计量经济分析 = Econometric analysis

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed.

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

The Concept of Corporate Strategy. Por Kenneth R. Andrews. Homewood, III.: R. D. Irwin, 1980 Revised Ed. xi, 180 p.; 24 cm. Incluye referencias e indice. ISBN 0-256-02371-9.

The Concept of Corporate Strategy

Revolutionizing product development

Business group characteristics and affiliated firm innovation: The case of Taiwan

The agency problem of listed companies in East Asia is closely related to their typically concentrated ownership structures. Tight control creates an entrenchment problem that allows the controlling owners' self-interested behaviors to go unchallenged internally by the boards of directors or externally by takeover markets. The primary objective of this paper is to explore the association between the ownership and control structure and innovation. The ownership and control structure is measured first as the divergence between the ultimate owner's voting rights and the ultimate owner's cash flow rights, and second by the presence of ultimately controlling shareholder's family member as CEO or Chairman of the board, or both. Innovation is measured by patent quantity and patent quality. This paper uses patents granted by the U.S. Patent and Trademark Office (USPTO) to measure innovation activities. We find that innovation is significantly and negatively related to the level of agency problems. We further find...

Corporate Ownership Structure and Innovation: Evidence from Taiwan's Electronics Industry:

The primary objective of this study is to investigate the impact of corporate internationalization on earnings management. We also explore the mitigating roles of corporate ownership structure, as measured by divergence of controlling owner's control and cash rights, and the proportion of firms that operate in common law countries on earnings management. Using a sample drawn from Taiwan, we find that greater corporate internationalization is associated with a higher level of earnings management, as proxied by discretionary accruals and the likelihood of exactly meeting or just beating analyst forecast. Corporate internationalization is measured by the ratio of foreign assets to total assets, foreign operational country scope, and the number of foreign investees, respectively. In addition, we find that companies can reduce the negative effects of internationalization on earnings management by improving their corporate ownership structures or investing in a higher proportion of common law countries where th...

International Diversification, Ownership Structure, Legal Origin, and Earnings Management: Evidence from Taiwan:

The design of chief-executive-officer (CEO) compensation influences a CEOâ€™s decisions and the degree to which the company in question values foreign and domestic earnings. This study explores how CEO compensation structure influences foreign and domestic earnings. This study investigates 1,393 listed and over-the-counter companies from 2001 to 2004. The results show that when a CEO also serves as the chairperson of the board of directors, the design of CEO compensation does not assign high weighting to foreign earnings. By contrast, when a CEO is not the chairperson of the board of directors, the design of CEO compensation assigns significantly high weighting to foreign earnings. This research is one of the few studies that explore the influence of a CEO who also serves as the chairperson of the board of directors on CEO compensation composition. The findings reveal that agency problems due to a CEO also serving as the chairperson of the board of directors may influence the importance of foreign earnings in relation to CEO compensation. This study substantially contributes to the fields of corporate governance and earnings management

Ceo Compensation And Earnings Sensitivity: A Perspective From Ceo Duality

This paper investigates how business group affiliation affects firm innovation. Business groups have greater access than most stand-alone firms to the resources needed to trigger innovation in emerging economies. Business group affiliation provides firms with key necessary resources and facilitates affiliated firms to engage in higher-level innovative activities. However, unaffiliated firms tend to undertake relatively low order innovative projects because of their resource constraints. Such patterns of innovative activities vary from a firm's group membership. Evidence from Taiwan presented in this paper suggests that affiliated firms generate greater innovative outputs than unaffiliated firms. The findings also suggest that affiliated firms generate higher proportion of major innovation while unaffiliated firms produce more on incremental innovation. This study contributes to recent endeavours to understand the effects of business group on firm innovation.

Yu-Ju Chen

Papers

Business group characteristics and affiliated firm innovation: The case of Taiwan

Corporate Ownership Structure and Innovation: Evidence from Taiwan's Electronics Industry:

International Diversification, Ownership Structure, Legal Origin, and Earnings Management: Evidence from Taiwan:

Ceo Compensation And Earnings Sensitivity: A Perspective From Ceo Duality

Does business group affiliation make firm innovation different? Evidence from Taiwan