifer and Vishny (1986)). Jarrell and Poulsen (1987), Brickley, Lease, and Smith (1988); Agrawal and Mandelker (1990) suggest a direct link between institutional investors and shareholders' wealth. Consequently, managers pay a lot of attention tomeet the financial targets set by these investors (Easley and O'hara, 1987, Kyle, 1985 and Clay, 2002). Actions taken by the investors tend to generate a lot of press and media attention, especially at large and diversified firms. Many institutional investors believe that diversified firms can generate more profit by restructuring their divis ions; examples include campaigns by investors demanding restructuring at big firms like PepsiCo, Sony, Timken, and McGraw-Hill.Do institutional investors —as effective monitors of firm performance —support diversification and add value to diversified firms by virtue of their presence? We attempt to answer the question and analyze the importance of two measures of institutional ownership on diversified firms' value and risk, i.e., the proportion of the shares held by the institutional investors (IOPr) and the institutional ownership volat ility (IOV). The first measure is extensively used in the literature, though mostly focused on domestic firms. An emerging literature on the effects of institutional ownership on firm value suggests that in addition to the proportion of shares held by investors, it is equally important to consider institutional ownership stability. They argue that not all institutional investors stay with a firm for the long-term. Some are short-term and would leave at the first s ign of trouble. E lyasiani and J ia (2010),and Ca lle n and Fa ng (2013)ar gue that ―stable‖institutiona l inves tor s are m ore incentivized to monitor target firms and improve shareholder welfare.To the extent that diversification destroys value while institutional investors add value, we test whether their presence at diversified firms adds value. We hypothesize that diversified firms w ith higher proportions of shares held by institutional investors(IOPr) and lower variability in the proportions (IOV) are associated with higher excess values. Similar ly, we posit that firm risk is inversely related to IOPr and positively related to IOV. Managers would be under scrutiny not to cripple the firm with non-value added diversifications when more shares are held by institutional investors (IOPr). Conversely, if a firm pursues the wrong type of diversification, then there is little reason for the investors to hold onto their shares. Thus, we should observe a higher volatility in institutional shareholdings (IOV) among this subgroup of firms.We examine the universe of firms listed in COMPUSTAT from 1998 to 2012. We break the universe of COMPUSTAT firms into four groups: (i) domestic single-segment firms (DS), (ii) domestic multi-segment firms (DM), (iii) global single-segment firms (GS) and (iv) global mult i-segment firms (GM). We find that unlike domestic firms, the trend is to go global, i.e., we observe a fall in the number of domestic firms and a rise in the number of global firms over time. We find that not all kinds of diversification are associated with negative excess values. As opposed to industrially-diversified firms, global single-segment firms trade at a premium relative to their matched domestic s ingle-segment firms. The idiosyncratic risk levels are l ower for diversif ied firms compared to domestic s ingle-segment firms.The proportion of shares held by institutional investors (IOPr) is higher and the volatility in those proportions (IOV) is lower at diversif ied firms compared to domestic single-segment firms. Using probit regressions, we find that the likelihood to diversify is pos itively associated with the proportion of shares held by institutional investors (IOPr) and inversely related to its volatility (IOV).Univariate analyses suggest the existence of a positive relationship between IOPr and firm's excess value and an inverse relationship between IOPr and firm's idiosyncratic risk. Conversely, IOV is inversely related to excess value and positively related to idiosyncratic risk. The evidence suggests that there exists a significant relationship between the presence of long-term stable institutional investors and the ability of diversified firms to create wealth.Consistent with the univariate findings, the coefficient of IOPr is positive and that of IOV is negative in panel f ixed-effect regressions of firms' excess values. The coefficients of DMand GM, representing domestic multi-segment firms and globally diversified multi-segment firms, respectively, are both negative and highly significant. On the other hand, globa l single segment (GS) firms are associated with higher excess values.In regressions of firms' idiosyncratic risk, the coefficients of IOV and IOPr are positive and negative, respectively, suggesting that firms with lower proportions of equity held by institutional investors and higher volatility in that proportion areperceived as riskier and carrying more idiosyncratic risk. Overall, the empirical evidence suggests that diversified firm value is linked to investors with considerable and stable shareholdings. Furthermore, the absence of stable, long-term institutional investors increases the idiosyncratic risk of diversified firms. Our empirical findings are robust to alternative control variables, various model specifications and estimation techniques.Beyond complementing and extending the literature on the diversification discount, this study also contributes to the emerging literature on the role of institutional ownership stability on firm governance and performance. To the bestof our knowledge, our study is the first to assess the impact of institutional ownership stability among diversified firms. We consider the effect of institutional investors in lessening the diversification discount. We also examine the link between institutional investors and firm risk. The remainder of the paper is organized as follows. Section 2 reviews the literature and formulates the hypotheses. Section 3presents the data. Section 4 presents the methods used. We present and discuss the findings in Section 5, and conclude the paper in the final section.2.Literature review and hypotheses developmentAt the firm leve l, institutional investors tend to resist counterproductive strategies while supporting beneficial ones, especially shareholder driven ones (Bethel and Liebeskind, 1993, Hill and Snell, 1988, Holderness and Sheehan, 1985 and Mikkelson and Ruback, 1991). They tend to lobby senior executives to implement restructuring strategies that are beneficial to all the shareholders (see also Bethel and L iebeskind (1993)). Attig et al. (2012)argue that long-term institutional investors have greater incentives and efficiencies —economies of scale in the collection and processing of corporate information —to engage in effective monitoring, which in turn mitigate the asymmetric information dilemma and a ssociated agency problems.Barclay, Holderness, and Pontiff (1993) find that investors va lue the skills and demands of block purchasers and that firm value increases follow ing a block trade.They document a high turnover in management following these trades and a decline in firm va lue when the block holders either fail to achieve control and/or face resistance from management. Navissi and Naiker (2006) find that shareholding by active institutional investors of up to 30% positively influences corporate value. Beyond30%, the ownership tends to reduce firm value, which suggests that there exists a non-linear relationship between the two. When these shareholders become too large, there exists a signif icant risk that they will join forces with management to safeguard their common interests at the expense of the other shareholders, especially minority/individual ones. The authors find that passive investors do not affect firm value. Cornett et a l. (2007) find that the percentages of institutional investor involvement in a firm, as well as their numbers, are associated with better operating cash flow returns. However, the findings only hold when the investors have no business relation w ith the firm; else there is no significant relationship between institutional investors and firm performance.In theory, a conglomerate firm with multiple business segments should trade at the same price as the sum of the individual segments as standalone businesses. Yet, the literature finds that this is rarely the case. This inequality is due to asymmetric information and agency conflicts along the lines explained by M yers (1984); Myers and Majluf (1984). However, recent studies on institutional ownership and stability suggest that institutional investors can help solve such problems. We study whether the involvement of institutional investors can turn the fortunes of diversified firms given the evidence of a diversification discount (Fauver et al., 2004, Jory & Ngo,2012).H1.There exists a positive relationship between diversified firms' value and the proportion of the shares held by institutional investors.Nonetheless, not all institutional investors are equally motivated to ensure the long-term well-being of a firm. There exist some investors with an interest in short-term trading, quick profits and turnaround. They are not w illing to incur long-term monitoring costs and are not interested in monitoring firm'smanagement. Callen and Fang (2013) review some scenarios suggestive of a short-term bias. In the first case, the cost of monitoring far exceeds the combined costs of selling the shares and investing in another company. Second, many institutional investors hold well-diversif ied portfolios that do not require them to monitor actively every company in their portfolio. Third, the benefits of short-term gains far exceed those of long-term investing. With their constant buying and selling, these investors cause a lot of variability/volatility in the proportion of shares held by them in the company. Thus, we hypothesize that for value creation, stable institutional investors are more desirable than transient ones.H2.There exists an inverse relationship between firm value and institutional ownership volatility.Institutional investors tend to be large ones buying signif icant stakes in the companies they invest. Given the size of their investments, they pay particular attention to the risk-taking activity at target firms, and they have sufficient influence to lobby senior executives to sway risk-taking decisions in their favor. We hypothesize that the presence of these investors would dissuade managers from taking excessive idiosyncratic risks —for instance, engaging in unrelated diversification abroad where the managers have little know ledge of, thus increasing the risks the firm faces.Institutional investors have their own stakeholders to satisfy —for instance, pension funds and insurance companies have to make regular payments to their subscribers — and they would resist changes that would disrupt those relationships. To the extent that their required return on investment is linked to changes in the value of the firm, they would withstand actions that would increase the variance of the firm returns and adversely affect its ability to pay dividend. This would also be true for institutional investors who have selected targets based on their current business strategies and are satisfied with the status quo; those who lack the expertise and/or incentives to monitor new ventures and risky undertakings; and, investors whose wealth is concentrated in the target company.There are two types of risks faced by a firm, i.e., market and idiosyncraticrisks.Management can more directly affect the latter. Thus, for the purpose of our study, we consider a firm's idiosyncratic risk. To minimize its impact on the value of their equity investment, we test the hypothesis that the presence of institutional investors helps to m inimize idiosyncratic risk.H3.There exists an inverse relationship between firm idiosyncratic risk and the proportion of shares held by institutional investors.Financial markets comprise investors and traders of different time horizons (Malagon, Moreno, & Rodriguez, 2015). Investors engaging in frequent trading are more interested in short- rather than long-term gains. They could lobby for makeshift corporate changes at the expense of changes that would have benefited all the shareholders in the long run. Their presence will a lso do little in alleviat ing the risks associated with misalignment of objectives, opportunistic behavior and earnings management at the investee firm and, consequently, accentuate the firm's idiosyncratic risk. Frequent trading in the shares of a firm — caused by short-term traders — will lead to an increase in the volatility of the proportions of shares held by its investors. Conversely, long-term investors — those who are more like ly to buy and hold and cause less volatility in the proportions of shares held by investors —are more incentivized to monitor firm activities and improve shareholder value. Thus, we test the hypothesis that there exists a positive association between the volatility in the p roportions of shares held by investors and a firm's idiosyncratic risk.H4.There exists a positive association between firm idiosyncratic risk and institutional ownership volatility.3.DataOur sample of firms is from the COMPUSTAT database and our sample period starts in 1998 and ends in 2012. We define a diversified firm as one that reports data on the industry and/or geographic segments in the COMPUSTAT segment data tapes. Similar to He (2009), we start the sample period in 1998 because the Financial Accounting Standards Board (FASB) issued SFAS 131 in 1997, which significantlyaffects the way businesses report segment data.Following, we exclude the follow ing firms from our sample: (i) firms with SIC codes 4900–4999 (i.e., utility firms) and 6000–6999 (i.e., financial firms) since they are heavily regulated; (ii) firm-year observations with segment sales less than $20 million; and (iii) firm-year observations where the difference between the total sales of all its segments and the reported total sales for the entire firm i s greater than 1%. We further obtain accounting and financial data from COMPUSTAT, ownership data from Thomson Financial and stock price data from the Center for Research in Security Prices (CRSP) databases. The Thomson Financial database reports institutional 13F common stock holdings and transactions. It includes common stock holdings and transactions of institutional money managers where holdings of the managing company /filer's level are as per the 13F filing itself. It covers all NYSE,AMEX, NASDAQ common stocks and includes all managers filing 13F reports w ith the SEC.We present the sample descriptives in Table 1. We break the sample into four groups as follows: domestic single-segment (DS, i.e., not diversified), domestic multi-segment (DM, i.e., industrially diversified only), global single-segment (GS, i.e., geographically diversified only) and global mult i-segment (GM, i.e., both industrially and geographically diversified). The trend is toward more globally diversif ied firms; from 18% in 1998, their proportion as a percentage of the entire sample increases to 33% by 2012. We have 53,481 firm-year observations obtained from 11,882 firmsdistributed as follows, 63% DS, 12% DM, 15% GSand 10% GM firms.4.Methodology4.1.Measuring excess valueTo explore the valuation consequences of diversification, we use the same measure of excess value as in Berger and Ofek (1995); and Bodnar et al. (1997). The excess value of firm i is calculated as the natural log of the ratio of the firm's market v alue to its imputed value.4.2.Measuring idiosyncratic riskTo compute a fir m's idios yncra tic risk we use the Fama and French,1992 and Fama and French, 1993 model and add the excess return on a world portfolio to the equation as follows (see also Stulz (1999)):5.Results5.1.Probit regressionsWe model a firm's propensity to diversify as a function of the characteristics of the firm, its industry, its macroeconomic environment and, more importantly, the institutional ownership variables of IOPr and IOV. Table 2 reports the probit estimates from two different models. Model (1) contains the IOPr variable while Model (2) c ontains both the IOPr and the IOVvariables.value of the coefficient representing the variable IOPr is positive and statistically significant. Conversely, the value of the coefficient IOV is negative and statistically signif icant. The margina l effects of IOPr and IOV are positive and negative,respectively. Thus, diversified firms are associated with higher proportions of institutional ownership and lower volatility in that ratio over time.We also find that the odds that a firm is diversified are positively associated to: firm size (ln(AT)), profitability (EBITS), being listed on a major US stock exchange (MAJOR), the number of diversified firms in the industry (NUMDIVF), the proportion of sales generated by diversified firms (PrINDS), and the number of M&As occurring in the industry (NUMA). Conversely, capital-intensive firms (CAPX), growth firms as measured by the Q ratio, as well as growth industries (INDUSTRYQ), growth in GDP (GDPGr) and the industry's dollar amount of deals (VOLMA) are inversely related to a firm's propensity to diversify.5.2.Excess value and idiosyncratic risk of diversified firmsWe present the mean and median excess values of industrially- (i.e., DM, GM) and geographically diversified (i.e., GS, GM) firms in Table 3. We compare the excess values to that of the sample of DS (i.e., domestic single-segment) firms and various portfolios comprising DS firms. More precisely and following Villalonga (2004), we calculate each firm's predicted probability to diversify using the probit model of Eq. For each diversified firm, we form a portfolio comprising domestic single-segment firms w ith probability values from the same quartile. Since we run two versions of theprobit model, we present our findings based on two portfolios of matched domestic single-segment firms (i.e., portfolios 1 and 2, respectively) for every diversified firm.The excess values of DM (mean of − 8.20% in Panel A) and GM (mean of 16.20% in Panel C) firms are significantly lower than the corresponding values of both portfolios of matched domestic single-segment firms. Thus, industrial diversification is associated with lower excess values. Conversely, the excess values of global single segment firms (GS firms in Panel B) are positive and significantly higher than those of domestic single-segment firms. Our findings are consistent with Denis et a l. (2002), Kim and Mathur (2008); and Jory and Ngo (2012).We also compare the idiosyncratic risks of the four groups of firms. The idiosyncratic risk measures of the diversified firms (i.e, DM, GS and GM firms) are all significantly lower compared to either the sample of domestic single-segment firms or matching portfolios of domestic s ingle-segment firms. The combination of different business and/or geographic units leads to a portfolio effect that dampens the individual risk of each unit causing a diversified firm to report lower risk measures.5.3.The percentage of shares owned by institutional shareholders (IOPr) and the volatility of institutional ownership (IOV)We present the values of IOPr and IOV by diversification type in Table 4. We compare the figures with various subsamples of DM firms. The mean and median IOPr figures are 21% and 7%, respectively for domestic single-segment firms, i.e., non-diversified firms. In contrast, the proportion of company shares held by institutional investors is higher among diversified firms (both industria lly- and geographically-diversified firms). For instance, the mean values of IOPr at DM, GS and GM firms are 39%, 52% and 56%, respectively. The corresponding median figures are 38%, 57% and 64%, respectively. Thus, institutional investors hold a higher proportion of the shares at diversified firms when compared to non-diversified ones.6 ConclusionWhile single-segment domestic firms still dominate the corporate landscape, we observe a gradual decline in their numbers and an increase in the frequency ofglobally-diversified firms. We find that not all kinds of diversification are value-destroying and that global single-segment firms trade at a premium compared to matched domestic single-segment firms. Industrially-diversified firms though (either domestic or global) are associated with lower excess values. Nonetheless, the combination of the different business and/or geographic units exerts a portfolio effect that causes the overall enterprise risk to decline causing diversified firms to report lower risk measures compared to domestic single-segment firms.We provide empirical evidence that institutional ownership is a core value driver of diversified firms. They are associated with higher levels of institutional shareholdings and more stable shareholdings over time. The proportion and stability of institutional ownership are positively related to firm value and inversely related to its idiosyncratic risk. Our results indicate that the presence of long-term stable institutional investors is a source of value for diversified corporations.二、文献综述公司多元化经营文献综述摘要公司多元化经营的相关问题是近年来公司战略管理、产业经济学和公司金融领域的一个研究热点,也是一个在理论界颇具争议的话题。

基金词汇中英对照

基金词汇中英对照

基金词汇中英对照基金词汇中英对照在平凡的学习、工作、生活中,大家都接触过很多的词汇吧,那么关于基金的词汇你又知道哪些呢?以下是店铺精心整理的基金词汇中英对照,仅供参考,欢迎大家阅读。

基金词汇中英对照 1效率前缘 Efficient Frontier高收益 High Yield基金公会 HKIFA基金经理 Fund Manager基金销售文件 Prospectus基准 Benchmarks被动式管理 Passive Management离岸基金 Offshore Fund最大跌幅 Maximum Drawdown揣测最佳时机 Market Timing期货管理型基金 Managed Futures短仓 /淡仓 Short Position跌势差 Downside Deviation雇主供款 Employer Contribution雇员供款 Employee Contribution新高价 High-On-High Basis新兴市场 Emerging Markets新兴市场基金 Emerging Markets Fund管理费 ManagemantFee增长和收入基金 Growthand Income Fund严格评估 Due Diligence买入价 Bid Price买卖差价 Bid-offer Spread传统基金 Traditional Fund债券基金 Bond Fund单一对冲基金 Single Strategy Hedge Fund单位 Unit单位信托基金 Unit Trust卖出价 Offer Price奖励费 Incentive Fees对冲 Hedge对冲基金 Hedge Fund对冲基金的基金 Fund Of Hedge Funds (FoHFs) 对冲基金指引 Hedge Funds Guidelines开放式基金 Open-end Fund强制性供款 Mandatory Contributions强积金 Mandatory Provident Fund Scheme-MPF 总回报 T otal Return标准差 Standard Deviation环球宏观 Macro Funds环球基金 Global Fund绝对回报 Absolute Return认可基金 Authorised Funds认沽期权 Put Option/Put认股权证基金 Warrant Fund认购期权 Call Option/Call证券借出 Stock Lending贝他系数 Beta资产分配 Asset Allocation资产净值 Net Asset value-NAV赎回 Redemption赎回通知期 Redemption Notice Period赎回费 Redemption Fee赎回费 / 买入费 Redemption Price / Bid Price 进取型的投资管理 Aggressive Growth进取型增长基金 Aggressive Growth Fund长 / 短仓持股 Long/Short Equity长仓 / 好仓 / 持货 Long Position预设回报率 Hurdle Rateh主动式管理 Active ManagementCalmar 比率 Calmar RatioSharpe比率 Sharpe RatioSortino比率 Sortino Ratio入息基金 Income Fund子基金 Baby Funds/Underlying Funds已调整风险回报 Risk-adjusted Return互惠基金 Mutual Fund公积金计划 Pension Plan分散投资 Diversification主要经纪 Prime Broker可换股债券套戥 Convertible Bond Arbitrage 另类投资 Alternative Investment市场中立 Market Neutral平均成本效益 Dollor-cost Averaging再投资 Reinvestment合并套戥 Merger Arbitrage地区基金 Regional Fund如计划为伞子基金 Umbrella Fund有限责任 Limited Liability自愿性供款 Voluntary Contributions行业/主题基金 Sector/Theme Fund价值型管理 value均衡基金 Balanced Funds投资年期 Time Horizon投资组合 Portfolio投资顾问 Investment Adviser杠杆 Leverage/Gearing杠杆借贷比率 Leverage Ratio每日估值 Daily Valuation每年回报 Annual Return供款 Contribution受压 / 濒临破产的' 证券 Distressed Securities定息工具套戥 Fixed Income Arbitrage定息基金 Fixed-income Fund承受风险能力 Risk T olerance注册地 Domicile沽空 Short Selling波幅 Volatility股份 Share股息分派 Dividened Distributions股票基金 Equity Fund表现费 Performance Fees阿尔法系数 Alpha非认可基金 Unauthorised Fund信托人 Trustee保本对冲基金 Capital Guaranteed Hedge Funds封闭式基金 Closed-end Fund界定利益计划 Defined Benefit Plan界定供款计划 Defined Contribution Plan相关系数 Correlation重大事件主导的投资 Event Driven/Special Situations 首次认购费 Front-end Fee基金词汇中英对照 2Efficient Frontier效率前缘High Yield高收益HKIFA基金公会Fund Manager基金经理Prospectus基金销售文件Benchmarks基准Passive Management 被动式管理Offshore Fund离岸基金Maximum Drawdown 最大跌幅Market Timing揣测最佳时机Managed Futures期货管理型基金Short Position短仓 /淡仓Downside Deviation 跌势差Employer Contribution 雇主供款Employee Contribution 雇员供款High-On-High Basis新高价Emerging Markets新兴市场Emerging Markets Fund新兴市场基金Managemant Fee管理费Growthand Income Fund 增长和收入基金Due Diligence严格评估Bid Price买入价Bid-offer Spread买卖差价Traditional Fund传统基金Bond Fund债券基金Single Strategy Hedge Fund 单一对冲基金Unit单位Unit Trust单位信托基金Offer Price卖出价Incentive Fees奖励费Hedge对冲Hedge Fund对冲基金Fund Of Hedge Funds (FoHFs)对冲基金的基金Hedge Funds Guidelines对冲基金指引Open-end Fund开放式基金Mandatory Contributions强制性供款Mandatory Provident Fund Scheme-MPF 强积金Total Return总回报Standard Deviation标准差Black-Scholes毕苏期权定价模式Macro Funds环球宏观Global Fund环球基金Absolute Return绝对回报Authorised Funds认可基金Put Option/Put认沽期权Warrant Fund认股权证基金Call Option/Call认购期权Stock Lending证券借出Beta贝他系数Asset Allocation资产分配Net Asset value-NAV资产净值Redemption赎回Redemption Notice Period 赎回通知期Redempti。

企业生命周期--外文翻译

企业生命周期--外文翻译

Enterprise life cycle and the enterprise culture choiceN.J:Prentice Hall Journal of Management,2003,(17):191-211.In the 1980s, the American management experts Iraq chuck? Adizes' (IChakAdizes) put forward enterprise dr life-cycle theory, it follows the same with biological enterprise "life cycle" rule, will experience a from birth, growth to aging until death life. Figures show that, 1970 among the fortune global 500 list to 1983, the enterprise should have 1/3 has been extinguished. This list from the enterprise production to decay, average life expectancy is only 40 ~ 50 years old. In Japan and Europe, enterprise's average life cycle of 125 years. In the United States, the enterprise average 62 less than 5 years the life cycle, live can over 20 years of enterprise accounts for only the total enterprises, only two of the 10 businesses can live for 50 years, but the average life expectancy of Chinese enterprises only 7 ~ 8 years old, especially private enterprise, not only average life expectancy is only 2.9 years old, and survival over five years less than 9, more than 8 years of less than 3. Those who once famous enterprise: for this reason, giants, more... After all the brilliance of swamp in acme off bright-coloured, a flash in the pan.Why so many enterprise life cycle is so short? Why then another some enterprise has undergone several hundred years still inheritance evergreen? Scholars have different explain this. Some people think that is the difference, others industrial explanation operational modes for different, still some people find reasons from management system, some people think that entrepreneurs of the pros and cons. Although these claims have certain truth, but seem to have involved in the root of the problem, did not find the enterprise decision. The real reason for heritage evergreen.With the emergence of enterprise culture theory and the unceasing development, the enterprise culture ", "Z theory", "seek advantages", "Japanese enterprise management art" four books published monographs, caused the enterprise culture research upsurge. Enterprise more and more aware of the organizational culture and regulating the important significance of organizational development, more and more profound understanding to an excellent organizational culture on enterprise long-term business and enterprise development plays a potential yet crucial role.Rand corporation, the international management consulting firm McKinsey study found the company, all the achievements are great, the role of enterprise culture is very obvious. Excellent enterprise culture is the world's 500 to the foundation of success. The fundamental causes of longevity and outstanding, is the constant innovation enterprise culture, and maintain its advanced nature. World famous longevity companies have a common feature, which they have a persistent core values, has its unique, enrich and excellent enterprise culture. Enterprise culture is a kind of strength, with the development of knowledge economy, it to enterprise's prosperity and decline will play more and more important role, even the decisive role. Can say, the 21st century enterprise competition between enterprises is the fundamental culture of competition. Who has strength in culture, who has competitive advantage, benefit advantages and development advantage.Although enterprise culture theory is mature and perfect,widely enterprise accepted and us ed.A large enterprise with excellent enterprise culture in the market competition tide the invinci ble position.But,on the other hand is countless companies looking for suits own enterprise cultu re.And some company,because enterprise life cycle and the change of environment,the original enterprise culture has not suitable for enterprise growth,even discourages enterprise from the shackles of sustainable development.Therefore,how to choose conform to the enterprise develo pment needs of the enterprise culture,according to the environment and life cycle changes appr opriate choice of enterprise culture,become a relationship between all enterprises are facing the prosperity of the enterprise major issue.The author thinks that,with inner and outer environment analysis enterprise handhold to gr asp different life cycle,the main contradiction,through the enterprise principal contradiction to c hoose the enterprise culture,is the enterprise culture is the only choice.The marxist handhold the contradiction that things,the law of the unity of opposites laws,is the most fundamental materialist dialectics of rules.The self-contradict reveals the essential contents of the associations with things development intrinsic po wer,is our most basic methods of knowledge.In the enterprise internal,always don't exist countl ess contradiction,these contradictions unceasing development and transformation,formed the e nterprise life cycle goes forward.Contradiction is the enterprise life cycle motivation,the evolutio n of the enterprise life cycle is contradictory results of progressive struggle.On the other hand,e nterprise's various contradictions with enterprise's prosperity and decline success or failure too cl osely.Due to the contradictory nature of the complexity of status,and conditions,the solution of the problem varied also.Only found the right solution,solve the contradictions of the principal co ntradiction,enterprise can unceasingly develop,eventually inheritance evergreen.Different life cycles,each stage the enterprise internal conflict,interest is different,the facin g problems and pressure is different,the main inconsistencies also vary wildly,therefore enterpri se have different also,must choose match different enterprise culture.But because enterprise lif e cycle,each phase of the inherent regularity of enterprise culture of normal performance has ge nerality,although as a means of implement cultural kernel with manifestation can vary,but as the core value orientation and management style still have rules.The life cycle analysis of enterprise pointed out the different stages of the main contradiction formation,conversion and integration,and explains the different stages the features of enterprise culture,thus for enterpris e culture choice the establishment of complete pattern laid a foundation.Enterprise culture choice must follow some principles,can correctly development and imple mentation.There are usually has the following four principles:enterprise life cycle associated wit h enterprise culture choice of principle,the enterprise culture selection and enterprise strategic i nterrelated principle,universality and individuality,carry forward the principle of combining the t radition and the principle of combining the development innovation.Because enterprise life cycle changes is a long-term incremental process,in order to guarantee the enterprise culture choice of maneuverability, achieve successful culture choice,therefore,it is necessary to find some specific timing.Choose t he things change timing reflects the degree.There is a clear changes in the enterprise,mainly in t he enterprise's survival and development of external politics,economy,culture,science and tech nology,and environment that significant changes have occurred,the enterprise quantitative chan ge to qualitative changes conversion,thus mastered the degrees,is something the best timing ch oice of enterprise ually have the following three time:enterprise business performanc e materially changes,enterprise management efficiency is low,the increased examing enterprise external environment materially changes.Enterprise culture choice is a systematic project,pinpoint the breakthrough,is the guarantee success choice.The author thinks that point of enterprise culture,choose from the enterprise,must present roughly as follows three based.Starting from the main contradiction,starting from th e enterprise the fine tradition of the major change,from the enterprise forward.Enterprise culture choice of content including spiritual culture,system culture,material cult ure choice.Enterprise culture spirit layer,system layer and physicality is inseparable,they influen ce each other,interaction,so in enterprise culture when the choice but also from grasping.Enterprise culture type selection is an important link of choice of enterprise culture.Enterpri se culture type varied,according to statistics,the existing scholars put forward about200species of cultural types.How in the dime found in the enterprise culture type suitable enterprise culture type,principal contradiction is a key.In the initial,enterprises are faced with the main contradiction weak strength.Exploration c ulture promotes cautious capital management and bold exploit the competition strategy,and is c haracterized by considering risk/benefit conversion between,clear enterprise this where action, be willing to accept change,dares to innovate,therefore appropriate strength weak start-ups make limited capital investment and a lot of new market development.Meanwhile,explorati on culture emphasize consider risk,advocate through careful explore avoid enterprise,its fickle in to various traps the character also suitable for enterprise flexible coping market risk.In growing up,the enterprise strength has achieved great growth,market share,but increas ed competition,looking around at the a inadvertent,easily lead to enterprise die young.The gro wth of this enterprise faster than the ascension of enterprise entrepreneurs ability,enterprise ma nagement level is low speed has become a major conflict.Often leads to low level management e nterprise decision makers and,on the other hand,even in a bad year successively on market dev elopment,on the other hand,often fall into trap or reckless expansion of diversification.Attackin g culture emphasize struggle and offensive spirit,take"simple foremost",in a variable system cha nges,measures,and continued to speed leap to winning,the first,win in attack.In addition,attac king culture also advocate the dovish,emphasize the orderly development of enterprise,against blind offense,avoid enterprise by hot heads blind investment.At maturity,enterprise management level abundant funds,mature,enterprise function prop erly.But because the enterprise system consummation,the enterprise leaders of the lesser,techn ical personnel and other reasons,the conservative enterprise innovation spirit gradually disappea r.At this time,transformational culture is to solve this principal contradiction best choice.Transfo rmational culture emphasize break existing pattern,praise highly technical innovation and thoug ht innovation,reform the previous system and hierarchy.Through the transformational cultural in tegration,mature can often heavy calls vitality and vigor.In a recession,the enterprise usually suffer from"big enterprise disease",management seri ous rigidity.At the same time,because of long time lost innovation and don't improve,so the pro ducts and technology seriously outdated,losing their competitive ually the enterprise or die,recession or change.Metamorphosis to type culture emphasize aggressive spirit of enterpris e layer,system layer,behavior level and physical comprehensive metamorphosis,through the bod y eliminate enterprise old abuses of reasonable advanced composition,reserves,to create an ent irely new enterprises.Because of the circumstance of the enterprise different,so we can't take some enterprise cu lture type derivative in one type of enterprise.True sense of enterprise culture type choice for ea ch enterprise,it would be the only.Other enterprise successful experience for reference,and can not copy only.Enterprise culture type of choice is more the core competitiveness,management concept,management concept,innovation consciousness choice,suitable for all firms enterprise c ulture type is not exist.Therefore,the enterprise culture type of choice is a dynamic and flexible working,which don't get bogged down in any form and rules,also cannot copy others successful experience.Enterprise culture selection process is a grey hazy set four states of the evolutionary process .In this process,the potential matching enterprise culture type of relevant information constantl y replenish and whiting,finally picked the most appropriate enterprise culture,this evolution cha racteristics based on enterprise life cycle determines the choice of enterprise culture is more tha n a stage decision-making process,gradual.The author put enterprise culture choice can be grouped into,featured, optimization,enterprise culture flexibility management four stages.The first stage:the ly,to many potential enterprise culture for fast filtering,d etermine the candidate goal evaluation.In this phase,the enterprise according to realize the spec ific situation in life cycle,main contradictions analysis to determine the enterprise to the problem s of the enterprise culture,and so as to determine the scope of domain with main the solution of the problem for the principle,according to enterprise culture type matching strategy for prelimin ary screening.Based on the main conflict resolution of potential enterprise culture search strateg y is the key to the stage.Second stage:the selection.According to the first phase of each candidate determined by th e nature of enterprise culture and the contradiction between solution oriented quantified compa re integratedly,further narrowing the scope of candidate enterprise culture.This one phase key li es in the life cycle according to specific principal contradiction,establishing enterprises with the e valuation index system and the characteristic of choice appraisal method.This phase is mainly ai med at specific index system,adopting effective algorithm to evaluate candidate enterprise cultur e,and the candidate with similar evaluation value filter of enterprise culture.Stage3:optimization.According to the life cycle,the main contradiction multi-objective optimization decision analysis,the enterprise culture to integrate different optimization ,finally discovers the optimal enterprise culture.Fourth step:elastic management enterprise culture.This one phase mainly is establishing th e enterprise culture management mechanism,according to the selected enterprise culture in ent erprise operations of the contribution and principal contradiction,the change of dynamic adjust ment to reduce because the opportunism behavior and damage and reduce the current enterpris e culture choice of opportunity cost.To the enterprise culture follow-up assessment and management is the emphasis.In the actual enterprise culture choice process,the enterprise culture choice of process and mode is vary.The author establish the four-stage model is usually sense the steps necessary to enterprise culture choice.In fact,a successful enterprise culture choice and innovation must be a long-term systematic project,must include the following aspects:seize enterprise life cycle and enterp rise principal contradiction this masterstroke,pinpoint opportunity and the breakthrough,deter mine the enterprise culture choice of content,with enterprise actual situation choose enterprise culture type,and according to the four-steps model selection of concrete steps,finally choosing and establish a good enterprise culture.企业生命周期与企业文化选择上个世纪八十年代,美国管理学家伊查克?爱迪思(IChakAdizes)博士提出了企业生命周期理论,认为企业同生物一样都遵从“生命周期”规律,都会经历一个从出生、成长到老化直至死亡的生命历程。

多元化折价的解释 Explaining the diversification discount 作者Campa, J

多元化折价的解释 Explaining the diversification discount 作者Campa, J

EXPLAINING THE DIVERSIFICATION DISCOUNTJose Manuel Campa Simi KediaStern School of Business Graduate School of Business AdministrationNew York University Harvard University44 West 4th Street Morgan Hall 483New York, NY 10012 Boston, MA 02163Phone: (212)998-0429Phone: (617)495-5057Email: jcampa@ Email: skedia@First Draft: November 1998Current Draft: September 2001ABSTRACTDiversified firms trade at a discount relative to similar single-segment firms. We argue in this paper that this observed discount is not per se evidence that diversification destroys value. Firms choose to diversify. Firm characteristics, which make firms diversify, might also cause them to be discounted. Not taking into account these firm characteristics might wrongly attribute the observed discount to diversification. Data from the Compustat Industry Segment File from 1978 to 1996 is used to select a sample of single segment and diversifying firms. We use three alternative econometric techniques to control for the endogeneity of the diversification decision. All three methods suggest the presence of self-selection in the decision to diversify and a negative correlation between firm's choice to diversify and firm value. The diversification discount always drops, and sometimes turns into a premium, when we control for the endogeneity of the diversification decision. We do a similar analysis in a sample of refocusing firms. Again, some evidence of self-selection by firms exists and we now find a positive correlation between firm's choice to refocus and firm value. These results consistently suggest the importance of taking the endogeneity of the diversification status into account, in analyzing its effect on firm value.We thank Philip Berger, Ben Esty, Stuart Gilson, Bill Greene, Charles Himmelberg, Kose John, Vojislav Maksimovic, Scott Mayfield, Richard Ruback, Henri Servaes Myles Shaver, Jeremy Stein, Emilio Venezian and seminar participants at Harvard Business School, 1999 Western Finance Association Meetings at Los Angeles, NBER Summer Conference in Corporate Finance, 2001 European Finance Association meetings at Barcelona, 2001 European Financial Management Association Meetings in Lugano, Cornell University, Georgetown University and Rutgers for helpful comments. We thank Chris Allen and Sarah Eriksen for help with the data. Simi Kedia gratefully acknowledges financial support from the Division of Research at Harvard Business School. All errors remain our responsibility.Firms choose to diversify. They choose to diversify when the benefits of diversification outweigh the costs of diversification and stay focused when they do not. The characteristics of firms that diversify, which make the benefits of diversification greater than the costs of diversification, may also cause firms to be discounted. A proper evaluation of the effect of diversification on firm value should take into account the firm-specific characteristics, which bear both on firm value and on the decision to diversify.Research by Lang and Stulz (1994), Berger and Ofek (1995) and Servaes (1996) show unambiguously that diversified firms trade at a discount relative to non-diversified firms in their industries. Other research confirms the existence of this discount on diversified firms and this result seems to be robust to different time periods and different countries.1 There is a growing consensus that the discount on diversified firms implies a destruction of value on account of diversification i.e. on account of firms operating in multiple divisions.This study shows that the failure to control for firm characteristics which lead firms to diversify and to be discounted, may wrongly attribute the discount to diversification instead of the underlying characteristics. For example, consider a firm facing technological change, which adversely affects its competitive advantage in its industry. This poorly performing firm will trade at a discount relative to other firms in the industry. Such a firm will also have lower opportunity costs of assigning its scarce resources in other industries, and this might lead it to diversify. If poorly performing firms tend to diversify, then not taking into account past performance and its effect on the decision to diversify will result in attributing the discount to diversification activity rather than to the poor performance of the firm.1 Servaes (1996) finds a discount for conglomerates during the 1960’s while Matsusaka (1993) documents gains to diversifying acquisitions in the late 1960's, in the United States. Lins and Servaes (1999) document a significant discount in Japan and UK, though none exists for Germany. The evidence from emerging economies is mixed. While Khanna and Palepu (1999), Fauver, Houston and Naranjo (1998) find little evidence of a diversificationAlso consider the case of a firm that possesses some unique organizational capability that it wants to exploit. Incomplete information may force this firm to enter into costly search through diversification to find industries with a match to its organizational capital. Matsusaka (1995) proposes a model in which a value maximizing firm forgoes the benefits of specialization to search for a better match. During the search period the market value of the firm will be lower than the value of a comparable single segment firm. Maksimovic and Philips (1998) also develop a model where the firm optimally chooses the number of segments in which it operates depending on its comparative advantage. Not taking into account firm characteristics, which make diversification optimal, in this case searching for a match, may again attribute the discount wrongly to value destruction arising from diversification.This does not imply that there are no agency costs associated with firms operating in multiple divisions. Consider the impact of cross sectional variation in private benefits of managers. A firm with a manager who has high private benefits will undertake activities, which are at conflict with shareholder value maximization. Such a firm will be discounted relative to other firms in its industry. Such a manager is also more likely to undertake value-destroying diversification. However, even in this case the observed discount on multi-segment years is partially accounted for by the ex ante discount at which the firm is trading, on account of high private benefits, before diversification. Not taking into account firm characteristics, in this case high agency costs, leads to an over estimation of the value destruction attributed to diversification.In this paper, we attempt to control for this endogeneity of firm’s decision to diversify in evaluating the effect of diversification on firm value. The arguments suggest that the decision todiscount in emerging markets, Lins and Servaes (1998) report a diversification discount in a sample of firms from seven emerging markets.diversify depends on the presence of some firm-specific characteristics that lead some firms to generate more value from diversification than others. Choice of organization structure should therefore be treated as an endogenous outcome that maximizes firm value, given a set of exogenous determinants of diversification i.e. the set of firms characteristics. Evaluating the impact of diversification on firm value therefore requires taking into account the endogeneity of the diversification decision.Controlling for the endogeneity of the diversification decision requires identifying variables that affect the decision to diversify while being uncorrelated with firm value. This becomes difficult as most variables that bear on the diversification decision also impact firm value. We build on the methodology of Berger and Ofek (1995) and the insights of Lang and Stulz (1994) to control for the endogeneity of the diversification decision. As Berger and Ofek (1995), we value firms relative to the median single segment firm in the industry. This measure has the advantage of being neutral to industry and time shocks that affect all firms in a similar way. However, Lang and Stulz (1994) show that industry characteristics are important in firm's decision to diversify.2 We explore the data for systematic industry differences among single-segment and diversifying firms that might help explain the decision to diversify.We first reproduce the results existing in the literature and identify a diversification discount in our sample. Preliminary data analysis shows that conglomerates differ from single segment firms in their underlying characteristics. We control for the endogeneity of the diversification decision in three ways. Firstly, we control for unobservable firm characteristics that affect the diversification decision by introducing fixed firm effects. Secondly, we model the firm's decision to diversify as a function of industry, firm and macroeconomic characteristics.We use the probability of diversifying as an instrument for the diversification status in evaluating the effect of multiple segment operations on firm value. Lastly, we model an endogenous self-selection model and use Heckman's correction to control for the self-selection bias induced on account of firm's choosing to diversify.The diversification discount always drops, and sometimes turns into a premium, when we control for the endogeneity of the diversification decision. The evidence in all three methods indicates that the discount on multiple segment firm-years is partly due to endogeneity. The coefficient of the correction for self-selection is negative, indicating that there is a negative correlation between a firm's choice to diversify and firm value. This supports the view that firm characteristics, which cause firms to diversify, also cause them to be discounted.Finally, we do a similar analysis in a sample of refocusing firms. Comment and Jarrell (1995), John and Ofek (1995) and Berger and Ofek (1996) document an increase in firm value associated with the decision to refocus. Much like the decision to diversify, the decision to refocus is also endogenous: Firms choose to refocus when the presence of firm-specific characteristics, make the benefits of refocusing greater than the costs of refocusing.3 Consider the case when changes in industry conditions generate higher than expected growth opportunities in one segment. This might increase the cost of an inefficient internal capital markets, increasing the cost of operating in multiple divisions and making refocusing optimal. In this case firm characteristics, which make the refocusing decision optimal, i.e. growth opportunities, also cause 2 Lang and Stulz (1994) find that firms that diversify tend to be in slow growing industries. They also report that diversified firms have lower Tobin's q than focused firms, but this difference was driven by differences among firms across industries rather than within an industry.3 In a static model, the above arguments would suggest that when the net benefit to operating in multiple segments is negative, the firm should immediately refocus. In practice, the decision to diversify and refocus involve large amounts of sunk and irreversible costs that lead to a lot of persistence in diversification status. There is yet, no clear understanding of the dynamic theory of firm's diversification status but one can draw an analog from recent theory on irreversible investment decisions (see Dixit and Pindyck (1994). This literature has emphasized that temporarythe firms to be more highly valued. Unlike the diversification decision, the refocusing decision is positively correlated with firm value. Not taking into account firm characteristics prior to refocusing, in this case growth opportunities, may erroneously attribute the associated premium to multi-segment operations of firms. This would lead to an underestimation of the discount associated with multi-segment operations prior to refocusing. Controlling for firm characteristics, which make the refocusing decision optimal, may further increase the discount associated with multi-segments operations of these firms. We document evidence in support of this view.The rest of the paper is organized as follows. In the next section we briefly discuss related literature. Section III describes the data, sample selection criteria and preliminary analysis. Section IV discusses the estimation methodology. Section V presents the evidence for diversifying firms and Section VI does the same for refocusing firms. Section VII concludes.II. RELATED LITERATUREThere is a vast and well-developed literature on the benefits and costs of diversification. The gains from diversification could arise from many sources. Gains to diversification arise from managerial economies of scale as proposed by Chandler (1977) and from increased debt capacity as argued by Lewellen (1971). Diversified firms also gain from more efficient resource allocation through internal capital markets. Weston (1970) argues that the larger internal capital markets in diversified firms help them allocate resources more efficiently. Stulz (1990) shows that larger internal capital markets help diversified firms reduce the under investment problem described by Myers (1977). Stein (1997) argues that the winner picking ability of headquartersshocks can have permanent effects due to hysteresis, which is consistent with an observed discount of multiple segment firms prior to refocusing.may allow internal capital markets in diversified firms to work more efficiently than external capital markets. Gains to diversification also arise from the ability of diversified firms to internalize market failures. Khanna and Palepu (1999) document gains to business group affiliation in India and emphasize the role of diversified groups in replicating the functions of institutions that are missing in emerging markets. Hadlock, Ryngaert and Thomas (1998) argue that diversified firms gain from a reduction of the adverse selection problem at the time of equity issues. Montgomery and Wernerfelt (1988), Matsusaka and Nanda (1994) and Bodnar, Tang and Weintrop (1998) propose gains to diversification based on the presence of firm specific assets, which can be exploited in other markets. Schoar (1999) finds that diversified firms are more productive than within their industry on average, though they still appear to be discounted.There are costs to diversification as well. The costs can arise from inefficient allocation of capital among divisions of a diversified firm. Stulz (1990) and Scharfstein (1998) show that diversified firms invest more than single segment firms in the poor lines of business or in businesses with low Tobin’s q. Lamont (1997) and Rajan, Servaes and Zingales (1997) also report evidence on inefficient allocation of capital within conglomerates. Meyer, Milgrom and Roberts (1992) make a related argument of cross subsidization of failing business segments. The difficulty of designing optimal incentive compensation for managers of diversified firms, also generate costs of multi-segment operations. Aron (1988, 1989), Rotemberg and Saloner (1994) and Hermalin and Katz (1994) show the greater difficulty of motivating managers in diversified firms in comparison to focused firms. Information asymmetries between central management and divisional managers will also lead to higher costs of operating in multiple segments, as has been shown by Myerson (1982) and Harris, Kriebel and Raviv (1982). Lastly, costs of operating in multiple segments could arise on account of increased incentive for rent seeking by managerswithin the firm (see Scharfstein and Stein (1997)) and opportunities for managers of firms with free cash flow to engage in value destroying investments (see Jensen (1986), (1988)). Denis, Denis and Sarin (1997) provide empirical evidence that agency costs are related to the diversification decision. They find that the level of diversification is negatively related to managerial ownership. Hyland (1999) examines firm characteristics including agency costs, and finds no support that agency costs explain the decision of firm’s to diversify.Our focus in the paper is not in identifying any of the above mentioned individual benefits and costs of diversification, but rather to concentrate on the net gain to diversification. Firms are likely to diversify when there are net gains to diversification and stay focused when there are net costs to diversifying. Most importantly for us the above research shows that the benefits and costs of diversification are related to firm-specific characteristics. We control for firm characteristics, which cause firms to diversify i.e. which generate a net gain to multi-segment operations, and isolate the net impact of the diversification decision.Our paper is not the first to take into account the endogeneity of the diversification decision. A growing theoretical literature has been modeling the decision to diversify as a value increasing strategy for the firm. Matsusaka (1995) develops a model in which the firm chooses to diversify when the gains from searching for a better organizational fit outweigh the costs of reduced specialization. Fluck and Lynch (1999) propose that diversification allows marginally profitable projects, which could not get financed as stand-alone entities, to get financed. Perold (1999) models the diversification decision in financial intermediaries and shows that diversification reduces firm’s deadweight costs of capital and so permits divisions to operate on a larger scale than stand-alone firms. Maksimovic and Philips (1998) also develop a model where the firm optimally chooses the number of segments in which it operates, depending on itscomparative advantage. They further show empirically that conglomerates allocate resources optimally, based on the relative efficiency of divisions.There has been other recent empirical work that provides evidences in support of the importance of selection bias and the endogeneity of the diversification decision. Chevalier (2000) finds that even prior to merging, diversifying firms display investment patterns that could be identified as cross subsidization. Whited (1999) finds that after controlling for the measurement problems in Tobins Q , there is no evidence of inefficient allocation of resources in diversified firms. Graham, Lemmon and Wolf (1999) propose that diversified firms are discounted because they acquire discounted firms and Villalonga (2000) finds that with a suitable benchmark the diversification discount diappears.III. DATA3.1 Sample SelectionThe sample consists of all firms with data reported on the Compustat Industry Segment database from 1978 to 1996. We follow the Berger and Ofek (1995) [from here on BO(95)] sample selection criteria and exclude from the sample years where firms report segments in financial sector (SIC 6000-6999), years with sales less than $20 million, years with a missing value of total capital and years in which the sum of segment sales deviated from total sales by more than 1%.4 Additionally, we also excluded years where the firm did not report four-digit SICs for all its segments. The final sample consists of 8,815 firms with a total of 58,965 firm years.3.2 Measure of Excess Value4 Years with segments in the financial services were excluded on account of the difficulty in valuing financial firms using multipliers. Years with sales less than 20 million dollars were excluded to prevent distortions caused by including very small firms.To examine whether diversification increases or decreases value, we use the excess value measure developed by BO (95), which compares a firm's value to its imputed value if each of its segments operated as single segment firms. Each segment of a multiple-segment firm is valued using median industry sales and asset multipliers of single segment firms. The imputed value of the firm is the sum of the segment values. Excess value is defined as the log of the ratio of firm value to imputed value. Negative excess value implies that the firm trades at a discount while positive excess values are indicative of a premium.53.3 Documenting the DiscountIn this section, we document the existence of a discount in line with prior work. We find that the median discount on multi-segment years is 10.9% (11.6%) using sales (asset) multipliers for the entire sample from 1978 to 1996 similar to the discount of 10.6% (16.2%) reported by BO (95) for the years 1986 to 1991. 6 We begin by estimating a model of excess value as specified by BO (95) so as to guarantee that any differences in the final results are not driven by differences in sample or methodology. They model excess value as a function of firm size,5 The imputed value of a segment is obtained by multiplying segment sales (asset) with the median sales (asset) multiplier of all single segment firm years in that SIC. The sales (asset) multipliers are the median value of the ratio of total capital over sales (assets). Total capital is the sum of market value of equity, long and short term debt and preferred stock. The industry definitions are based on the narrowest SIC grouping that includes at least 5 firms. Extreme excess values, where the natural log of the ratio of actual to imputed value is greater than 1.386 or less than –1.386, were excluded. The imputed value using sales multipliers of about 50% of all firms were based on matches at the four-digit SIC code, 26.5% were based on matches at the three-digit SIC code and 23.5% were based on matches at the two-digit or lower SIC code. The results using asset multipliers are similar. This is in line with the results reported in BO (95) of 44.6% matches at the four-digit level, 25.4% matches at the three-digit level and the 30% matches at the two-digit level or lower. See BO (95) for further details on methodology.6 For the years 1986 to 1991, we find that the median multiple segment discount in our sample is 7.6% (10.3%) using sales (asset) multiplier This difference with the BO (95) results is possibly on account of a difference in sample size. The number of firm years, in the period 1986 to 1991, in our sample is 17875 greater than 16181 reported by BO (95). There are 4565 firms in our sample as opposed to 3659 firms reported by BO (95). Our sample size is larger by 1142 (977) observations when using sales (asset) multiplier regressions. This increase in the sample size could arise on two accounts. Firstly, if firms restate their results such that they are no longer excluded due to one or more sample selection criteria, they might be included in our sample while not being included in BO (95) sample. Secondly, Compustat might add firms to the database along with the data for prior years. The largest category in this group (according to Compustat sources) consists of small firms which trade on OTC markets and are added when they change listing or on client request. Our overall sample, from 1978 to 1996, of 8815 firms andproxied by log of total assets, profitability (EBIT/SALES), investment (CAPX/SALES) and diversification, proxied by D, a dummy which takes the value 1 for years when the firm operates in multiple segments and zero otherwise. As seen in Table I, the coefficient of D is –0.13 (-0.12) and significant at the 1% (1%) level when sales (assets) multipliers are used. When we restrict the sample to the years 1986-1991, the coefficient of D is –0.12 (-0.13) using sales (asset) multipliers which is very close to the value of –0.144 (-0.127) reported by BO (95). The estimated discount in our sample is similar to that documented by BO (95).We test the robustness of the estimated discount to model specification by including lagged values of firm size, profitability and investment. Past profitability and investment may control for firm characteristics, which affect firm value. We also include log of total assets squared to control for the possibility of a non-linear effect of firm size on firm value. The coefficient of the square of firm size, is negative suggesting that the positive effect of firm size on excess value diminishes as firm size increases. We also include the ratio of long-term debt to total assets. The results reported in columns 3 and 6 of Table 1, show that the estimated discount is about 11% with both sales and asset multipliers. There is weak evidence that firm’s with high past profitability (high EBIT/SALES) and high past investments (high CAPX/SALES) are valued higher than the median single segment firm in the industry though the coefficients are not significant. Summarizing, multiple segment firms show a significant discount and this discount is robust to the inclusion of additional variables in the valuation equation. We report all results with this extended model. As a comparison, the results with the basic BO (95) model are similar and are discussed in Sections 5.5 and 6.5.3.4 Are multi-segment firms different?58965 observations is similar to the sample of 8467 firms and 58332 observations reported by Graham, Lemmon and Wolf (1999).In this section, we examine the characteristics of conglomerates, which might cause them to diversify. We also examine if conglomerates differ from single segment firms in their underlying characteristics.The 8,815 firms in our sample differ in their diversification profiles. The largest group consists of 5,387 single segment firms, which accounted for 30,284 firm years, as shown in Table II. The rest are firms which report operating in multiple segments at some point in the time period under consideration. These firms will be referred to as multiple segment firms or conglomerates in the paper. Among these multiple segment firms, there were broadly four kinds: Firms which diversify, those that refocus, those that do both and lastly conglomerate firms which do not change the number of segments in which they operate. The largest group consists of1,371 firms (13,133 firm years) which report both increasing and decreasing the number of segments in this time period. The next largest group consists of 873 firms (7,987 firm years) who refocused. There are 606 firms (4,326 firm years) which report diversifying in this period.7 Next we examine the characteristics of single segment and multiple segment firms years. Table III, reports average value of firm size, investment, profitability, leverage, research and development and industry growth rates for the different diversification profiles. Industry growth rate is the increase in industry sales, defined at the two-digit SIC level. SIC classification was obtained from the business segment data. Divisional sales for conglomerates were included in the respective SIC’s for the calculation of total industry sales.8Single segment years of conglomerates are significantly different from single segment firms in their characteristics. Single segment years of conglomerates are bigger, have higher7 Firms were classified using all available data i.e. the years excluded on account of sample selection criteria were also taken into account for the purpose of categorizing firms. This ensures that restructuring activity in years that were excluded from the sample is also taken into account.leverage and lower R&D than single segment firms. This is consistent with Hyland (1999) who finds that diversifying firms have lower research and development expenses. With regard to CAPX/SALES and EBIT/SALES, not only do single segment years of conglomerates differ from single segment firms, but they also differ significantly among them. Single segment years of diversified firms have higher CAPX/SALES and higher EBIT/SALES while single segment years of refocusing firms and firms which both refocus and diversify, have lower CAPX/SALES and lower EBIT/SALES than single segment firms. In summary, firm characteristics differ across single segment years in different diversification profiles.There are also significant differences in the characteristics of multi-segment years of conglomerates. Multiple segment years of diversifying firms tend to invest more in research and development (RND/SALES) than others. They also have higher capital investment(CAPX/SALES) and higher profitability (EBIT/SALES) than multiple segment years of refocusing firms and firms which both refocus and diversify. Conglomerates that do not change diversification status seem to be in mature industries with lower growth industries, have low research and development costs while enjoying a higher profitability (EBIT/SALES) and higher capital investment (CAPX/SALES). Multiple segment years of refocusing firms tend to have the lowest profitability and capital investment. This suggests that difference in characteristics of multiple segment years might be related to the choice of diversification strategy.Next we examine the characteristics of the discount over time and across the different diversification profiles. Table IVa documents the average annual discount from 1978 to 1996 estimated using sales and asset multipliers. There is substantial variation, with the median discount using sales multipliers being as low as –0.058 in 1982 and zero for years 1987 to 1991.8 Total industry sales is a function of firms entering and leaving Compustat, of restructuring activities of firms as well as accounting changes which cause firms to report sales in different SICs over the years. These growth rates。

大学人力资源管理专业英语复习题

大学人力资源管理专业英语复习题

一、选择:(10小题,每小题1分)1、A_____is a citizen of one country,working in a second country,and employ by an organization headquartered in a third country.A. Third-country nationalB. Host-country nationalC. Parent-country nationalsD. Repatriate2、A_____is an employee working for a firm in an operation who is a citizen of the country where the operation is located,but the headquarter for the firm is in another country.A.Third-country nationalB. Host-country nationalC. Parent-country nationalsD. Repatriate3、_____refers to the policies and practices related to managing people in an internationally oriented organization.A. Global human resource managementB. Cultural managementC. Global organizations’staffingpensation management4、Which of the following belongs to retirement security benefits?A. Severance payB. Time-off benefitsC. Unemployment compensationD. Pension plans5、Which of the following doesn’t belong to executives?The_____.A. CEOB. PresidentC. Senior vice-presidentD. Mid-manager6、A pay_____is a collection of date on compensation rates for working performing similar jobs in other organizations.A.SystemB. SurveyC. GradeD. Range7、Which of the following is an inappropriate rater of an employee’s performance?A.his/her supervisorB. His/her peerC.his/her customerD. his friend8、Dd9、Which of the following activities belong to compensation and benefits practices?A.TrainingB. SelectionC.recruitmentD. Job evaluation10、Which of the following activities does not belong to staffing practices?A.SelectionB. RecruitmentC. Employee developmentD. Job description11、Compensation and benefits practices include all but____.pensation planB. BenefitsC. Retirement planD. Termination12、HRM has three major roles in organizations.They are administrative role,operational role and____.A.Staffing roleB.strategic roleC. Diversity managementD. Conflict management13、The job characteristics model developed by Hackman and Oldham identifies five important design characteristics of jobs,of which____affect the meaningfulness of work.A.task identity, variety, and autonomyB.Variety, task identity, and feedbackC.Task identity, task significance, autonomyD.Variety, task identity, and task significance14、Action decisions in surplus conditions include all but____.A.Attrition and hiring freezeB. Early retirement buyoutsC. LayoffsD. Recalling employee15、Action decisions with shortage of employee include all but____.A.Work overtimeB. Recalling previous employeesC. RecruitmentD. Hiring freeze16、____are the external supply pool from which employers attract employees.A. Labor distributionB. Labor demandC. Labor LawD. Labor markets17、Which of the following is the disadvantage of internal recruiting?A.InbreedingB. Increasing moraleC.Lower costD.better assessment of abilities18、Which of the following is the disadvantage of external recruiting?A.Increasing moraleB.InbreedingC. Longer adjustment or orientation timeD. Bringing in new blood19、Which of the following does not belong to internal recruiting methods?A.College and university recruitingB. Job posting systemC. Current employee referralsanizational databases20、Which of the following belong to external recruiting methods?A. Employment agenciesB. Current employee referralsC. Promotions from withinD. Transfers21、Which of the following is not the advantage of Internet recruiting?A. Time consumingB. Costing savingC. An expanded pool of applicantsD. No geographic constrains22、Which of the following belong to personality tests?A. The Big Five personality traitsB. Physical ability testsC. Cognitive ability testsD.Psychomotor tests23、Behavioral interview and situational interview belong to____which use a set of standardized questions asked of all applicants.A. Structured interviewsB. Unstructured interviewsC. Stress interviewsD. Nondirective interview24、In interviewing,the interview should avoid to ask such questions as____.A. Those that are not job relatedB. Those about the applicant’s work experienceC. Those about the applicant’s educationD. Those about his interest25、In the interview,the interviewer should try to avoid____.A.Snap judgments,negative emphasis,halo effect,and stereotypingB.Snap judgments,negative emphasis halo effect,and structured interviewC.Snap judgment,halo effect,and unstructured interviewD.Halo effect structured interview and less structured interview26、The strategic training process include four phases:____.A.Design-assessment-delivery-evaluationB.Assessment-design-delivery-evaluationC.Delivery-delivery-assessment-evaluationD.Evaluation-assessment-design-delivery27、There are different individual learning styles,which include____.A.Visual leaning ,auditory learning,and distant learningB.Auditory learning,tactile learning,and transferring learningC.Tactile learning,visual learning,and transferring leaningD.Auditory learning, visual learning,and tactile learning28、The broadest labor market component is the ____made up of all individuals who are available for selection.A. Labor force populationB. Labor marketC. Applicant populationD. Individuals selected29、The____is a subset of the labor force population that is available for selection using a particular recruiting approach.A. Applicant populationB. Applicant poolC. Individuals selectedD. Labor force population30、The ____consists of all persons who are actually evaluated for selection.A. Applicant poolB. Applicant populationC. Labor force populationD. Labor markets31、____is a type of structured interview that is composed of questions about how applicants might handle specific job situations.A. Situational interviewB. Behavior interviewC. Stress interviewD. Structured interview32、In the ____interview,applicants are asked to give specific examples of how they have performed a certain task or handled a problem in the past.A. behavioralB. situationalC. stressD. less structured33、____interview is a special type of interview designed to create anxiety and put pressure on the applicant to see how the person responds.A. StressB. BehavioralC. SituationalD. Structured二、填空:1、Broadbanding is the practice using fewer pay grades with much broader ranges than in traditional compensation systems.2、Benchmark jobs are jobs found in many other organizations and performed by several individuals who have similar duties that are relatively stable and require similar KSAs.3、The Point method is the most widely used job evaluation method,is more sophisticated than the ranking and classification methods.4、Human capital is the total value of human resource to the organization,sometimes also referred to an intellectual capital.It is composed of the people in the organization and their5、Job description are the documents that14、Performance appraisal is the process of evaluation how well employees perform their jobs when compared to a set of standards and then communicating that information to those employees.15、Procedural justice is the perceived fairness of the process and procedures used to make decisions about employees,including their pay.16、Of the Big Five personality traits,conscientiousness has been found to be related to job success across most organizations and occupations.17、Work sample tests require an applicant to perform a simulated job task that is part of the target job.18、Psychomotor tests measure a person’s dexterity,hand-eye coordination,arm-hand steadiness,and other factors.19、Physical ability test measure individual’s abilities such as strength,endurance,and muscular movement.20、Cognitive ability tests measure an individual’s thinking,memory,reasoning,and verbal and mathematical abilities.21、Many interviewers make a decision on the job suitability of applicants within the first two to four minutes of the interview and spend the rest of the interview looking for evidence to support it.This is called snap judgments.22、In a selection interview,a single negative characteristics may bar an individual from being accepted.This is called negative emphasis.23、On-the-job training is the most common type of training at all levels in an organization.The employee is placed into the real work situation and shown the job and the tricks of the trade by an experienced employee or the supervisor.三、判断:1.A multinational corporation may evolve into a global organization as operations in various countries become more integrated.√2.A global organization may evolve into a multinational corporation as operations in various countries become more foreign.×3.Few HR professionals question that there are important cultural differences between nations that might influence the effectiveness of GHRM.×4.One widely used way to classify and compare cultures was developed by Geert Hofstede,who classified cultural differences in at least five dimensions.√5.An employee stock ownership plan is designed to give employee stock ownership in the organization for which they work.√6.Employee stock options give employees a fixed number of shares of company stock.×mon organizational incentive systems include profit sharing,stock option,and piece-rate system.×8.The drawbacks of team-based incentive include too much focus on what is best individually and may block or inhibit performance of other individuals with whom the employee is competing.×9.The major advantages of the factor -comparison method are its difficulty and complexity,and it is time-consuming to establish anddevelop.×10.The point method of job evaluation requires evaluations to qualify the value of the elements of a job.×11.Job evaluation is designed to ensure the internal equity of the pay system,whereas pay survey is designed to ensure the external competitiveness of the pay system.√12.A pay structure include pay grades and minimum-to-maximum pay ranges.√13.Accurate job descriptions and job specification s are only used in job evaluation,not in pay survey.×14.In compensation,procedural justice can be described as the procedural fairness in the process of determining base pay for jobs,allocating pay increases.and measuring performance.√15.Intrinsic rewards include psychological and social effects of compensation,including monetary rewards.×16.Extrinsic rewards are tangible,including monetary and non-monetary forms.√17.Tangible compensation includes direct and indirect compensations.The most common forms of indirect compensation are base pay and benefits.×18.In performance appraisal interview,it is necessary that both parties agree in all areas.×19.To tie performance to salary or promotion issues is appropriate in performance appraisal interview.×20.Management by objectives(MBO) specifies the performance goals that an individual and her or his manager agree to try attain within an appropriate length of time.√21.22.Human relations training is the training which focuses on the development of the human relations skills a person needs to work well with others.√23.A multinational corporation is one in which an organization has operating units only located in its own country.×24.The orientation and training that expatriates and their families receive before departure do not affect the success of the overseas assignment at all.√25.Job enlargement is increasing the depth of a job by adding responsibilities for planning,organizing,controlling,or evaluating the job.×26.Forced distribution is to rate employees on the basis of some organizationally determined,preexisting distribution of categories.√27.Task identity,feedback and task significance of a job can affect the psychological state of the job incumbent by letting him/her experience responsibility.×28.Skill variety ,task identify and task significance of a job can make the job holder experience meaningfulness of his job.√29.Job fair,professional websites,and employer websites are all E-recruiting methods.×30.Individual incentives reward all members equally on the basis of group output,cost savings,or quality improvement.×31.Job enlargement is not an approach for design,but for job analysis.×32.Many interviewers make a decision on the job suitability of applicants within the first two to four minutes of the interview and spend the rest of the interview looking for evidence to support it.This is called halo effect.×pensation system in organizations must not be linked to organizational objectives and strategy.×34.Extrinsic rewards include praise for completing a project or meeting performance objectives.×35.External recruitment may cause possible morale problems of internal candidates.√36.The job characteristics model identifies six important design characteristics of jobs.×37.Off-site development techniques give individuals opportunities to get away from the job and concentrate solely on what is to be learned.√38.A multinational corporation is one i n which an organization hasoperating units located in foreign countries.√39.Evaluation of training can be done at four levels;reaction,learning,behavior,and results.√40.Internal recruiting many cause “political”infighting for promotion.√41.External recruiting can bring new “blood”and new perspective for the organization.√42.External recruiting may cause the problems of inbreeding.×43.Shorter“adjustment”or orientation time for employees recruited from internal sources.√44.Job-site development techniques give individuals opportunities to get away from the job andconcentrate solely on what is to be learned.×45.Re-recruiting former employees is an internal recruiting method.√46.Promotion and transfers belong to external recruiting method.×47.College and university recruiting is an internal recruiting source.×48.Newspapers,magazines,television,radio and employment agencies are all media source.×49.Executive search firms tend to concentrate their efforts on higher-level managerial positions.√50.Employment agencies primarily deal with higher-level managerial positions.×51.By using internet recruiting,employers may get more unqualifiedapplicants because of broader exposure.√52.An employee stock option is designed to give employees stock ownership in the organization for which they work.×53.The process of shifting an employee from job to job is job rotation.√54.Repatriation occurs when an employee has completed his/her foreign assignments.√55.In expatriation,an organization prepares and sends global employees to their foreign assignments.√四、配对:Advantage 优势Application form 申请表Applicant pool 申请人/团体Applicant population 申请人口(人数)Applicant tracking system 申请人管理系统(申请人跟踪系统)Attrition 人员损耗减缩人员Autonomy自主Background investigation 背景调查Base pay system 基本工资制度Base pay 基本工资Benchmark 基准Benefits 福利Big Five personality traits 五大人格特质Career placement office 就业指导中心Cognitive ability test 认知能力测试Collectivism 集体主义Commitment 承诺Compensation plan 薪酬方案Current employee referral 当前员工推荐Delphi technique 德尔菲法Demographics 人口统计Demotion 降级Disadvantage 劣势Distance learning 远程学习Diversity 多样性Downsize 裁员Early retirement buyout 提早退休买断Economic factor 经济因素Employee referrals 员工推荐Employee stock option 员工股票购买权Environment scanning 环境扫描E-recruiting 电子招聘Executive perquisites 行政特权Executive search firm 猎头公司Expatriation 移居外国External hire 外部雇佣External supply 外部供给Inbreeding 近亲繁殖Individualism 个人主义Intellectual capital 智慧资本Internal assessment 内部评价Internal supply 内部供给Interview 面试Job analysis 工作分析Job board 工作台Job Characteristics Model 工作特性Job description 工作描述Job design 工作设计Job enlargement 工作扩大化Job enrichment 工作丰富化Job evaluation 工作评价Job placement 工作配置Job rotation 工作轮换Job opening 工作空缺Job specification 工作范围Job transfer 工作转移Knowledge worker 知识工作者Judgment method 判断方法KSAs 知识,技能,才能Labor force population 劳动力人口Labor market 劳动力市场Layoff 失业Organizational capabilities inventory 组织能力库存Organizational restructuring 组织结构调整Orientation 定位Outplacement services 职业服务Parent-country national 外派人员Pay survey 薪酬调查Pension plan 养老计划Performance management 绩效管理Performance standard 绩效标准Personality test 人格测试Person-job fit 个人工作匹配Physical ability test 体能测试Physical resource 物力资源Pre-employment screening 录用前的筛选Power distance 权利差距Professional website专业网站Profit sharing 利润分享Promote 被提升者Psychomotor test 精神运动测试Questionnaire 调查法Ranking 地位等级Realistic job preview 现实工作预览Recognition 识别,承认Recruitment招聘Realistic job preview 实际岗位演习Repatriation 认识识别承认酬劳Recruitment 招聘Repariation 归国Retirement plan 养老金计划Selection 选择Sales commission销售佣金Team orientation 团队导向Technological change 科学技术进步Telecommuting 远程办公Termination 终结终止Tine-off benefits 时间效益Training needs assessment 培训需要评估360°feedback 360度反馈Turnover 人员流失Work force availability 劳动力可用性Work-life balance工作生活平衡Work sample test 工作样本测试。

托福口语PPt

托福口语PPt

Delivery: How clear your speech is. Good responses are those in which the speech is fluid and clear, with good pronunciation, natural pacing, and natural-sounding intonation patterns.
Q1---PERSONAL EXPERIENCES
Bad idea: Write down some complete sentences on this piece of paper ( English or Chinese )
The key: To further divide the ¾ subtopics quickly into more mini subtopics Brainstorming and structuring

OVERALL COMPETENCY LIST IN SPEAKING

PART






My instructor understands me when I ask a question in English. When I speak English, other people can understand me. I can give prepared presentation in English. I can talk in English for a few minutes about a topic I am familiar with. I can participate in conversations or discussions in English. I can state and support my opinion when I speak English. I can talk about tact or theories I know well and explain them in English. I can speak for about one minute in response to a question. I can orally summarize the information I have read in English. I can orally summarize information from a talk I have listened to in English.

激励员工的英语作文

激励员工的英语作文

Motivating employees is a crucial aspect of effective leadership and management. Here are some key strategies to inspire and engage your workforce:1.Recognition and Appreciation:Regularly acknowledging the efforts and achievements of your employees can go a long way in boosting their morale.A simple thank you or a more formal recognition in a team meeting can make a significant difference.2.Clear Communication:Ensure that your employees understand the companys goals, their role in achieving those goals,and how their work contributes to the overall success. Open and transparent communication helps in building trust and clarity.3.Professional Development:Provide opportunities for employees to grow and develop their skills.This could include training programs,workshops,or even tuition reimbursement for further education.4.Autonomy and Empowerment:Give employees the freedom to make decisions within their area of responsibility.This not only shows trust in their capabilities but also allows them to feel a sense of ownership over their work.5.Fair Compensation:Ensure that your employees are fairly compensated for their work. Competitive salaries,bonuses,and benefits can be strong motivators.6.WorkLife Balance:Encourage a healthy balance between work and personal life. Flexible working hours,remote work options,and understanding personal commitments can help reduce stress and increase job satisfaction.7.Team Building:Organize teambuilding activities to foster a sense of camaraderie and collaboration.A strong team spirit can lead to better communication and higher productivity.8.Feedback and Growth:Provide constructive feedback that helps employees understand their strengths and areas for improvement.Regular performance reviews can be beneficial for personal and professional growth.9.Vision and Purpose:Share the companys vision and mission with your employees. When they understand the bigger picture,they are more likely to feel motivated and connected to their work.10.Inclusive Environment:Create a workplace culture that is inclusive and diverse.An environment where everyone feels valued and respected can lead to higher engagementand motivation.11.Healthy Competition:Encourage healthy competition among teams or individuals, but ensure it is constructive and does not lead to a toxic work environment.12.Lead by Example:As a leader,your actions and attitudes can greatly influence your team.Show enthusiasm,dedication,and a positive attitude to set an example for your employees.By implementing these strategies,you can create a motivated and engaged workforce that is more likely to contribute positively to the success of your organization.。

2023年四级试卷6月份试卷

2023年四级试卷6月份试卷

2023年四级试卷6月份试卷一、写作(15%)题目: On the Importance of Lifelong Learning。

要求:1. 阐述终身学习的重要性。

2. 应包含具体的理由和事例。

3. 字数不少于120字,不多于180字。

二、听力理解(35%)Section A.Directions: In this section, you will hear three news reports. At the end of each news report, you will hear two or three questions. Both the news report and the questions will be spoken only once. After you hear a question, you must choose the best answer from the four choices marked A), B), C) and D).News Report 1.1. What is the main topic of this news report?A) A new scientific discovery.B) A major environmental project.C) A change in government policy.D) An international cultural event.2. How will this event/development affect the local area?A) It will create more job opportunities.B) It will cause some environmental problems.C) It will increase the cost of living.D) It will change the local traffic system.News Report 2.3. What has been found in the recent study?A) A new type of plant species.B) A link between diet and disease.C) A method to improve air quality.D) A solution to water shortage.4. What does the speaker suggest people do?A) Change their eating habits.B) Do more exercise.C) Use less electricity.D) Plant more trees.News Report 3.5. What is the purpose of the new law?A) To protect consumers' rights.B) To promote economic development.C) To regulate the real estate market.D) To encourage innovation in business.6. Who will be most affected by this new law?A) Small - business owners.B) Real estate developers.C) Ordinary consumers.D) High - tech companies.Section B.Directions: In this section, you will hear two long conversations. At the end of each conversation, you will hear four questions. Both the conversation and the questions will be spoken only once. After you hear a question, you must choose the best answer from the four choices marked A), B), C) and D).Conversation 1.7. What are the speakers mainly talking about?A) Their travel plans.B) Their work schedules.C) Their study progress.D) Their family members.8. Where does the man want to go?A) Paris.B) London.C) New York.D) Sydney.9. Why does the woman prefer another place?A) She has been there before.B) She has friends there.C) She likes the local food.D) She wants to visit some museums.10. When will they make a final decision?A) Tonight.B) Tomorrow.C) Next week.D) Next month.Conversation 2.11. What is the man's job?A) A teacher.B) A doctor.C) A salesman.D) An engineer.12. What problem does the man have at work?A) He has too much paperwork.B) He has to work overtime frequently.C) He has difficulty in communicating with colleagues.D) He has to deal with difficult customers.13. How does the woman suggest the man solve his problem?A) By taking some training courses.B) By asking for help from his boss.C) By changing his job.D) By learning some communication skills.14. What will the man probably do next?A) Look for a new job.B) Talk to his boss.C) Sign up for a course.D) Practice communication skills.Section C.Directions: In this section, you will hear three passages. At the end of each passage, you will hear three or four questions. Both the passage and the questions will be spoken only once. After you hear a question, you must choose the best answer from the four choices marked A), B), C) and D).Passage 1.15. What is the passage mainly about?A) The history of a famous university.B) The development of modern education.C) The importance of a liberal arts education.D) The challenges in higher education.16. What can students learn from a liberal arts education?A) Specialized knowledge in a certain field.B) Practical skills for future jobs.C) Critical thinking and communication skills.D) Knowledge about different cultures.17. Why are some people against liberal arts education?A) It is too expensive.B) It is not practical.C) It takes too much time.D) It has too many requirements.18. What does the speaker think of liberal arts education?A) It should be reformed.B) It is still valuable.C) It is out - of - date.D) It needs more support.Passage 2.19. What is the main topic of this passage?A) The benefits of reading books.B) The popularity of e - books.C) The future of the publishing industry.D) The influence of the Internet on reading.20. How has the Internet affected reading?A) It has made reading more convenient.B) It has reduced people's reading time.C) It has changed the way people read.D) It has increased the variety of reading materials.21. What are the advantages of e - books?A) They are cheaper.B) They are more portable.C) They can be easily updated.D) All of the above.22. What does the speaker predict about the future of reading?A) Traditional books will disappear.B) E - books will replace traditional books completely.C) People will read more in the future.D) There will be a combination of different reading forms.Passage 3.23. What is the passage mainly about?A) A new technology in transportation.B) The problems in urban traffic.C) The development of self - driving cars.D) The impact of traffic on the environment.24. What are the advantages of self - driving cars?A) They can reduce traffic accidents.B) They can save energy.C) They can improve traffic efficiency.D) All of the above.25. What are the challenges in developing self - driving cars?A) Technical problems.B) Legal and ethical issues.C) High cost.D) All of the above.三、阅读理解(35%)Section A.Directions: In this section, there is a passage with ten blanks. You are required to select one word for each blank from a list of choices givenin a word bank following the passage. Read the passage through carefully before making your choices. Each choice in the word bank is identified by a letter. You may not use any of the words in the word bank more than once.The Internet of Things (IoT)The Internet of Things (IoT) is a system of interrelated computing devices, mechanical and digital machines, objects, animals or people that are provided with unique _(26)_ and the ability to transfer data over a network without requiring human - to - human or human - to - computer interaction.The IoT allows objects to be sensed or controlled remotely across existing network infrastructure, creating opportunities for more direct integration of the physical world into computer - based systems, and resulting in improved _(27)_, accuracy and economic benefit in addition to reduced human intervention.Each thing is uniquely _(28)_ through its embedded computing system but is able to interoperate within the existing Internet infrastructure. Experts estimate that the IoT will consist of about 30 billion objects by 2020. It is expected to offer advanced connectivity of devices, systems, and services that goes _(29)_ machine - to - machine (M2M) communications and covers a variety of protocols, domains, and applications.The IoT has evolved from the convergence of wireless technologies, micro - electro - mechanical systems (MEMS) and the Internet. A thing, in the IoT sense, can be a person with a heart monitor implant, a farm animal with a biochip transponder, an automobile that has built - in sensors to_(30)_ tire pressure, or any other natural or man - made object that can be assigned an IP address and is able to transfer data over a network.So far, the IoT has been most _(31)_ in the manufacturing, transportation, and utility industries. However, it has also been appliedin areas such as healthcare, building automation, and home automation. For example, in healthcare, IoT devices can be used to monitor patients' vital signs remotely, allowing doctors to _(32)_ patients more effectively. In home automation, IoT devices can be used to control lighting, heating, and security systems, providing homeowners with greater convenience and energy _(33)_.Despite its many potential benefits, the IoT also poses some challenges. One of the main challenges is security. Since IoT devices are often connected to the Internet, they are vulnerable to _(34)_ attacks. Another challenge is privacy. The IoT generates a large amount of data about individuals and their activities, which raises concerns about how this data is collected, stored, and used.In conclusion, the IoT is a rapidly growing technology that has the potential to transform many aspects of our lives. However, in order tofully realize its potential, we need to address the challenges associated with it, such as security and privacy.Word Bank:A) identified.B) efficiency.C) beyond.D) monitor.E) widely.F) identifiers.G) treat.H) savings.I) cyber.J) applied.Section B.Directions: In this section, you will read several passages. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A), B), C) and D). You should decide on the best answer.Passage 1.The concept of "time poverty" has emerged as a significant issue in modern society. Time poverty refers to the feeling of having too little time to accomplish all of one's tasks and obligations. This can lead to stress, burnout, and a decreased quality of life.One of the main causes of time poverty is the increasing demands of work. In many industries, employees are expected to work longer hours and be more productive. This often means sacrificing personal time for work - related activities. For example, a software engineer may be required to work overtime to meet project deadlines, leaving little time for family or hobbies.Another factor contributing to time poverty is the complexity of modern life. There are more tasks and responsibilities to manage than ever before. For instance, in addition to working, people may have to take care of children, manage household chores, and engage in community activities.The rise of technology has also had an impact on time poverty. While technology has made some tasks easier and more efficient, it has also created new time - consuming activities. For example, people may spend hours each day checking social media or answering emails.To combat time poverty, individuals can take several steps. First, they can prioritize their tasks and focus on the most important ones. This may involve saying no to non - essential activities. Second, they can learn to delegate tasks to others, whether it be at work or at home. Finally, they can make use of time - management techniques, such as creating schedules and setting deadlines for themselves.35. What is the main idea of this passage?A) The causes and solutions of time poverty.B) The negative effects of time poverty.C) The relationship between work and time poverty.D) The impact of technology on time poverty.36. Which of the following is NOT a cause of time poverty?A) Long working hours.B) Complex modern life.C) The use of time - management techniques.D) Technology - related activities.37. What can be inferred from the passage about the software engineer?A) He enjoys working overtime.B) He has a high - quality life.C) He may suffer from time poverty.D) He is good at managing his time.38. According to the passage, how can people deal with time poverty?A) By increasing their work productivity.B) By reducing their personal responsibilities.C) By following the suggestions in the passage.D) By relying more on technology.Passage 2.In recent years, there has been a growing trend towards urban farming. Urban farming is the practice of growing food in urban areas, such as on rooftops, in vacant lots, or in community gardens.There are several reasons for the popularity of urban farming. First, it provides a source of fresh, healthy food in urban areas where access to fresh produce may be limited. Second, it can help to reduce the environmental impact of food production. For example, urban farms can reduce the need for long - distance transportation of food, which in turn reduces carbon emissions. Third, urban farming can be a community -building activity. It brings people together to work towards a common goal and can create a sense of community pride.However, urban farming also faces some challenges. One challenge is the lack of space. Urban areas are often densely populated, and findingsuitable land for farming can be difficult. Another challenge is the lack of knowledge and experience among urban farmers. Many people who areinterested in urban farming may not have the necessary agricultural knowledge or experience to be successful.Despite these challenges, the future of urban farming looks promising. As more people become aware of the benefits of urban farming, there is likely to be more support for it. This support could come in the form of government policies, such as providing subsidies for urban farmers or making it easier to obtain permits for urban farming activities.39. What is the passage mainly about?A) The definition and benefits of urban farming.B) The challenges and future of urban farming.C) The reasons for the popularity of urban farming.D) All of the above.40. Which of the following is a benefit of urban farming?A) It increases carbon emissions.B) It provides a sense of community pride.C) It requires a lot of agricultural knowledge.D) It is only suitable for large - scale production.41. What are the challenges in urban farming?A) Lack of space and knowledge.B) High cost and lack of support.C) Competition from rural farmers.D) Unfavorable weather conditions.42. What can be inferred from the passage about the future of urban farming?A) It will face more challenges.B) It will become less popular.C) It will receive more support.D) It will be replaced by rural farming.Section C.Directions: There are 2 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A), B), C) and D). You should decide on the best answer.Passage 1.A new study has found that people who are bilingual have better cognitive control than those who are monolingual. Cognitive control refers to the ability to focus attention, inhibit distractions, and switch between tasks.The study involved two groups of participants: bilinguals and monolinguals. The bilinguals were individuals who spoke two languages fluently, while the monolinguals spoke only one language.The researchers used a series of tests to measure cognitive control in both groups. One of the tests was the Stroop test, which measures theability to inhibit distractions. In this test, participants were shown words that were printed in different colors. They were asked to name thecolor of the word, not the word itself. For example, if the word "red" was printed in blue ink, they were supposed to say "blue".The results of the study showed that the bilinguals performed better on the cognitive control tests than the monolinguals. The researchers believe that this is because bilinguals are constantly switching between two languages, which requires more cognitive control.This finding has important implications for education. It suggests that learning a second language may improve cognitive control in students. This could lead to better academic performance, as cognitive control is an important factor in learning.43. What is the main topic of this passage?A) The differences between bilinguals and monolinguals.B) The importance of cognitive control.C) The benefits of being bilingual.D) The results of a new study.44. How did the researchers measure cognitive control?A) By asking participants to speak two languages.B) By using the Stroop test and other tests.C) By comparing the academic performance of participants.D) By observing participants' daily language use.45. Why did the bilinguals perform better on the cognitive control tests?A) Because they are more intelligent.B) Because they have more language knowledge.C) Because they are constantly switching languages.D) Because they are more focused.46. What can be inferred from the passage about education?A) Monolingual students should learn a second language.B) Bilingual students always have better academic performance.C) Cognitive control is not important in education.D) The study has no implications for education.Passage 2.The sharing economy has emerged as a significant economic trend in recent years. The sharing economy refers to the economic model in which individuals share their resources, such as cars, homes, or skills, with others through online platforms.One of the most well - known examples of the sharing economy is ride - sharing services like Uber and Lyft. These services allow individuals to share their cars with others who need a ride. Another example is home - sharing services like Airbnb, which allow homeowners to rent out their homes or rooms to travelers.The sharing economy has several benefits. First, it can make more efficient use of resources. For example, a car that is.。

评级标准英文

评级标准英文

评级标准英文1. What are the different types of rating scales commonly used in performance evaluation?There are several types of rating scales that are commonly used in performance evaluation. These include graphic rating scales, behaviorally anchored rating scales (BARS), forced choice rating scales, and critical incident rating scales.2. What is a graphic rating scale?A graphic rating scale is a type of rating scale that uses a visual representation, such as a numerical scale or a set of descriptive phrases, to evaluate an employee’s performance in a specific area. The rater is required to rate the employee’s performance on a scale ranging from poor to excellent.3. What is a behaviorally anchored rating scale (BARS)?A behaviorally anchored rating scale (BARS) is a type of rating scale that uses specific behavioral indicators to evaluate an employee’s performance. The rater is required to rate the employee’s performance on a scale ranging frombelow expectations to exceeds expectations based on the behavioral indicators.4. What is a forced choice rating scale?A forced choice rating scale is a type of rating scale that presents the rater with a set of paired statements, each of which describes a different aspect of an employee’s performance. The rater is required to choose the statement that best describes the employee’s performance in each pair.5. What is a critical incident rating scale?A critical incident rating scale is a type of rating scale that focuses on specific incidents that have occurred during the evaluation period. The rater is required to rate the employee’s performance based on their handling of these incidents.6. What are the advantages of using rating scales in performance evaluation?The advantages of using rating scales in performance evaluation include the ability to provide structuredfeedback, the ability to compare employees’ performance, and the ability to identify areas for improvement.7. What are the disadvantages of using rating scales in performance evaluation?The disadvantages of using rating scales in performance evaluation include the potential for rater bias, the potential for inaccurate ratings due to the subjective nature of the scales, and the potential for the scales to be too narrow in focus and not capture all aspects of an employee’s performance.8. How can rater bias be minimized in performance evaluation?Rater bias can be minimized in performance evaluation by providing training to raters, using multiple raters to evaluate each employee, and using objective criteria to evaluate performance.9. How can the accuracy of ratings be improved in performance evaluation?The accuracy of ratings can be improved in performance evaluation by using well-designed rating scales, providingclear performance criteria, and conducting regular performance reviews.10. How can performance evaluations be used to improve employee performance?Performance evaluations can be used to improve employee performance by providing feedback, identifying areas for improvement, and setting goals for future performance. Regular performance evaluations can also help employees feel valued and motivated to improve their performance.1. 常用于绩效评估的不同类型的评级标准有哪些?常用于绩效评估的评级标准有几种,包括图形评级标准、行为锚定评级标准(BARS)、强制选择评级标准和关键事件评级标准。

PrivateRealEstat...

PrivateRealEstat...

Private Real Estate: Risk Diversifier, ReturnEnhancer or Both?Stephen L. LeeFaculty of Finance,Cass Business School,City University,106 Bunhill Row,London,EC1Y 8TZ,EnglandPhone: +44 20 7040 5257, E-mail: *********************.ukAbstractA number of studies in the US have examined the optimum allocation of real estate in the mixed-asset portfolio and find that a large allocation to real estate can be justified. Yet no study has explicitly examined whether real estate is a risk diversifier, return enhancer, or both? This paper examines this issue using the method suggested by Liang and McIntosh (1999), which decomposes the overall risk-adjusted benefits of an investment to an existing portfolio into its diversification benefits and return benefits.Keywords:Private Real Estate, Diversification and Return BenefitsPrivate Real Estate: Risk Diversifier, Return Enhancer or Both?IntroductionInvestment in private real estate offers considerable advantages: it is a tangible asset with low volatility; it generates an attractive income stream and long-term capital appreciation and provides particularly strong diversification benefits to stocks and bonds. Thus, there is extant literature showing that private real estate has a significant place in the US mixed-asset portfolio: see, Fogler (1984); Webb, et al. (1988); Ennis and Burisk (1991); Gilberto (1992); Fisher, and Sirmans (1994); Coleman, et al. (1994); Kalberg, et al. (1996); Ziobrowski and Ziobrowski (1997); and Firstenberg, et al. (1998); among others. Nonetheless, none of the previous studies have examined what risk/return benefits does private real estate offer the mixed-asset portfolio. In other words, is private real estate a risk diversifier, return enhancer, or both? This, study examines this issue using the method suggested by Liang and McIntosh (1999).The paper is set out as follows. The next section outlines the approach of Liang and McIntosh (1999) of how to decompose the overall risk-adjusted benefits of an investment to an existing portfolio into its diversification benefits and return benefits. Section three discusses the data and the benefits of private real estate to the alternative asset classes, while the last section concludes the study.Diversification and Return BenefitsThe simplest way to examine the benefit from holding a portfolio consisting of an allocation w in investment i and (1-w ) in an existing portfolio is to calculate the difference in returns between the old and new portfolios:oldi i i new oldnew old new R )w (R w R whereR R R -+=-=-1 (1)Where: R new is the return of the new portfolio, R old is the return of the existing (old) portfolio and w i is the weight in investment i .However, because the old and new portfolios have different risk characteristics the two portfolios cannot be compared directly by equation (1). Liang and McIntosh (1999) therefore suggest using the risk-adjusted performance (RAP) measure developed by Modigliani and Modigliani (1997) to make the risks of the two portfolios comparable, which then allows the two portfolios to be compared on an equivalent basis.Unlike the Sharpe Ratio, from which it is derived, Modigliani and Modigliani’s RAP is measured in basis points, the traditional unit to measure return, and hence allow investors to easily compare the risk-adjusted performance of alternative investments; where the RAP of the new portfolio compared with the old portfolio is as follows:f f new new old new R )R R (/RAP +-σσ= (2)Where: RAP new is the risk-adjusted performance of the new portfolio, σnew is the standard deviation of the new portfolio’s returns, σold is the standard deviation of the old portfolio’s returns, R new is the return of the new portfolio, and R f is the Risk-free rate of return, as measured by the 3-month T-bill rate.So after adjusting for the differences in risk between the new and old portfolios, the difference in return performance can be examined on a comparable basis by:)R R ()R R (/R f old f new new old old new ---σσ=- (3)However, since the RAP of the new portfolio is sensitive to the allocation to the new investment i in the new portfolio it needs to be scaled by its weight, w i . So that the overall benefit (OB) of the new portfolio needs to be calculated as:i f old f new new old i w /)]R R ()R R (/[OB ---σσ=(4)Where: OB i is the overall benefit of investment i and all the other terms are as before.When R new = R old (i.e., R old = R new = R i ), Liang and Macintosh (1999) show that the diversification benefit (DB) of investment i in the new portfolio can be calculated as:i new old f old i w /)]/)(R R [(DB 1-σσ-=(5)Alternatively, if the volatilities of the new and old portfolios are the same that is σold = σnew , the return benefit (RB) of investment i is equal to the difference in returns:old i i old new i R R w /)R R (RB -=-=(6)Lastly, the interaction benefit (IB) term between the return benefit and diversification benefit of investment i with weight (w i ) in the new portfolio is calculated as:i new old old new i w /)]/)(R R [(IB 1-σσ-=(7)So that OB i = DB i + RB i + IB i . The interaction term is typically small relative to the diversification benefit and return benefit because it is the product of two second order terms and disappears when the weight in investment i is small.Finally, Liang and McIntosh (1999) then show that when the weight of the new investment tends to zero, the marginal benefit of investment i with an existing portfolio can be derived by differentiating equations 4, 5, 6 and 7 with respect to w , which gives the following:)R R )(/()R R ( OB f old i ,old old i f i i -ρσσ--= (8))/)(R R ( DB i ,old old i f old i ρσσ--=1(9) old i i R R RB -=(10) 0 IB i = (11)Equations 8, 9, 10 and 11 show a number of features of interest. First, they show that the overall benefit of an investment can be clearly decomposed into a diversification benefit and return benefit without the interaction term. Second, equations 8, 9 and 10 show that once adjustments are made for the different risk characteristics between the new investment and the existing portfolio the benefits can be stated in return terms. So that the benefits offered by an investment are directly comparable to the returns of an existing portfolio. Lastly, equations 8, 9 and 10 show that the benefit of a new investment to an existing portfolio is positively related to its returns but negatively related to the relative risks between the two investments.Data and ResultsThe principal benchmark used to measure the performance of private real estate investment in the US is the NCREIF Property Index (NPI) produced by National Council for Real Estate Investment Fiduciaries (NCREIF). However, due to the methodology used in constructing the NPI the index suffers from a number of deficiencies; e.g. smoothed or lagged price change estimates (Geltner, et al., 2003).In response to such deficiencies, the MIT Center for Real Estate has produced a new index entitled the Transactions-Based Index (TBI) to measure the performance of institutional commercial property investment with increased accuracy. Based on quarterly data received from NCREIF, the TBI is created using the econometric techniques set forth in Fisher et al. (2006). Thus, to avoid the problem of whether, or how, to de-smooth the appraisal based private real estate data in the following analysis we use the TBI to measure the performance of US private real estate.The comparable stock and bond indexes are: Large Capital Growth Stocks (LGS); Large Capital Value Stocks (LVS); Small Cap Growth Stocks (SGS); Small Cap Value Stocks (SVS); Long-Term Government Bonds (LTB), and Cash (T-Bills). We also considered the benefits of private real estate to a typical mixed-asset portfolio (MAP) with an allocation of 60% in stocks (20% in LGS; 20% in LVS; 10% in SGS and 10% in SVS), and 40% in fixed interest securities (35% in bonds and 5% in T-Bills), which are similar weights to that used in previous studies (see, Bond and Glascock, 2006; Brinson et al., 1991; Hensel et al., 1991; and Lee, 2005). The data for the growth and values stocks collected from the French website, while all the other data is collected from Ibbotson Associates (2009).The study uses quarterly data over the period from over the period Q1:1984 to Q4:2008, a total of 100 observations. The summary data presented in Table 1 for the overall sampleperiod (Q1:1984 to Q4:2008) and for two sub-periods (Q1:1984 to Q4:1999 and Q1:2000 to Q4:2008).Table 1: Summary Statistics: Q1:1984 to Q4:2008Panel A: 84-08 TBI LGS LVS SGS SVS LTB TBs MAPMean 2.07 2.71 2.51 2.20 3.37 2.63 1.17 2.58SD 3.95 9.10 8.91 13.19 11.67 5.22 0.54 5.65Correlation ---- 0.20 0.32 0.23 0.27 -0.15 -0.04 0.2284-99 TBI LGS LVS SGS SVS LTB TBs MAPB:PanelMean 1.80 4.73 4.06 3.55 3.94 2.67 1.41 0.19SD 3.44 8.94 7.11 12.69 9.75 5.29 0.44 1.90Correlation ---- 0.18 0.17 0.18 0.18 -0.04 -0.07 -1.71Panel C: 00-08 TBI LGS LVS SGS SVS LTB TBs MAP-0.89 -0.25 -0.19 2.35 2.56 0.75 0.92 Mean 2.53SD 4.74 8.32 11.02 13.89 14.58 5.16 0.44 5.33Correlation ---- 0.33 0.51 0.32 0.36 -0.31 0.13 0.39An examination of Panel A of Table 1 indicates that over the whole sample period (Q1: 1984 to Q4: 2008) the asset class with the highest return was SVS. However, the asset class with the highest risk was SGS. Private real estate produced the second lowest quarterly average return and risk (2.07% and 3.95%, respectively). Panel A of Table 1 also shows that private real estate displays a low correlation with all the alternative asset classes and the standard 60/40 MAP.Panels B and C of Table 1 however show that there were substantial changes in the risk/return performance of the asset classes between the two sub-periods. In the first sub-period the asset class with the highest returns was LGS, while the asset class with the highest risk was SGS. However, in the second sub-period the asset class with the highest return and risk was SVS. Private real estate had the second lowest average return (1.80%) in the first sub-period, but the second highest average return (2.53%) in the second sub-period. In addition, private real estate’s correlation with the various asset classes increased substantially between the two sub-periods with all asset classes, except LTB which showed an even greater negatively correlation with private real estate in the second sub-period.Taken together these results suggest that over the full sample period private real estate should offer a positive benefit to the alternative asset classes together with the standard MAP and that its benefit will be mainly driven by its diversification benefits, as a result of its relatively low individual risk (standard deviation) and its low portfolio risk (correlation) with the alternative investments. However, given the results in Panels B and C of Table 1 it is likely that the magnitude and the source of any benefits from private real estate to the alternative asset classes will have changed over the two sub-periods. For instance, due to private real estate’s relatively low return, low standard deviation and low correlation with the alternative asset classes in the first sub-period, any benefit from private real estate is likely to be small and mainly driven by its diversification benefit. In contrast, in the second sub-period due to private real estate’s stronger return performance and relatively greater risk compared with the first sub-period this implies that it will offer a relatively greater benefit than the first sub-period but now mainly driven by its return benefits. A view confirmed in Table 2, which presents the overall benefit, diversificationbenefit and return benefit of private real estate over the overall sample period (Q1: 1984 to Q4:2008) and for the two sub-periods Q1:1984 to Q4:1999 and Q1:2000 to Q4:2008.Table 2: The Benefits of Private Real Estate: Q1:1984 to Q4:2008Panel A: 84-08 LGS LVS SGS SVS LTB TBs MAPOverall Benefit 0.76 0.70 0.82 0.69 1.06 0.89 0.67Diversification Benefit 1.40 1.14 0.96 1.99 1.62 ---- 1.18Return Benefit -0.64 -0.44 -0.14 -1.30 -0.56 0.89 -0.51Panel B: 84-99 LGS LVS SGS SVS LTB TBs MAPOverall Benefit -0.94 -0.99 -0.88 -0.96 -0.72 -0.86 0.19Diversification Benefit 2.54 2.50 0.94 2.14 1.78 ---- 1.90Return Benefit -3.49 -3.49 -1.82 -3.10 -2.50 -0.86 -1.71Panel C: 00-08 LGS LVS SGS SVS LTB TBs MAPOverall Benefit 2.09 2.00 1.88 1.59 2.30 1.78 1.72Diversification Benefit -1.33 -0.78 -0.84 1.41 2.33 ---- 0.11Return Benefit 3.42 2.78 2.72 0.18 -0.03 1.78 1.61Panel A of Table 2 shows that private real estate offered a positive overall benefit to each asset class and the standard 60/40 MAP over the whole sample period. In other words, private real estate is a valuable addition to the alternative asset classes and the standard MAP in the long-run. Second, Panel A of Table 2 shows that private real estate mainly offers greater diversification benefits than return benefits. This implies that private real estate can be classified as a diversifier rather than a return enhancer.Panels B and C of Table 2 show that due to the changes in the risk/return performance of the asset classes between the two sub-periods there as been a major change in the benefits private real estate has offered the alternative investments. Up to start of the new millennium private real estate showed a negative overall benefit to all the alternative asset classes, except for the standard MAP, due to its diversification benefit being wiped out by its very poor return performance. Since the dawn of the 21st Century however private real estate has been showing the characteristics of a return enhancer to almost all asset classes and the MAP, except for bonds where it can still a classified as a diversifier. ConclusionsNumerous studies have examined the optimum allocation of private real estate in the mixed-asset portfolio and find that the large allocation to private real estate can be justified. Yet no study has examined whether private real estate is a risk diversifier, return enhancer or both? Using quarterly data over the period from Q1:1984 to Q4:2000 and the method suggested by Liang and McIntosh (1999), the results show that in the long-run private real estate offers positive benefits to the alternative assets classes and the standard 60/40 mixed-asset portfolio. The benefit of private real estate principally coming from its diversification benefits, rather than any return enhancement, i.e. private real estate is a diversifier. The results also show that the benefit of private real estate to the alternative asset classes can show substantial changes through time. Hence, whether private real estate should have a small or large allocation in any future US mixed-asset portfolio largely depends on the relative risk/return performance of private real estate versus the alternative asset classes within the mixed-asset portfolio.ReferencesBrinson, G.P., Hood, L.R. and Singer, R. (1991) Determinants of Portfolio Performance II: An Update, Financial Analysts Journal, 47, 3, May/June, 40-48Coleman, M., Hudson-Wilson, S. and Webb, J.R. (1994) Real Estate in te MultiAsset Portfolio, in Hudson-Wilson, S. and Wurtzebach, C.H. (eds.) Managing Real Estate Portfolios, Irwin, Burr Ridge (IL), 98-123Ennis, R.M. and Burik, P. (1991) Pension Fund Real Estate Investment Under a Simple Equilibrium Pricing Model, Financial Analysts Journal, 47, 20-30Fisher, J.D. and Sirmans, C.F. (1994) The Role of Commercial Real Estate in a Multi-asset Portfolio, Journal of Property Management, JanuaryFisher, J.D., Geltner, D.M. and Pollakowski, H. (2006) A Quarterly Transaction-based Index (TBI) of Institutional Real Estate investment Performance and Movements in Supply and Demand, MIT Center for Real EstateFirstenberg, P., Ross, S. and Zisler, R. (1988) Real Estate the Whole Story, Journal of Portfolio Management, 14, 3, 22-34Fogler, H.R. (1984) 20% in Real Estatee: Can Theory Justify it?, Journal of Portfolio Management, 7, 6-13French, K.R. Data Tables, available at,/pages/faculty/ken.french/data_library.htmlGeltner, D., MacGregor, B. and Schwann, G. (2003) Appraisal Smoothing and Price Discovery in Real Estate Markets, Urban Studies, 40, 1047-1064.Giliberto, S.M. (1992) The Allocation of Real Estate to Future Mixed-Asset Portfolio, Journal of Real Estate Research, 7, 4, 423-432Hensel, C.R., Ezra, D.D. and Ilkiew, J.H. (1991) The Importance of the Asset Allocation Decision, Financial Analysts Journal, 47, 65-72.Ibbotson Associates (2009) Stocks, Bonds, Bills and Inflation, 2008 Yearbook, Ibbotson Associates IncKallberg, J.G., Liu, C.H., and Greig, W.D. (1996) The Role of Real Estate in the Portfolio Allocation Process, Real Estate Economics, 24, 359-377Lee, S.L. (2005) The Return Due to Diversification of Real Estate to the US Mixed-Asset Portfolio, The Journal of Real Estate Portfolio Management, 11, 1, 19-28Liang, Y., and McIntosh, W. (1999) Measuring the Overall and Diversification Benefits of an Investment, Real Estate Finance, 16, 55-63Modigliani, F. and Modigliani, L. (1997) Risk-Adjusted Performance; How to Measure it and Why?, Journal of Portfolio Management, 23, 4, 45-54.Webb, J., Curcio, R., and Rubens, J. (1988) Diversification Gains From Including Real Estate In Mixed-Asset Portfolios, Decision Sciences, 19, 434-452.Ziobrowski, B.J. and Ziobrowski, A.J. (1997) Higher Real Estate Risk and Mixed Asset Portfolio Performance, Journal of Real Estate Portfolio Management, 3, 2, 107-115。

文艺表演 英语作文

文艺表演 英语作文

Arts and cultural performances are an integral part of our society,offering a unique blend of entertainment and education.They provide a platform for artists to express their creativity and for audiences to experience diverse forms of artistic expression.The Importance of Arts and Cultural PerformancesArts and cultural performances play a crucial role in preserving and promoting the rich tapestry of human creativity.They are a reflection of the societys values,history,and cultural heritage.Here are some reasons why they are essential:1.Cultural Preservation:Performances help keep traditional art forms alive,ensuring that future generations can appreciate and learn from the past.cational Value:They offer a handson learning experience,often more engaging than traditional classroom settings,allowing audiences to gain a deeper understanding of different cultures and histories.3.Economic Contribution:The arts industry contributes significantly to the economy, creating jobs and attracting tourism.4.Social Cohesion:Performances bring communities together,fostering a sense of belonging and shared identity.5.Personal Development:Engaging with the arts can enhance critical thinking, problemsolving skills,and emotional intelligence.Types of Arts and Cultural PerformancesThe spectrum of performances is vast,ranging from traditional to contemporary forms:1.Theatre:Plays and musicals that tell stories through dialogue,song,and movement.2.Dance:Expressive art forms that communicate emotions and narratives through body movement.3.Music:Ranging from classical symphonies to modern pop concerts,music is a universal language that transcends cultural barriers.4.Visual Arts Exhibitions:Galleries and museums showcase paintings,sculptures,and installations that provoke thought and inspire creativity.5.Circus Performances:A blend of physical prowess,acrobatics,and theatrical elements that entertain and amaze.6.Folk and Traditional Performances:These often include storytelling,music,and dance that are specific to a particular culture or region.The Role of Technology in Arts and Cultural PerformancesTechnology has revolutionized the way we experience arts and performances.From digital projections to virtual reality,here are some ways technology enhances the performance experience:1.Enhanced Visuals:Projection mapping and digital backdrops create immersive environments that complement the performance.2.Accessibility:Live streaming and online platforms make performances accessible to a global audience,breaking geographical barriers.3.Interactivity:Audiences can engage with performances in new ways,such as through interactive installations or apps that provide additional information or perspectives.4.Preservation:Digital archiving ensures that performances can be preserved for future generations.5.Innovation:Technology encourages experimentation and innovation in performance art, leading to new forms of artistic expression.ConclusionArts and cultural performances are more than just entertainment they are a vital part of our social fabric.They enrich our lives,educate us,and bring us closer together.As we continue to embrace technology,the future of arts and cultural performances looks brighter,with endless possibilities for creativity and engagement.。

开放大学的意义作文英语

开放大学的意义作文英语

The significance of open universities is profound and multifaceted, offering a myriad of opportunities to individuals from diverse backgrounds. Heres a brief essay on the topic:The Significance of Open Universities in Modern EducationIn an era where knowledge is power, open universities have emerged as beacons of learning for individuals who may not have access to traditional educational institutions. They represent a paradigm shift in the way we perceive and engage with education, breaking down barriers and opening doors to a world of opportunities.1. Accessibility: The foremost significance of open universities is their accessibility. They provide education to those who cannot attend regular classes due to geographical, financial, or personal constraints. This democratization of education ensures that knowledge is not a privilege but a right for all.2. Flexibility: Open universities offer flexible learning schedules, allowing students to study at their own pace and according to their own schedules. This is particularly beneficial for working professionals, parents, or individuals with other commitments who wish to further their education without disrupting their daily routines.3. Diverse Course Offerings: These institutions often provide a wide range of courses and programs, catering to various interests and career paths. This diversity in course offerings ensures that students can pursue their passions and interests without being limited by the constraints of a traditional curriculum.4. Technological Integration: Open universities are at the forefront of integrating technology into education. They utilize online platforms, digital libraries, and multimedia resources to enhance the learning experience. This not only keeps the content relevant and engaging but also prepares students for the technologically driven world.5. CostEffectiveness: Education at open universities is often more affordable than traditional institutions, making higher education a viable option for many who might otherwise be priced out. This costeffectiveness is a significant factor in making education more inclusive.6. Lifelong Learning: Open universities encourage the concept of lifelong learning. They provide opportunities for individuals to continue learning and upskilling throughout theirlives, adapting to the everevolving demands of the job market.7. Cultural Exchange: With students from various cultural backgrounds, open universities foster a rich environment for cultural exchange and global understanding. This exposure to diverse perspectives is invaluable in shaping wellrounded individuals.8. Personal Growth: The selfdirected nature of learning at open universities promotes personal growth and independence. Students learn to manage their time, set goals, and solve problems on their own, skills that are crucial for success in any field.In conclusion, open universities play a pivotal role in shaping the future of education by making it more accessible, flexible, and relevant to the needs of a diverse and global population. They are not just institutions but catalysts for change, empowering individuals to reach their full potential and contribute meaningfully to society.。

舞台秀的好处的英语作文

舞台秀的好处的英语作文

Stage shows are a form of artistic expression that offer numerous benefits to both the performers and the audience. These benefits extend beyond mere entertainment and delve into the realms of cultural enrichment, personal development, and community engagement.Firstly, stage shows provide a platform for performers to showcase their talents. This can be particularly beneficial for young artists who are just starting their careers. The exposure gained from performing in front of a live audience can help build their confidence and improve their skills. It also provides them with valuable experience and feedback that can be used to refine their craft.Secondly, stage shows are a means of preserving and promoting cultural heritage. They often incorporate elements of traditional music, dance, and storytelling, which can help keep these art forms alive and relevant in the modern world. This is especially important in an era where digital media and globalization threaten to overshadow local traditions.Moreover, stage shows can foster a sense of community among the audience. Shared experiences, such as attending a live performance, can create a sense of belonging and togetherness. This can be particularly beneficial in todays increasingly isolated society, where people often struggle to connect with others on a deeper level.In addition, stage shows can provide an escape from the stresses and pressures of everyday life. They offer a temporary reprieve from the mundane and allow audiences to immerse themselves in a world of imagination and creativity. This can be a therapeutic experience that helps to reduce stress and improve mental wellbeing.Furthermore, stage shows can also serve as a form of education. They can introduce audiences to new ideas, perspectives, and historical events in a way that is engaging and memorable. This can be particularly effective for children, who may be more receptive to learning through storytelling and performance than through traditional classroom settings. Lastly, stage shows can contribute to the local economy by attracting tourists and providing employment opportunities for performers, technicians, and other support staff. This can help to support the arts and ensure their continued growth and development.In conclusion, stage shows offer a multitude of benefits that extend far beyond mere entertainment. They provide a valuable platform for artistic expression, preserve cultural heritage, foster community engagement, offer a form of escapism, serve as a means of education, and contribute to the local economy. For these reasons, it is important to support and promote the arts and ensure that stage shows continue to thrive in our society.。

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Int.Fin.Markets,Inst.and Money16(2006)4–22The performance and diversification benefitsof funds of hedge fundsEmily Denvir,Elaine Hutson∗Department of Banking and Finance,Michael Smurfit Graduate School of Business,University College Dublin,Blackrock,Co Dublin,IrelandReceived15February2004;accepted15December2004Available online24June2005AbstractWe examine the performance and diversification potential of332funds of hedge funds(FOHFs)for the period from January1990to May2003.Consistent with prior studies,wefind that FOHFs appear to underperform the hedge fund index on a risk-adjusted basis.However,FOHFs have characteristics that offset their apparent underperformance.Their returns do not suffer from negative skewness that is a feature of many hedge fund strategies.Relative to the hedge fund index,wefind that FOHFs have lower correlations with stock indices in both bull and bear markets,making them a better diversification tool in equity portfolios.For bond portfolios,however,FOHFs have no diversification advantage over hedge fund indexing.©2005Elsevier B.V.All rights reserved.JEL classification:G11;G15Keywords:Fund of hedge funds;Diversification;Skewness1.IntroductionThe growth in funds of hedge funds(FOHFs),which are vehicles offering pooled invest-ments in hedge funds,has been phenomenal in recent years.The number of FOHFs increased by40%between2001and2003,1and now comprise almost one-third of the$650billion ∗Corresponding author.Tel.:+35317168828.E-mail address:elaine.hutson@ucd.ie(E.Hutson).1Financial Times,29October2003.1042-4431/$–see front matter©2005Elsevier B.V.All rights reserved.doi:10.1016/j.intfin.2004.12.002E.Denvir,E.Hutson/Int.Fin.Markets,Inst.and Money16(2006)4–225 invested in hedge funds.The boom in hedge fund investment has been matched by a burgeon-ing academic literature on hedge fund performance.FOHFs have received less attention, and have mainly been studied as a sub-strategy of the hedge fund universe.They are,how-ever,quite different entities from hedge funds,and we argue that they should be examined separately,for a number of reasons.First,relative to hedge-fund managers,FOHF man-agers require a different set of skills.They are portfolio managers,and like active mutual funds must try to‘pick winners’.In order to do this,they sometimes go to extraordinary lengths.According to The Economist,FOHF managers“...not only tour the world assessing funds,but also might hire private investigators and delve into the private lives of hedge-fund managers(might that impending divorce be a distraction?).”2The FOHF industry claims several other advantages vis-`a-vis investing directly in hedge funds.As well as diversifi-cation,FOHF managers claim ongoing monitoring of hedge funds,access to good funds that are closed to new investors,lower minimum investments and moreflexible redemp-tion policies.For these services,FOHFs charge a management fee and usually a cut of performance.3Second,FOHFs are available to a wider range of potential investors than hedge funds. While most regulation around the world restricts direct investment in hedge funds to insti-tutions and high net-worth individuals,recent changes to regulations in many countries have opened investment in FOHFs to retail investors.4Indeed,one of the claimed benefits of FOHFs is that small and moderately wealthy investors are able to participate in hedge funds without the risks associated with investing in only one or two.For this reason,FOHFs should be subject to greater academic and regulatory scrutiny than hedge funds.Third,being portfolios of hedge funds,FOHFs may have different risk and return characteristics from hedge funds,and these characteristics are not well understood.Prior studies have concluded that the‘double fee structure’inherent in funds of funds(that is,the FOHF as well as the underlying hedge funds charge fees)offsets any diversification benefit,and that funds of funds underperform hedge funds on a risk-adjusted basis(Amin and Kat,2003;Brown et al.,1999,2002;Kat and Lu,2002).Using data for332FOHFs for the period from January1990to May2003,wefind,in common with prior research,that FOHFs on average underperform hedge funds.There are, however,several features of FOHF returns that offset their apparent poor performance vis-`a-vis hedge funds.FOHFs do not suffer from negative skewness to the extent that hedge funds do.While it has been found that combining hedge funds into portfolios does not reduce the negative skewness that tends to be a feature of hedge fund return distributions(Fung and Hsieh,2002),we show that most FOHF distributions are not negatively skewed.We also show that drawing inferences from averaging the skewness statistic across a large sample 2The Economist,18September2003.3The most visible FOHFs fees are management fees which are usually set at1%of the total of assets under management and performance fees which are usually set at10%of return.This is on top of standard hedge fund fees of typically2%of assets under management and20%of return(Jaffer,2003).4In the US,registered funds of funds are permitted to offer minimum investments as small as$25,000.In the UK,funds of funds are listed on the London stock exchange,and many specifically target the retail market.Funds of funds are available to the retail public in Finland,France,Germany,Ireland,Italy,Luxembourg,Netherlands, Sweden and Switzerland,and in most of these countries,there is no stipulated minimum investment amount (PriceWaterhouseCoopers,2003).6 E.Denvir,E.Hutson/Int.Fin.Markets,Inst.and Money16(2006)4–22can lead to erroneous inferences about the true nature of skewness because the distribution of the skewness statistic is itself non-normal.A second advantage of FOHFs vis-`a-vis hedge funds relates to diversification benefits.Relative to the hedge fund index,FOHFs have lower correlations with equity indices,and therefore provide not only the benefit of diversification across hedge funds,but are valuable additions to equity portfolios.We do not,however,find that FOHFs have lower correlations with bond indices.A further benefit of FOHFs relates to the issue of asymmetric correlation.One of the apparent disadvantages of hedge funds as a portfolio tool is that correlations with other asset classes tend to increase during market declines and crashes.Wefind that including FOHFs in an investment portfolio ameliorates this problem.FOHFs have lower correlations with the S&P500compared to the hedge fund index in bull as well as bear markets.In contrast to previous studies of this issue,our data include a substantial set of bear market observations,covering the extended bear market of the stly,we argue that because FOHFs data are considerably more reliable than hedge fund data,the apparent underperformance reported in previous studies may be exaggerated.This is because FOHF data do not suffer to the same extent as hedge fund data from survivorship,stale pricing and other data conditioning biases.The remainder of our paper is structured as follows.In the next section,we review the evidence on biases in hedge fund and FOHF data.In Section3,we describe the data set and present summary performance information for the sample.Section4exam-ines skewness issues,and in Section5,we investigate the correlation structure of FOHFs with several standard asset class indices.In thefinal section,we summarise the paper and conclude.2.Biases in hedge fund and FOHF dataMost extant research has found that hedge funds exhibit superior performance on a risk-adjusted basis relative to standard asset classes such as equity and bonds(Ackermann et al., 1999;Asness et al.,2001;Brown et al.,1999,and others).On the face of it,hedge funds in general earn excellent returns relative to the risk that they bear.It is becoming increas-ingly well understood,however,that research on hedge fund performance is hampered by several shortcomings.The main obstacle to gaining reliable insights into hedge fund per-formance is that the data suffer from several conditioning biases.Most of these biases result from the fact that hedge funds are largely unregulated,and thus(unlike mutual funds)are not required to report performance.Hedge funds report voluntarily to several commercial hedge fund data providers such as CSFB/Tremont,Hedge Fund Research(HFR),Man-aged Account Reports(now Zurich Capital Markets)and Van Hedge Fund Advisors.While most of these providers claim to control for survivorship bias by retaining the data on defunct and withdrawn funds in their databases and in their various performance indices, there are several related biases that are more difficult to correct.Liquidation bias occurs when underperforming funds withdraw from reporting in the lead up to their liquidation. Assuming liquidation follows poor or possibly catastrophically poor performance(a l´a Long-Term Capital Management)the effect of this bias is clearly to overestimate hedge fund returns and underestimate their risk.Termination bias usually refers to funds that dis-E.Denvir,E.Hutson/Int.Fin.Markets,Inst.and Money16(2006)4–227 appear through mergers and reorganisations,and self-selection bias is caused by funds that cease reporting voluntarily or do not report at all.These biases have been estimated by various studies to lead to the overestimation of hedge fund returns in the range1.4–3.4% annually(Amin and Kat;2002;Brown et al.,1999;Fung and Hsieh,1997,2000;Liang, 2001).Many hedge funds hold assets for which regular arm’s length market prices are not available,such as securities traded in illiquid markets,and over-the-counter products such as swaps.An additional bias results from the necessity for many hedge funds to estimate net asset value at month end.Kao(2002)argues that the‘marking to market’and‘marking to model’techniques used by hedge funds are questionable,and probably contribute to their apparent small return volatilities and low correlations with other asset classes.Asness et al. (2001)argue that hedge funds have an incentive to‘smooth’their reported return series,and find that when returns are adjusted for stale prices,many of the return and diversification benefits of hedge fund investing disappear.One explanation that is seldom advanced for the apparent underperformance of FOHFs is that their reported returns do not suffer to the same extent from these biases.Because FOHFs are clients of hedge funds,their returns reflect the full range of hedge fund performance,from the poor performers who eventually liquidate to the best outperformers.Survivorship and liquidation biases should be absent from the track record of an individual FOHF(Fung and Hsieh,2002),and because FOHFs are less likely to fail than hedge funds,the rate of attrition and therefore survivorship bias is lower.Fung and Hsieh(2000)estimate survivorship bias for FOHFs at1.4%annually,and Amin and Kat(2002)estimate it at0.63%compared to 1.89%for hedge funds.In addition,FOHFs report more accurately than other categories of hedge funds,so the stale pricing bias is less in evidence in FOHFs relative to hedge funds(Liang,2003).For all these reasons,FOHF data are more reliable than hedge fund data.Their apparent underperformance may not be explained by the double fee structure inherent in FOHFs,but rather on the overstatement of hedge fund returns together with underestimation of their risk.Non-normality is being increasingly recognised as a feature of hedge fund return distri-butions(Agarwal and Naik,2001;Amin and Kat,2003;Fung and Hsieh,1999;Lo,2001), which are characterised by excess kurtosis,and generally speaking,negative skewness (Brooks and Kat;2001;Lamm,2003).Thefindings on skewness in FOHFs is mixed.Brown et al.(2002)find that FOHF returns for the period1995to March2000have greater left skewness(a mean of−0.307)than hedge funds(−0.126).Using the same data extended to May2001,however,Kat and Lu(2002)find a much lower skewness for the FOHFs(−0.16), and Gupta et al.(2003)report a similar skewness statistic of−0.17for a constructed portfolio of657FOHFs.3.Data and summary performance informationData for this study were obtained from Hedge Fund Research Inc.(HFR),who provided US dollar returns for525FOHFs,net of all fees and expenses,for the period from January 1988to May2003.Returns are monthly and represent the change in net asset value month to month.HFR data include both domestic(US)and offshore funds,and to avoid survivorship8 E.Denvir,E.Hutson/Int.Fin.Markets,Inst.and Money16(2006)4–22bias include defunct funds.5We use the3-month T-bill rate as a proxy for the risk free rate of interest.The mean(median)fund age is57(45)months,and over half(53%)are less than4years old,with only10%being more than10years old.As the hedge fund indices are available only from January1990,we eliminate observations before this date.Due to data limitations,we also remove funds less than2.5years old,leaving a data set of332funds. The attrition rate for the sample is low.Of the525FOHFs in the data set,14had ceased reporting by March2003.6Of these,10were older than2.5years,leaving more than70% of the defunct funds in the sample.3.1.IndicesHFR produces an equally-weighted composite FOHF index comprising funds of various ages and asset sizes.It also produces four equally-weighted sub-indices:conservative, diversified,market defensive and strategic.A FOHF is classified as conservative if its constituent funds conduct market-neutral(low volatility)strategies.Diversified funds invest in hedge funds with a variety of strategies,and are designed for minimal loss in down-markets and superior returns in up-markets.Market defensive FOHFs invest in short-biased hedge funds and are constructed to be negatively correlated with the returns on standard asset stly,strategic funds invest in hedge funds with opportunistic strategies such as‘emerging markets’,and are expected to perform well in up-markets and underperform in down-markets.Seventy-four funds in our sample are classified as conservative,153are diversified,34are market defensive and71are strategic.Table1presents descriptive statistics for the S&P500,the HFR hedge fund weighted composite index(‘hedge fund’),the FOF composite and the four sub-indices.Consistent with prior studies,the hedge fund index appears to generate higher returns(13.94%versus 10.88%)and lower volatility(a standard deviation of7.22%compared with15.25%)than the S&P500.All the FOHF indices show lower annual average returns than the hedge fund index,offset by lower standard deviations for all of the sub-indices except for strategic. Relative to the hedge fund index,smaller average annual returns for FOHFs do not seem to be compensated by lower standard deviations.This is confirmed by the Sharpe ratios (column[9])and Jensen’s alphas(column[10]);for the FOHF composite index,the alpha is about60%the size of the alpha for the hedge fund index,and the comparable proportion for the Sharpe ratio is70%.On this evidence,it appears that FOHFs underperform hedge funds on a risk-adjusted basis.As an indicator of the diversification benefits of FOHFs, however,the betas(column[11])for the FOHF indices are smaller than for the hedge fund index,although all but the market defensive betas are significantly different from zero at standard levels.We return to the diversification issue in Section5.Column[8]of Table1reports the results of the Jarque-Bera test for normality.For the FOHF indices,the null hypothesis of normality is rejected.The index return distributions5According to Ackermann et al.(1999),HFR began keeping data on funds that ceased reporting,in December 1992.This should not affect ourfindings unduly because FOHFs were rare between January1990(the start of our data period)and December1992.6Some funds had missing observations for April and May2003.We assume that these funds were simply late reporting their asset values rather than had ceased reporting.E.Denvir,E.Hutson /Int.Fin.Markets,Inst.and Money 16(2006)4–229Table 1Summary statistics for indices[1][2][3][4][5][6][7][8][9][10][11][12]Average annual return Annual standard deviation Highest month Lowest month Percent of positive months Skewness Kurtosis JB Monthly Sharpe ratioˆαˆβR 2S&P 50010.8815.2511.42−14.4462−0.43* 3.37*5.690.12Hedge fund 13.947.227.65−8.7073−0.62* 5.50*49.62*0.380.61*0.33*0.49FOF composite 9.935.866.85−7.4773−0.27 6.79*94.22*0.270.37*0.16*0.17Conservative 8.783.363.96−3.8884−0.54* 6.45*83.98*0.370.31*0.10*0.19Diversified 9.196.307.73−7.7572−0.10 6.69*87.63*0.220.30*0.17*0.16Market defensive 10.306.087.38−6.42710.16 4.26*10.42*0.280.50*−0.020.00Strategic index 13.199.519.47−12.1169−0.38* 6.06*63.37*0.260.57*0.30*0.22Notes :this table shows the average annualised return,the annualised standard deviation,the highest and lowest returns,the proportion of months for which a positive return is reported,skewness,kurtosis (standardised such that the kurtosis of the normal distribution is zero)and the Jarque-Bera statistics for the S&P 500,the hedge fund composite index and the various FOHF indices.Column [9]presents the monthly Sharpe ratio for the various indices.Columns [10–12]present the Jensen’s alpha,beta and regression R -squared,respectively.*The asterisks denote significance at at least the 5%level.10 E.Denvir,E.Hutson/Int.Fin.Markets,Inst.and Money16(2006)4–22all show significant excess kurtosis,but thefindings for skewness differ.While the hedge fund index is significantly left-skewed,the FOHF composite is negatively skewed but not significantly so,and two out of four of the sub-indices are also not significantly skewed. This is consistent with Brooks and Kat(2001)who found that out offive FOHF indices from different data providers,four were not significantly skewed.The apparently inferior risk-return tradeoff amongst FOHFs may therefore be at least partially offset by fewer small or negative values.3.2.Individual FOHFsTable2presents average summary statistics and performance measures for the332 FOHFs.It is perhaps instructive to compare the mean FOHFfindings with those for the hedge fund index reported in Table1.The FOHFs earn an average return of9.48%with an annualised standard deviation of7.76%,compared to a13.94%return with a standard deviation of7.22%for the hedge fund index.FOHFs on average underperform and at the same time appear to be riskier than the aggregate hedge fund index.Kat and Lu(2002) report similarfindings.The mean Sharpe ratio for the full sample is0.27,which is the same as the Sharpe ratio for the FOHF composite index reported in Table1.All of the significant alphas–56% of the sample–are positive.Six percent of the alphas are negative,but the majority fall between0and1.Thesefigures show performance that is superior to the FOHF sub-sample in Capucci and Hubner(2004),who used data for the period January1994to June2000. They report a much lower Sharpe ratio of0.12,and a smaller proportion of significantly positive alphas(20%).This is probably because our data set extends an additional3years to May2003—a period of unusually low benchmark interest rates in the US.The average beta for the sample is a small0.14,but the majority of FOHFs(67%)demonstrate a significant (if weak)relation to the S&P500.The lower part of Table2presents the summary statistics for the FOHFs separated into the four sub-strategies.The average returns and standard deviations for the conservative, diversified and market defensive sub-strategies are comparable to the statistics for the equiv-alent indices.For the strategic sub-strategy,however,the average return is much lower than Table2Summary statistics and performance measures for individual funds of fundsAverage return StandarddeviationMonthlySharpe ratioˆαˆβFull sample9.487.760.270.45(56%)0.14(67%) Sub-strategiesConservative(n=74)8.473.500.440.38(81%)0.06(61%) Diversified(n=153)10.117.150.260.51(59%)0.14(67%) Market defensive(n=34)12.189.060.310.70(68%)−0.09(32%) Strategic(n=71)8.0512.880.090.28(20%)0.36(87%) Notes:this table shows the mean values for the sample’s average annualised return,annualised standard deviation, monthly Sharpe ratio,Jensen’s alpha and beta.In brackets next to the values for alpha and beta is the proportion of the sample or sub-sample where the parameter is significantly different from zero at the5%level.E.Denvir,E.Hutson/Int.Fin.Markets,Inst.and Money16(2006)4–2211the strategic sub-index and the standard deviation much higher.7The Sharpe ratios and alphas are higher and the betas lower than for the equivalent indices for the conservative, diversified and market defensive sub-strategies.3.3.Performance relative to the hedge fund indexAs FOHFs are essentially actively managed portfolios of hedge funds,it is perhaps appropriate to compare their performance to an index of hedge funds rather than to the return on a risk-free asset or to the S&P500,just as in assessing mutual fund returns we would compare their performance to a benchmark stock market index.Have any of the FOHFs consistently and significantly outperformed their peers over time?In addition to the data bias problems discussed in Section2,there are two issues to be borne in mind when using the hedge fund index as a performance benchmark.First,the various hedge fund data providers construct indices differently,and broad-based indices will reflect trends in hedge fund investing(Fung and Hsieh,2002).Second,for this comparison to be meaningful, it is important that index products are available so that a representative sample of hedge funds can be‘passively’held.There are unique problems that make it difficult for fund managers to accurately track an index.Hedge fund indexing is associated with inherently large tracking error because indices may contain funds that are closed to new investors,and as a result of barriers to rebalancing such as redemption restrictions(Fung and Hsieh,2002). Acknowledging these problems,and recognising that indexing is a potentially popular route to hedge fund investment,CSFB/Tremont introduced an investable hedge fund index in July 2003.This index is weighted,and it includes only funds that have no lock-up period,are accepting new investments,and allow frequent redemptions.8Unfortunately,the investable index is available only from January2000onward,and therefore has too short a performance history to be used in this analysis.As a proxy we use HFR’s weighted hedge fund index, and excess returns are defined as the return on the FOHF less the return on the hedge fund index.Table3breaks down the mean monthly excess return for each FOHF into the number greater than and less than the mean,and within standard deviation intervals either side of the mean.Fig.1is a histogram of mean monthly excess returns.The majority of observations (55%)are lower than the zero mean,with44%of the sample within one standard deviation below the mean.Clearly,a large proportion of the sample slightly underperforms the hedge fund index.However,almost a third of the sample(31%)lies within one standard deviation to the right of the mean.A substantial proportion of FOHFs therefore slightly outperform the hedge fund index,despite their‘double fee’structure.Impressive outperformers(12funds with average returns greater than two standard deviations above the mean)outnumber very 7To check for errors,we double-checked out calculations for the strategic funds.They are not over-represented in the newer funds which have been removed from the sample(they represent21%of the deleted young funds), nor are these young strategic funds particularly good performers(the average annual return for these37funds is 5.68%,which is even lower than that for the included strategic funds of8.05%).They are also not over-represented in the defunct funds(of which they comprise20%).This issue is the subject of future research.8More and complete information about the construction of the investable index is available on the CSFB/Tremont website at .12 E.Denvir,E.Hutson/Int.Fin.Markets,Inst.and Money16(2006)4–22Table3Summary statistics for FOHF mean excess returnsNumber in sampleLess than0182(55%) Greater than0150(45%) Significantly positive22(7%) Significantly negative29(9%)Between mean and1standard deviation>mean104(31%) Between1and2standard deviations>mean32(10%) >2Standard deviations above mean12(4%)Between mean and1standard deviation<mean145(44%) Between1and2standard deviations<mean33(10%) >2Standard deviations below mean6(2%) Notes:this table provides distributional information for the FOHF mean monthly excess returns,defined as FOHF return net of the return on the hedge fund index.A two-tailed t-test was used for each fund to test for excess return significantly different from zero.poor performers(six funds with average returns less than two standard deviations below the mean)at a ratio of2to1.Few FOHFs,however,earn statistically significant excess returns.Only22funds(6.6%) significantly outperform the hedge fund index,while29(8.8%)significantly underperform. The apparent difference between the proportion of the sample found to be significant versus the count of positives and negatives is due to the varying time frames for the sample FOHFs. Fig.2,which plots excess returns against fund age,shows that the best outperformers tend to be amongst the younger funds.An interesting feature of the FOHFs’relative performance visible in thefigure is the narrowing of dispersion around the mean as the funds age.There are two possible explanations for this.FOHF management techniques may have improvedFig.1.Histogram of FOHF excess returns.Notes:thisfigure is a histogram of mean monthly excess returns, relative to the hedge fund index,for the332funds of hedge funds in our sample.E.Denvir,E.Hutson/Int.Fin.Markets,Inst.and Money16(2006)4–2213Fig.2.Excess returns vs.fund age in months.Thisfigure plots the excess returns of the funds of hedge funds, relative to the hedge fund index,against their age in months.The sample is truncated at30months and161months. over time,in which case the newer funds’relative returns reflect this better performance.A more plausible explanation is that the young funds’impressive return histories may not be sustainable.It appears from thefigure that over the longer term,FOHFs tend to revert to a performance level that mimics the hedge fund index less the second layer of FOHF fees.Alternatively,the apparent underperformance of the older funds results from a compounding of the biases found in hedge fund data that are much less evident in FOHF data.4.SkewnessTable4presents thefindings on the extent of return non-normality for the FOHFs.It reports Jarque-Bera statistics,skewness and kurtosis for the full period.In order to test for stability of skewness through changing stock market conditions,the table includes mean and proportion-of-sample summary information separated into two periods:boom,which runs from January1990to the high point of the stock market August2000(128months),and bust, from September2000until the end of the data period in May2003.More than two-thirds of the FOHFs(229/332cases or69%)have significantly non-normal return distributions according to the Jarque-Bera statistic.This is a smaller proportion than reported for hedge funds by Amin and Kat(2003),who found that86%of their sample of77hedge funds had significantly non-normal return distributions.9Almost all the FOHFs(331/332)have return distributions with significant excess kurtosis.Thefindings on skewness are more varied. The mean(median)skewness statistic is−0.12(0.01),which is considerably higher than the skewness of the hedge fund index of−0.62.The average FOHF appears to exhibit less negative skewness than the hedge funds index.9Amin and Kat(2003)state that their sample is highly skewed,but do not report skewness statistics.。

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