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- All Subjects: enterprise performance
- All Subjects: Equity Model
- Creators: Cheng, Shijun
- Creators: Liang, Bing
- Member of: ASU Electronic Theses and Dissertations
Description
Against the backdrop of China's rapidly expanding economy and constantly changing stock market, the dispersion of stock structure has become particularly noteworthy among listed businesses. Even though still a minority, those listed businesses without an actual controller are becoming more prevalent, and their continued growth justifies studying them as an individual group. Management, in which resides the core value of a business, has a peculiar impact on how well a company performs. This study examines the relationship between management heterogeneity and corporate performance with an emphasis on heterogeneous notable traits in the management of listed businesses without an actual controller. Generally speaking, it consists of three sections: in the first section, the mechanism with which the three heterogeneity dimensions, including gender, age, and professional background of the management, affect corporate performance, is examined; in the second section, the black box of the process through which team cooperation, a mediating variable, affects corporate performance in terms of the three heterogeneity dimensions and its mediating effect in between are analyzed; in the last section, based on the above study, a further analysis is made into the moderating effect of moderating variables such as regional cultural and habit differences in China on the mediating variable, as well as the conditions under which moderating variables can affect corporate performance and their functions. This study, covering 229 listed companies with no actual controller trading A-shares from 2016 to 2021 (A-shares are the stock shares of mainland China-based companies that trade on the two Chinese stock exchanges, the Shanghai Stock Exchange (SSE) and the Shenzhen Stock Exchange (SZSE)), The novelty of this study lies in two aspects: First, it is the first study that introduces regional cultural and habit differences as moderating variables, and it has found that the mechanisms and moderating effects of different heterogeneity dimensions of the management on team cooperation and corporate performance are not the same. Second, it is the first that proposes and measures the concept of team cooperation and has preliminarily validated its importance to corporate performance.
ContributorsHe, Hao (Author) / Wang, Shaoqing (Thesis advisor) / Cheng, Shijun (Thesis advisor) / Qian, Cuili (Committee member) / Arizona State University (Publisher)
Created2024
Description中国律师制度自“文化大革命”结束后恢复至今，已有近四十年。中国律师行业伴随着中国改革开放的进程，得到了飞速的发展，当然，同时也面临着诸多的问题。重要的问题之一便是，中国律师事务所采用“加盟制合伙人”模式和采用“权益制合伙人”模式之争。本文试图从回顾企业边界的三大理论出发，提出“加盟制合伙人”模式和 “权益制合伙人”模式与合伙人律师的业务专业化程度、业务复杂化程度以及大客户和律师事务所规模关系的四个假设，通过实证分析的方式，试图以企业边界三大理论解释前述四个假设中的关系，并以此期望对律师行业的发展有所启发。
ContributorsChu, Xiaoqing (Author) / Pei, Ker-Wei (Thesis advisor) / Cheng, Shijun (Thesis advisor) / Shen, Wei (Committee member) / Arizona State University (Publisher)
Created2019
Description当前，民营企业已成为中国重要支撑力量，而未来5到10年，约有300多万家民营企业面临传承困境。但学术研究领域在传承整体框架、配套机制建设方面有完整论述、有成功案例的所见不多。首先，针对以上民营企业的传承现状，本文将研究、回答五个问题：1、成功传承的标准和要素是什么？2、传承模式有哪几种，每种模式配套的传承机制是什么，该如何建立？3、民营企业应选择何种传承模式，如何选择？4、民营企业的整套传承方案如何落地搭建？5、是否有普适性的、可借鉴的民营企业传承模型，包含哪些要素？
其次，本文主要使用文献研究、案例研究、实证分析，选取中、美、德、日四家不同传承阶段、不同传承模式的知名民营企业，对其传承情况进行深入研究。在此基础上，归纳总结出传承的关键要素，对前述五个问题进行系统解答。同时，本文创新性地结合理论研究、案例研究及企业实践，提出适合我国大部分民营企业的传承全周期管理框架。
最后，根据以上研究，本文总结出关于中国民营企业传承的八大结论及建议：1、本质：权力的交接和义务的传递；2、两大风险：继任风险（继任人的能力要求）、代理风险（继任人对企业核心理念的意愿/忠诚度）；3、降低风险的四大机制：领袖锻造、人才梯队、管控治理、激励机制；4、两大成功要素：“选领袖”和“建机制”；5、四大机制是并行推进、相辅相成的，要尽早构建、持续优化；6、三大模式：家族成员继承、内生培养经理人、外聘职业经理人；7、民营企业传承模型包含七大要素、五大步骤；8、民营企业在制定传承方案时，除了要注意传承模型中的要素，还要注意其他关键要素。
其次，本文主要使用文献研究、案例研究、实证分析，选取中、美、德、日四家不同传承阶段、不同传承模式的知名民营企业，对其传承情况进行深入研究。在此基础上，归纳总结出传承的关键要素，对前述五个问题进行系统解答。同时，本文创新性地结合理论研究、案例研究及企业实践，提出适合我国大部分民营企业的传承全周期管理框架。
最后，根据以上研究，本文总结出关于中国民营企业传承的八大结论及建议：1、本质：权力的交接和义务的传递；2、两大风险：继任风险（继任人的能力要求）、代理风险（继任人对企业核心理念的意愿/忠诚度）；3、降低风险的四大机制：领袖锻造、人才梯队、管控治理、激励机制；4、两大成功要素：“选领袖”和“建机制”；5、四大机制是并行推进、相辅相成的，要尽早构建、持续优化；6、三大模式：家族成员继承、内生培养经理人、外聘职业经理人；7、民营企业传承模型包含七大要素、五大步骤；8、民营企业在制定传承方案时，除了要注意传承模型中的要素，还要注意其他关键要素。
ContributorsCao, Jianwei (Author) / Huang, Xiaochuan (Thesis advisor) / Liang, Bing (Thesis advisor) / Cheng, Shijun (Committee member) / Arizona State University (Publisher)
Created2020