The integration of international economy dominated wi th the financial market leads to fierce competition. This requires firms impleme nt modern corporate financial mechanism. From the view of the current situation of...The integration of international economy dominated wi th the financial market leads to fierce competition. This requires firms impleme nt modern corporate financial mechanism. From the view of the current situation of financial management in China, we demonstrates the differences in financial m anagement between Chinese enterprises and international companies by describing detailed case studies of typical large enterprises in China. To transform the enterprise management mechanism, the enterprise financial m echanism must be transformed accordingly. The basic ideas for its transformation and establishment include: 1. Changing the managerial ideology, that is, completing the ideological chan ge from the management of goods to the management of capital; 2. Establishing a scientific organizational mechanism for financial managemen t; 3. Establishing a mechanism for scientific management, supervision and assess ment; 4. Training high-level financial management personnel with modern management knowledge; 5. Dividing promotion center, distribution center, cost center and profit cen ter in financial division. In view of the above basic ideas and basic principles for the transformation and establishment of enterprise financial mechanism, we found that: the basic conte nt that needs transformation in the theory of China’s traditional enterprise fin ancial mechanism should include the content of finance main body, the content of financial objectives, the content of financial organizational structure and the content of environment for financial management. At the same time the following theories should be introduced, particularly the theories of capital time value, of risk in finance management and risk management, of the capital cost and capi tal structure, so as to establish a basic theoretical framework for the modern e nterprise financial mechanism. Based on the analyses, this paper discusses the impacts of economic globaliz ation to Chinese large enterprises and their financial management systems. From the current situation of Chinese companies’ financial management, this paper dem onstrates the adaptations to the differences in financial management of Chin ese enterprises with case study.展开更多
Previous literature showed mixed results about the impact of CEOs’financial literacy(CFL)on small and medium-sized enterprises’(SMEs)innovation.This relationship can be motivated by relevant variables,which are miss...Previous literature showed mixed results about the impact of CEOs’financial literacy(CFL)on small and medium-sized enterprises’(SMEs)innovation.This relationship can be motivated by relevant variables,which are missing in the previous literature and make a difference as mediators.In this sense,based on the theoretical framework related to upper echelon theory and resource-based view,this study focuses on the mediating effect of risk-taking attitude and management control systems(MCS)varia-bles.Empirical data from 310 SMEs gathered using a qualitative research questionnaire are analyzed using structural equation modeling methodology.Specifically,estimations are carried out considering the partial least square method.Findings show that MCS and managers’risk attitudes fully mediate the relationship between financial literacy(FL)and innovation.Between these two mediating variables,the implementation of MCS stands out because it also enables the mediating effect of CEOs’risk-taking in the CFL–technological innovation relationship.As the results do not support the significant direct relationship between FL and risk attitude,they confirm an indirect effect through MCS.Furthermore,based on the study findings,SMEs’directors and owners,business associations,and public authorities can improve SMEs’technological innovation by implementing training programs and policies to foster CFL.They can also acknowledge the interdependency between organizational factors and individual characteristics to enhance SMEs’technological innovation.展开更多
Nowadays, the chain management, as an important core to financial management, has become the consensus of entrepreneurs and economic circles. As a well-developed retailing enterprise in Hubei province, the financial m...Nowadays, the chain management, as an important core to financial management, has become the consensus of entrepreneurs and economic circles. As a well-developed retailing enterprise in Hubei province, the financial management of Wuhan Zhongbai Group Co., Ltd serves a good references for other enterprises. This thesis aims to provide some references for other regional retailing enterprises through analysis on the financial status of Wuhan Zhongbai Group Co., Ltd.展开更多
Objectives: While the value of glycemic control to minimize adverse health outcomes among patients with diabetes is clear, achieving hemoglobin A1c (A1c) goals remain a challenge. We evaluated the use of financial inc...Objectives: While the value of glycemic control to minimize adverse health outcomes among patients with diabetes is clear, achieving hemoglobin A1c (A1c) goals remain a challenge. We evaluated the use of financial incentives to increase enrollment and improve glycemic control among patients invited to participate in a monthly diabetes group appointment (DGA) as part of their enrollment in DaVita HealthCare Partners, a large southern California managed care organization. Methods: Adult diabetes patients (≥18 years) with a currently uncontrolled hemoglobin A1c level (>8.0% if 9.0% if ≥ 65 years) were randomized to 1) no DGA, 2) DGA with no financial incentives (non-incentive DGA) or 3) DGA with financial incentives (incentive DGA). Results: Nine sites among four regions of the greater Los Angeles area participated. Each site offered one non-incentive DGA and one incentive DGA. Over 1500 patients were identified for recruitment and at the peak of enrollment, 299 patients were enrolled in 18 DGAs. On average, hemoglobin A1c values dropped more for patients participating in the incentive DGA (9.9% to 8.7%, -1.2%) versus non-incentive DGA (9.7% to 9.0%, -0.7%) versus no DGA group (9.1% to 8.7%, -0.4%). Several unexpected implementation challenges arose which complicated evaluation but provide important learning lessons. Conclusions: Management of chronic diseases like diabetes is challenging for patients and the primary care system alike. Continuing to implement and evaluate programs under “real-world” conditions can provide further insight into how best to support patients with diabetes and their primary care teams in order to achieve glycemic control and avoid preventable complications.展开更多
Under the principal-agent relationship, there are two major factors that directly affect subsidiary strategy’s implementation and performance—enterprise groups’ internal interactive control and subsidiary managers...Under the principal-agent relationship, there are two major factors that directly affect subsidiary strategy’s implementation and performance—enterprise groups’ internal interactive control and subsidiary managers’ strategic behavior. Prior research showed that the parent companies hope their subsidiary managers to be obedient and active, i.e. to keep a high degree of strategic identity and subsidiary initiative. We build and analyze a model to test the mediating role of strategic identity and subsidiary initiative based on data collected from Chinese groups. The results show that interactive control, strategic identity and subsidiary initiative all could improve subsidiary performance, furthermore, subsidiary initiative is a mediator between decision-making decentralization and subsidiary performance, and also a mediator between horizontal communication and subsidiary performance, the mediating role of strategic identity is not tested, but vertical communication can improve strategic identity. In the conclusions, we provide guidance on how parent companies to choose excellent subsidiary managers, and then how to develop a suite interactive control system.展开更多
随着我国经济的高速发展,全球化进程的加速推进,我国大型企业集团在国内外经济中都占有举足轻重的地位。企业集团作为有着共同经营发展战略目标的多级法人结构的经济联合体,具有规模巨大、成员构成复杂、组织结构多样等特点。为了适应...随着我国经济的高速发展,全球化进程的加速推进,我国大型企业集团在国内外经济中都占有举足轻重的地位。企业集团作为有着共同经营发展战略目标的多级法人结构的经济联合体,具有规模巨大、成员构成复杂、组织结构多样等特点。为了适应经济环境变化、提升企业的核心竞争力、降低企业管理成本、加强财务管控能力、强化内部控制效率,我国众多大型企业集团开始构建财务共享服务中心(Financial Shared Service Center,FSSC)。文章结合FSSC标准化、专业化、服务化等特点和FSSC资源整合、效率提升、价值创造等优势,以我国企业集团构建FSSC的发展进程和运营模式为切入点,从企业集团纷繁复杂的财务管理架构、专业的FSSC人员稀缺、业财融合及信息化建设存在信息流和技术流的双向壁垒、以及风险管控等方面,深入剖析FSSC应用中存在的问题,并提出合理化的应对措施,旨在探索出符合我国企业集团特征,能够促进企业发展、增强核心竞争力的FSSC运营模式。以期通过将大数据、人工智能等创新技术运用到FSSC中,推进财务数智化转型,提升数据质量、防范财务风险,为我国企业集团构建世界一流财务管理体系提供参考与借鉴。展开更多
文摘The integration of international economy dominated wi th the financial market leads to fierce competition. This requires firms impleme nt modern corporate financial mechanism. From the view of the current situation of financial management in China, we demonstrates the differences in financial m anagement between Chinese enterprises and international companies by describing detailed case studies of typical large enterprises in China. To transform the enterprise management mechanism, the enterprise financial m echanism must be transformed accordingly. The basic ideas for its transformation and establishment include: 1. Changing the managerial ideology, that is, completing the ideological chan ge from the management of goods to the management of capital; 2. Establishing a scientific organizational mechanism for financial managemen t; 3. Establishing a mechanism for scientific management, supervision and assess ment; 4. Training high-level financial management personnel with modern management knowledge; 5. Dividing promotion center, distribution center, cost center and profit cen ter in financial division. In view of the above basic ideas and basic principles for the transformation and establishment of enterprise financial mechanism, we found that: the basic conte nt that needs transformation in the theory of China’s traditional enterprise fin ancial mechanism should include the content of finance main body, the content of financial objectives, the content of financial organizational structure and the content of environment for financial management. At the same time the following theories should be introduced, particularly the theories of capital time value, of risk in finance management and risk management, of the capital cost and capi tal structure, so as to establish a basic theoretical framework for the modern e nterprise financial mechanism. Based on the analyses, this paper discusses the impacts of economic globaliz ation to Chinese large enterprises and their financial management systems. From the current situation of Chinese companies’ financial management, this paper dem onstrates the adaptations to the differences in financial management of Chin ese enterprises with case study.
文摘Previous literature showed mixed results about the impact of CEOs’financial literacy(CFL)on small and medium-sized enterprises’(SMEs)innovation.This relationship can be motivated by relevant variables,which are missing in the previous literature and make a difference as mediators.In this sense,based on the theoretical framework related to upper echelon theory and resource-based view,this study focuses on the mediating effect of risk-taking attitude and management control systems(MCS)varia-bles.Empirical data from 310 SMEs gathered using a qualitative research questionnaire are analyzed using structural equation modeling methodology.Specifically,estimations are carried out considering the partial least square method.Findings show that MCS and managers’risk attitudes fully mediate the relationship between financial literacy(FL)and innovation.Between these two mediating variables,the implementation of MCS stands out because it also enables the mediating effect of CEOs’risk-taking in the CFL–technological innovation relationship.As the results do not support the significant direct relationship between FL and risk attitude,they confirm an indirect effect through MCS.Furthermore,based on the study findings,SMEs’directors and owners,business associations,and public authorities can improve SMEs’technological innovation by implementing training programs and policies to foster CFL.They can also acknowledge the interdependency between organizational factors and individual characteristics to enhance SMEs’technological innovation.
文摘Nowadays, the chain management, as an important core to financial management, has become the consensus of entrepreneurs and economic circles. As a well-developed retailing enterprise in Hubei province, the financial management of Wuhan Zhongbai Group Co., Ltd serves a good references for other enterprises. This thesis aims to provide some references for other regional retailing enterprises through analysis on the financial status of Wuhan Zhongbai Group Co., Ltd.
文摘Objectives: While the value of glycemic control to minimize adverse health outcomes among patients with diabetes is clear, achieving hemoglobin A1c (A1c) goals remain a challenge. We evaluated the use of financial incentives to increase enrollment and improve glycemic control among patients invited to participate in a monthly diabetes group appointment (DGA) as part of their enrollment in DaVita HealthCare Partners, a large southern California managed care organization. Methods: Adult diabetes patients (≥18 years) with a currently uncontrolled hemoglobin A1c level (>8.0% if 9.0% if ≥ 65 years) were randomized to 1) no DGA, 2) DGA with no financial incentives (non-incentive DGA) or 3) DGA with financial incentives (incentive DGA). Results: Nine sites among four regions of the greater Los Angeles area participated. Each site offered one non-incentive DGA and one incentive DGA. Over 1500 patients were identified for recruitment and at the peak of enrollment, 299 patients were enrolled in 18 DGAs. On average, hemoglobin A1c values dropped more for patients participating in the incentive DGA (9.9% to 8.7%, -1.2%) versus non-incentive DGA (9.7% to 9.0%, -0.7%) versus no DGA group (9.1% to 8.7%, -0.4%). Several unexpected implementation challenges arose which complicated evaluation but provide important learning lessons. Conclusions: Management of chronic diseases like diabetes is challenging for patients and the primary care system alike. Continuing to implement and evaluate programs under “real-world” conditions can provide further insight into how best to support patients with diabetes and their primary care teams in order to achieve glycemic control and avoid preventable complications.
文摘Under the principal-agent relationship, there are two major factors that directly affect subsidiary strategy’s implementation and performance—enterprise groups’ internal interactive control and subsidiary managers’ strategic behavior. Prior research showed that the parent companies hope their subsidiary managers to be obedient and active, i.e. to keep a high degree of strategic identity and subsidiary initiative. We build and analyze a model to test the mediating role of strategic identity and subsidiary initiative based on data collected from Chinese groups. The results show that interactive control, strategic identity and subsidiary initiative all could improve subsidiary performance, furthermore, subsidiary initiative is a mediator between decision-making decentralization and subsidiary performance, and also a mediator between horizontal communication and subsidiary performance, the mediating role of strategic identity is not tested, but vertical communication can improve strategic identity. In the conclusions, we provide guidance on how parent companies to choose excellent subsidiary managers, and then how to develop a suite interactive control system.
文摘随着我国经济的高速发展,全球化进程的加速推进,我国大型企业集团在国内外经济中都占有举足轻重的地位。企业集团作为有着共同经营发展战略目标的多级法人结构的经济联合体,具有规模巨大、成员构成复杂、组织结构多样等特点。为了适应经济环境变化、提升企业的核心竞争力、降低企业管理成本、加强财务管控能力、强化内部控制效率,我国众多大型企业集团开始构建财务共享服务中心(Financial Shared Service Center,FSSC)。文章结合FSSC标准化、专业化、服务化等特点和FSSC资源整合、效率提升、价值创造等优势,以我国企业集团构建FSSC的发展进程和运营模式为切入点,从企业集团纷繁复杂的财务管理架构、专业的FSSC人员稀缺、业财融合及信息化建设存在信息流和技术流的双向壁垒、以及风险管控等方面,深入剖析FSSC应用中存在的问题,并提出合理化的应对措施,旨在探索出符合我国企业集团特征,能够促进企业发展、增强核心竞争力的FSSC运营模式。以期通过将大数据、人工智能等创新技术运用到FSSC中,推进财务数智化转型,提升数据质量、防范财务风险,为我国企业集团构建世界一流财务管理体系提供参考与借鉴。
