Analysis of TEDA's Present Situation in Drawing Capital from Transnational Corporations and Its Measures

Ⅰ. The present Situation of Transnational Corporations’ Investment in TEDA (1 ) General situation Since its founding ten years ago, especially since 1992. TEDA has achieved encouraging successesin undertaking major projects. drawing the attention of leading consortia, omnibearingly solicitingbusiness and drawing foreign capital. By September 30, 1994, TEDA had approved 2054 solely for-

The Capital Iron and Steel Corporation's Fast Development of Exposer Trade

The Capital Iron and Steel Corporation (Shou Gang) is one of the eight major iron and steel companies in China and one of the first state-owned enterprises to be selected as a testing ground for the reform programme, since it was authorized to manage its own foreign trade in 1981, the Corporation’s export trade has expanded steadily. Especially since 1992, its development in foreign trade has skyrocketed because China Shou Gang International Trade Construction Company was approved to be set up. In 1993, it exported 239,700 tons of steel. Its foreign exchange income reached US$630 million, of which the Shou Gang’s self-managed exports took up US$96.98 million. During the

Arrangement for Capital Structure in the Framework of Corporate Governance

Using the method of principal component analysis, the paper conducts a systematic study on the issue of how corporate governance influences capital structure. The study manifests the results that the proportion of circulation shares, the ability that other big shareholders contend with the first biggest shareholder, the proportion of corporation-owned shares, and the frequency of directorate meetings all have a positive relationship with the liability level. Meanwhile, the concentration degree of owners＇ equity, the proportion of state-owned shares, the phenomenon that one person serves as both chairman of directorate and general manager, and the intensity of competition in product market are all negatively related to the level of debt. Finally, the scale of directorate, the proportion of independent directors as well as the percentage of management-owned shares have no significant relationship with the capital structure. The statistic analysis also shows that the proportion of independent directors of some Chinese listed companies does not meet the regulation of the CSRC. In addition, the paper tests the impacts of corporate operating characteristics on capital structure.

Human Capital Management： A South African Perspective

In keeping with the need for skills development and increased demand by business for more robust systems to develop staff, innovative ways for the development of human capital would need to be found. The current role of workplace learning would need to align to job and qualification requirements. Organisations would need to explore the development of Corporate Qualifications Frameworks to quantity skills needs. In the process, attention has to be paid to creat contextual awareness as well as a sense of purpose for learners. In essence, an integrated educational model that should be more flexible, more adaptable, and more effective, serving the needs of society at large should be considered. Care should be taken to build frameworks and models that address both the productive needs of organisations, whilst at the same time, ensuring the engagement of individuals. These frameworks should entice the employee to participate in a self-development process that benifits the organisation. Corporates should address the aspirations of individuals and plan more rewarding careers for staff. Employees should have a clear path for development and growth. Through collective effort, all particpants would benefit.

PLM Solutions:Emerging Unification Force Across the Enterprise

Over last few years, web services, Java 2 and XML have provided the cheaper means for trading partners to make use of EDI. It is now possible to share data with less reliance on expensive dedicated EDI networks. The second comes the realization that Product Definition can be reused by virtually all business processes downstream. This has made collaborative product development a practical reality. These technologies have enabled effective implementation of Product Lifecycle Management (PLM) Solutions. This paper presents a literature review about PLM solutions, looking at its definitions, through to its need and scope of applications. It also presents the most generally envisaged architecture, explaining as to how it may be looked at and what it is expected to deliver. At the end it examines the market trend and revenue growth over recent years including future trends for the most prominent vendors pitched in the field of PLM solutions.

Promotion Standards and Practices across the Business Cycle:Evidence from Korea

Korean employers notoriously practice seniority-based personnel management, rather than one prioritizing workers’ skills or performance, and this has changed only slowly amid the evolving business landscape and advancing labor standards. This study contributes to understanding this phenomenon by assessing Korean firms’ promotion criteria and practices over the past decade across distinct phases of industry business cycles, and between the economy’s primary and secondary sectors. Primary-sector firms are shown to be less likely than secondary-sector firms to base their promotion decisions on the analysis of workers’ achievements and colleague ratings, but rather on their performance of core job duties. Primary-sector firms have more advancement steps within their management ranks, and longer wait time until promotion at all ranks. Secondary-sector firms are flatter hierarchically, featuring shorter time to promotion at all ranks and fewer advancement steps, but also a lower fraction of promotions based on special merit. Firms’ promotion practices change over the business cycle. During expansionary years, the hierarchical dispersion of workers within organizations widens, particularly among primary-sector firms, with more workers remaining as regular staff but more managers promoted to senior management. As firms recruit more regular staff, years to promotion to managerial positions, and the count of advancement steps increase. Business expansion induces firms to streamline promotions to management based on colleague ratings subject to lesser review of workers’ own achievements. Over the past decade, promotions by special merit have receded while those by colleague ratings have gone up. Firms are thus apparently not transitioning toward merit- and achievement-based promotions, and continue relying on subjective colleague ratings and job-content analysis in their stagnant hierarchical structures. This has implications for workers and for policymakers tasked with ushering in more inclusive, objective and meritocratic personnel management practices.

Economic Transition, Heterogeneous Social Capital, and Corporate Performance： Empirical Evidence from China

A theoretical framework based on information and embeddedness is constructed to analyze the micro structure of the impact of heterogeneous social capital on corporate performance. It is empirically tested based on data collected from a sample of 155 Chinese firms. Results indicate that hierarchical social capital has a positive association with corporate market power but little impact on corporate operational efficiency. Furthermore, social capital can promote operational efficiency but contribute little to corporate market power. There is a complementary structure between the two types of heterogeneous social capital. The embedded inertia of social capital into institutional environment is negatively related with corporate performance. From the perspective of economic transition, firms in developed regions rely far more on hierarchical social capital to acquire market power than firms in developing areas.

Building State-owned Assets Supervision System and Conducting Mixed Ownership Reforms to Reinforce Each Other’s Collaboration

Improving the state-owned assets supervision system(SOASS)can effectively get over the defects of systems and mechanisms and further promote the reform of mixed ownership of state-owned enterprises(SOEs);and the deepening of the reform can advance the change of the SOASS to the supervision on capital.By analyzing the relationship between the SOASS and the reform of mixed ownership of state-owned enterprises,we have found that collaborative promotion of the change of the SOASS to the supervision on capital and promotion of the reform of mixed ownership can do good to ameliorating the corporate management mechanism,improving the market-oriented management mechanism of enterprises and completing the medium-and long-term incentive mechanisms,etc.to enhance business operation efficiency.Due to such prevailing problems as relative dispersion and vagueness of the policies relating to deepening the reform of SOEs,inconsistent progress of the reform of state-owned assets(SOAs)and SOEs,and corporate reform focusing on apprence,improving the SOASS and deepening collaborative development of the reform of mixed ownership of SOEs are hindered by some constraints.To construct and improve the SOASS and the reform of mixed ownership collaboratively,we should make efforts to promote the reform in the following five aspects,namely,placing importance to policy coordination,boosting synchronism of the reform of SOAs and SOEs at different levels and in different areas to coordinate the nationwide reform of SOAs and SOEs,facilitating reform of the mechanism of enterprises of mixed ownership through mixed capital,and promoting the SOASS and stimulating classified monitoring and reform of mixed ownership based on classified reform of SOEs.