Эксоцман
на главную поиск contacts
Всего публикаций в данном разделе: 36

Последние поступления:

Опубликовано на портале: 02-12-2008
Роман Михайлович Качалов Российский журнал менеджмента. 2007.  Т. 5. № 2. С. 147–151. 
С 10 по 11 апреля 2007 г. в Москве прошел VIII Всероссийский симпозиум «Стратегическое планирование и развитие предприятий», основным организатором которого традиционно является Центральный экономико-математический институт РАН. Рассматривались теоретические проблемы стратегического планирования на микроэкономическом уровне, модели и методы разработки стратегии предприятия, вопросы стратегического планирования на российских и зарубежных предприятиях, вопросы стратегического планирования на мезоэкономическом уровне и т.д.
ресурс содержит прикрепленный файл

Опубликовано на портале: 13-02-2007
Melissa Middleton Stone, Candida Greer Brush Strategic management journal. 1986.  Vol. 17. No. 8. P. 633-652. 
This paper argues that ambiguity of context manifested in pressures for legitimacy and commitment affect planning processes. Ambiguity arises from multiple conflicting constituencies and the lack of direct control over resources. Using nonprofit and enterpreneurial organizations as examples of organizations facing ambiguous contexts, we examine their planning practices to develop an understanding of the relationship between commitment, legitimacy, and planning.

Опубликовано на портале: 27-12-2006
Justin Pettit Industrial Management. 2000. 
This article outlines ways to improve production strategy and uncover new opportunities for growth. It explains economic value added, an integrated perfomance measurement, management, and reward system.

Опубликовано на портале: 21-06-2006
Robert G. Dyson The Journal of the Operational Research Society. 2000.  Vol. 51. No. 1. P. 5-11. 
This paper explores the nature of operational research and its interactions with performance measurement and strategy. It is argued that operational research (OR) is well fitted to handle strategic issues as the modelling approach of OR facilitates understanding and learning, and the evaluation of strategies prior to action. The development of problem structuring methods is also a key aid to strategy and policy formulation. OR is also beginning to play a role in performance measurement and there is an opportunity for OR to lead in the improvement of performance measurement systems.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию

Опубликовано на портале: 21-06-2006
Douglass Cagwin, Marinus J. Bouwman Management Accounting Research. 2002.  Vol. 13. No. 1. P. 1-39. 
This study investigates the improvement in financial performance that is associated with the use of activity-based costing (ABC), and the conditions under which such improvement is achieved. Internal auditors furnish information regarding company financial performance, extent of ABC usage, and enabling conditions that have been identified in the literature as affecting ABC efficacy. Confirmatory factor analysis and structural equation modelling are used to investigate the relationship between ABC and financial performance. Results show that there indeed is a positive association between ABC and improvement in ROI when ABC is used concurrently with other strategic initiatives, when implemented in complex and diverse firms, when used in environments where costs are relatively important, and when there are limited numbers of intra-company transactions. In addition, measures of success of ABC used in prior research appear to be predictors of improvement in financial performance.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию

Опубликовано на портале: 21-06-2006
Jesper Thyssen, Poul Israelsen, Brian Jorgensen International Journal of Production Economics. 2006. 
The paper accounts for an Activity-Based Costing (ABC) analysis supporting decision-making concerning product modularity. The ABC analysis carried out is communicated to decision-makers by telling how much higher the variable cost of the multi-purpose module can be compared to the average variable cost for the product-unique modules that it substitutes to break even in total cost. The analysis provides the platform for stating three general rules of cost efficiency of modularization, which in combination identify the highest profit potential of product modularization. Finally the analysis points to problems of using ABC in costing modularity, i.e. handling of R&D costs and identification of product profitability upon an enhanced modularization.

Опубликовано на портале: 21-06-2006
Lyndal Drennan, Michael Kelly Critical Perspectives on Accounting. 2002.  Vol. 13. No. 3. P. 311-331. 
Research dealing with the implementation of system changes such as activity-based costing (ABC) systems is founded largely on a presumption that the motivation for the innovation is economic. The definition of success or failure then rests on the project’s reaching a stage of implementation where the new data are used in routine and/or unforeseen ways to improve economic efficiency. This paper presents a view of an ABC project where complex motivations, both economic and institutional, are identified, these held in turn by different groups within the organization as well as external groups likely to be affected by the project. Seen in terms of its institutional motivations, the project, documented in an internal review as a failure because it was abandoned without using the data, can be defined as a success by at least some of the affected groups.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию

Опубликовано на портале: 21-06-2006
Jan Mouritsen Management Accounting Research. 1998.  Vol. 9. No. 4. P. 461-482. 
This paper compares and contrasts Economic Value Added (EVATM) and Intellectual Capital (IC) as two technologies of managing oriented towards encouraging growth. The analysis suggests that EVATMand IC contrasts greatly. EVATMis a financial management system based on radical delegation and ‘empowerment’ and which therefore directs attention to the results created by managers. Based on financial micro-theory, EVATMis a performance measure that attempts to account more properly for the cost of capital, but more than that, it is also a management control system which seeks to create radically independent business units and minimize corporate staff. IC is a different control system concerned to encourage endogenous growth implemented via loosely coupled sets of non-financial measurements that become strong via stories and metaphors about the post-modern firm in the post-modern world. Here, based on theories of organizational knowledge and competence development, emphasis is put on mobilizing white collar productivity and creativity based on some form of evolutionary economics or resource-based theory. While EVATMlooks to managers as the movers of change, IC seems more systematically to promote the creativity possessed by employees
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию

Опубликовано на портале: 21-06-2006
Caron H. St. John, Nagraj Balakrishnan, James O. Fiet Computers & Operations Research. 2000.  Vol. 27. No. 11-12.
In this paper, we hypothesize that there is a non-linear relationship between corporate strategy, short-run financial variables, and wealth creation measured as market value added (MVA), and use neural networking to model this relationship. The neural network model accurately categorized over 90% in the training set and nearly 93% of firms in the holdout test sample. Additional analysis revealed that strategy variables were particularly effective predictors of an upward trend in wealth creation whereas short-run financial variables were more effective in predicting a downward trend, or wealth destruction. Neural networks outperformed discriminant analysis in predictive ability in all analyses, suggesting the presence of non-linear effects. This research represents a first attempt to use neural networking to model the relationship between corporate strategy and wealth creation.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию

Опубликовано на портале: 21-06-2006
Paul Stonham European Management Journal. 2000.  Vol. 18. No. 5.
Part Two of this Case Study of BP Amoco examines the role of finance and financial strategy in BP Amoco between 1990 and 2000 to see where and how far they were supportive and complementary to competitive strategies pursued by the company's senior managers, and if they were ever pro-active. Models of value creation by Damodaran and Rappaport are considered as generic background and the relationship between financial strategies and performance and competitive strategies examined by using a sample of ratios suggested by McKenzie. Part Two concludes with valuation of BP Amoco, applying several metrics: total returns, asset value, earnings multiples and discounted cash flows (specifically, economic value added)
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию

Опубликовано на портале: 21-06-2006
Shannon W. Anderson SSRN Working Papers. 2005. 
Strategic cost management is deliberate decision-making aimed at aligning the firm's cost structure with its strategy and optimizing the enactment of the strategy. Alignment and optimization must comprehend the full value chain and all stakeholders to ensure long run sustainable profits for the firm. Strategic cost management takes two forms: structural cost management, which employs tools of organizational design, product design and process design to build a cost structure that is coherent with strategy; and executional cost management, which employs various measurement and analysis tools (e.g., variance analysis, analysis of cost drivers) to evaluate cost performance. In this chapter I develop a model that relates strategic cost management to strategy development and performance evaluation. I argue that although management accounting research has advanced our understanding of executional cost management, other management fields have done more to advance our understanding of structural cost management. I review research in a variety of management fields to illustrate this point. I conclude by proposing that management accounting researchers are uniquely qualified to create a body of strategic cost management knowledge that unifies structural and executional cost management.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию

Опубликовано на портале: 21-06-2006
Fredrik Nilsson, Nils-Goran Olve European Management Journal. 2001.  Vol. 19. No. 4. P. 344-358. 
This article discusses the role of control systems in multibusiness companies. The focus is on formulation and implementation of corporate and business unit strategies. Three widely used categories of control models are discussed: (1) models for performance management, (2) models for value-based management, and (3) models for strategic management. The discussion is based upon central normative texts and examples from applications in Nordic companies. The description and discussion of the control models and their features should facilitate decision-making on the design and use of control systems in multibusiness companies.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию

Опубликовано на портале: 21-06-2006
Don Chew Journal of Applied Corporate Finance. 1995.  Vol. 8. No. 2.
In this article, we argue that for many large companies the tops-down, earnings per share-based model of financial management that has long dominated corporate American is becoming obsolete. The most serious challenge to the long reign of EPS is coming from a measure of corporate performance called "economic value added," or EVA. EVA is by no means a new concept. Rather it is a practical, and highly flexible, refinement of economists' concept of "residual income"--the value that is left over after a company's stockholders (and all other important stakeholders) have been adequately compensated. For companies that aim to increase their competitiveness by decentralizing, EVA is likely to be the most sensible basis for evaluating and rewarding the periodic performance of empowered line people, especially those entrusted with major capital spending decisions. EVA, moreover, is not just a performance measure. When fully implemented, it is the centerpiece of an integrated financial management system that encompasses the full range of corporate financial decision-making--everything from capital budgeting, acquisition pricing, and the setting of corporate goals to shareholder communication and management incentive compensation. By putting all financial and operating functions on the same basis, an EVA system effectively provides a common language for employees across all corporate functions, linking strategic planning with the operating divisions, and the corporate treasury staff with investor relations and human resources. We begin by describing the shortcomings of the tops-down, EPS-based model of financial management. Next we explain the rise of hostile takeovers--as well as the phenomenal success of LBOs--in the 1980s as capital market responses to the deficiencies of the EPS model. The EVA financial management system, we go on to argue, borrows important aspects of the LBO movement--particularly, its focus on capital efficiency and ownership incentives--but without the high leverage and concentration of risk that limit LBOs to the mature sector of the U.S. economy. In the final section, we present the outlines of an EVA-based incentive compensation plan that is designated to simulate for managers and employees the rewards of ownership.

Опубликовано на портале: 16-06-2006
Robert Goldstein, Nengju Ju, Hayne E. Leland Journal of Business. 2001.  Vol. 74. No. 4. P. 483-513. 
A model of dynamic capital structure is proposed. Even though the optimal strategy is implemented over an arbitrarily large number of restructuring-periods, a scaling feature inherent in the framework permits simple closed-form expressions to be obtained for equity and debt prices. When a firm has the option to increase future debt levels, tax advantages to debt increase significantly, and both the optimal leverage ratio range and predicted credit spreads are more in line with what is observed in practice.

Опубликовано на портале: 16-06-2006
Saurabh Ghosh Applied Economics Letters. 2005.  Vol. 12. No. 2. P. 89-94. 
In the literature, the underperformance of IPOs is a well-documented empirical anomaly. This study concentrates on IPOs from the banking sector of an emerging economy, India. In a developing country, the role of the banking sector for economic development is undisputed. In view of its importance in economic resource allocation and its distinction from other industries in general, this paper analyses the post offering performance of banking sector IPOs in detail. The performance evaluation on the basis of stock returns did not find significant evidences of underperformance for the IPOs from the banking sector. Moreover, the study, based on key accounting parameters, found improvement in the performance of the banks in the post-listing period. There were no significant differences across ownership groups (public sector banks vis-à-vis their private counterpart) in the IPO performance.

Опубликовано на портале: 16-06-2006
Kee H. Chung, Mingsheng Li, Linda Yu Financial Management. 2005.  Vol. 34. No. 3. P. 65-88. 
We consider a simple model positing that initial public offering price is equal to the present value of an entity's assets in place and growth opportunities. The model predicts that initial return is positively related to both the size and risk of growth opportunities. Consistent with this prediction, we find initial return to be positively related to both the fraction of the offer price that is accounted for by the present value of growth opportunities and various proxies of issue uncertainty. We also find that IPO investors equate one dollar of growth opportunities to approximately three quarters of tangible assets.

Опубликовано на портале: 16-06-2006
Susana Álvarez, Víctor M. González Journal of Business Finance & Accounting. 2005.  Vol. 32. No. 1/2. P. 325-350. 
Academic research into firms that have gone public has focused on the study of two anomalies: initial underpricing and long-run underperformance. We analyse Spanish Initial Public Offerings to provide additional evidence on the long-run performance of IPOs and its relationship with initial underpricing. Results reveal the existence of negative long-run abnormal stock returns, in line with the international literature. Long-run performance presents a positive relationship with underpricing and the volume of funds obtained in seasoned offerings, in consonance with the predictions of,and.

Опубликовано на портале: 16-06-2006
Congsheng Wu Journal of Business & Economic Studies. 2005.  Vol. 11. No. 1. P. 19-33. 
This study examines the relation between the offer price adjustment, initial return, and subsequent short-run performance for a sample of initial public offerings (IPO's) made by US industrial companies from 1986 to 1996. The IPO's are divided into three categories (cold, cool, and hot issues) based on the offer price relative to the suggested price range revealed in the preliminary prospectus. It is found that the offer price adjustment not only predicts the first-day return, but also predicts subsequent short-run performance in the same direction up to three months after issuance. Moreover, different types of IPO's demonstrate distinct cross-sectional behavior in multivariate regressions of initial returns. Our results suggest that cold IPO's are quite unique and deserve more attention in future studies.

Опубликовано на портале: 16-06-2006
François Derrien Journal of Business Finance & Accounting. 2005.  Vol. 32. No. 1/2. P. 325-350. 
This paper explores the impact of investor sentiment on IPO pricing. Using a model in which the aftermarket price of IPO shares depends on the information about the intrinsic value of the company and investor sentiment, I show that IPOs can be overpriced and still exhibit positive initial return. A sample of recent French offerings with a fraction of the shares reserved for individual investors supports the predictions of the model. Individual investors' demand is positively related to market conditions. Moreover, large individual investors' demand leads to high IPO prices, large initial returns, and poor long-run performance.

Опубликовано на портале: 16-06-2006
Anthony Yanxiang Gu American Business Review. 2003.  Vol. 21. No. 2. P. 101-109. 
Examines the impact of state ownership, firm size and initial public offering performance in China. High initial and short-term returns; Indication that firm size, has a significant positive impact on the Suggestion that investors believe that large companies are less risky and have stronger demand for their stocks.