scholarly journals Professional Managers and Long-term Investment in State-owned Enterprises

2020 ◽  
Vol 214 ◽  
pp. 02039
Author(s):  
Wu lan ◽  
Mao Liqing ◽  
Yu Lingli

In the background of mixed ownership reform, the introduction of professional managers in state- owned enterprises is to gradually integrate with the market, participate in market competition, and improve the efficiency of state-owned assets. However, due to the late introduction of China, the professional manager system of state-owned enterprises is constantly developing and improving. The results of this study show that the introduction of professional managers in state-owned enterprises will reduce the long-term investment of enterprises, but it is not significant in the case of the combination of manager and chairman. This paper puts forward a new direction and thinking for the construction of professional manager system.

1998 ◽  
Vol 28 (1) ◽  
pp. 29-46
Author(s):  
Jonathan Oberlander

There is growing enthusiasm for transforming Medicare into a voucher system. Advocates claim vouchers would increase the health care choices available to Medicare beneficiaries, reduce the regulatory burden on the federal government, and promote the benefits of fair market competition. In addition, some analysts contend vouchers are the only feasible solution to Medicare's short-term financing problems and the long-term “crisis” of the retirement of the baby-boom generation. The author argues against these claims. Vouchers would not work as advertised by proponents because of the limitations of risk-adjustment methods and unrealistic assumptions about consumer choice. Moreover, the elderly and disabled Medicare population is ill-suited to cope in a competitive insurance system. Implementation of vouchers would therefore pose a threat to both the health of beneficiaries and the stability of the Medicare program. The implications of this analysis for Medicare reform are discussed.


2011 ◽  
Vol 403-408 ◽  
pp. 3166-3169
Author(s):  
Jie Lu ◽  
Jun Wang ◽  
Yan Xu

Family enterprise needs to absorb and integrate new management resource continuously and has unique trust mechanism; In the process of retaining professional managers, there exists the absence of trust entertainment, mechanism, and ideal and so on. It is effective to adopt pan-family regulation to integrate management resource, expand the trust space of family enterprises and retain multiple competitive systems to restrain professional executives. Consequently,effective integration of professional managers,trust and family enterprises will come true.


2020 ◽  
Vol 146 (6) ◽  
pp. 04020037 ◽  
Author(s):  
Xinyu Wu ◽  
Chuntian Cheng ◽  
Shumin Miao ◽  
Gang Li ◽  
Shuming Li

2012 ◽  
Vol 18 (5) ◽  
pp. 662-674 ◽  
Author(s):  
Tien-Chien Chen ◽  
Yu-Cheng Lin ◽  
Lung-Chuang Wang

Uncertainty in a contract for some BOT (Build-Operate-Transfer) projects may allow an opportunistic developer to take advantage of information asymmetrical factors, long-term external changes, and agency dilemma to request renegotiation and to alter the contact after it has been awarded. Such requests often entrap the government in hold-up problems and result in improper payments to the developers and may even create general public dissatisfaction with a project. In this paper, the Game Theory model is used to analyze the Taiwan High Speed Railroad project to examine how developers implement different strategies at the various stages of a project to alter the contract's conditions in order to continually creating competitive advantage after they have been awarded the contract. This project developer is now facing serious financial difficulties. In this study, the financial information on the Taiwan High Speed Railroad operations was used as the foundation for conducting a simulation to calculate the project's value after this project began operation. The results will serve as reference to the best decision-making strategy for renegotiating costs in competition and cooperation so that a developer can select the optimum project offering the maximum reward. Also, the result will be offered to industries involved in market competition or act as an approach to establish future BOT policies on renegotiation.


Energy Policy ◽  
2017 ◽  
Vol 105 ◽  
pp. 98-107 ◽  
Author(s):  
Antoine Monnet ◽  
Sophie Gabriel ◽  
Jacques Percebois

2021 ◽  
Vol 26 (4) ◽  
pp. 299-308
Author(s):  
Mircea Udrescu ◽  
Eugen Siteanu

Abstract While emerging technologies are generally incipient technologies, still under development, whose competitive impact is expected to be quite high and may have long-term strategic significance, by replacing current technologies with the potential to become key technologies, “emerging destructive technologies”designates the set of emerging technologies that are meant to be destructive and be used as methods, systems and techniques specific to war. And, since the great powers do not seem too willing to bury the hatchett of war, but use it in all geopolitical discourses, the destructive component of emerging technologies has become a catalyst for the innovative efforts of companies and states, which leave open great prospects for success in the lucrative business. The practice of emerging technologies so far has led to a change in the paradigm of warfare for many countries, to the conduct of remote warfare, to simultaneous and rather complicated hybrid actions, to the transformation of radio and television into modern instruments of psychological warfare. Emerging technologies with a destructive role are in the process of triggering new revolutions in the field of military affairs, resulting in the privatization of quality ideas incorporated in the means of combat, but also to dominate the market competition. Emerging technologies with a destructive effect propose for political decision makers: the decrease of human density on the battlefield, a modular articulated army with the possibility of ad-hoc summoning, a modern vision of the super-soldier, robotization and miniaturization of combat technique.


2005 ◽  
Vol 18 (1) ◽  
pp. 57-76 ◽  
Author(s):  
Trygve Gulbrandsen

This article discusses whether family ownership affects a firm's adoption of flexible manpower and organization practices. The results presented in the article show that the important divide is not between family-owned and nonfamily businesses: family businesses with a professional top manager differ from nonfamily firms only as regards one of seven flexibility measures. More important is whether the owners choose to be in charge of the day-to-day running of the firm themselves (owner-management) or leave it to a professional manager. In owner-managed family businesses, five out of seven practices for increased flexibility prevail less frequently than in both family businesses with a professional manager and nonfamily firms. Owner-managers are, then, more skeptical of adopting new management principles and personnel policies than are professional managers.


Energies ◽  
2019 ◽  
Vol 12 (24) ◽  
pp. 4663
Author(s):  
Xuguang Yu ◽  
Gang Li ◽  
Chuntian Cheng ◽  
Yongjun Sun ◽  
Ran Chen

To further promote market competition, enrich trading varieties, alleviate information asymmetry, and improve trading efficiency during electricity market reform in China, the continuous bidirectional transaction (CBT) was designed and applied in the Yunnan electricity market (YNEM), which is dominated by medium- and long-term power energy trading. The clearing model for the CBT with the goal of maximum social welfare is proposed in two bidding stages, including call auction (CA) and continuous double auction (CDA). Correspondingly, the integrated two-stage market clearing algorithm is also introduced to ensure the data consistency and business continuity. Finally, the analysis of the practical application shows that the proposed model, algorithm, and various key implementation strategies of the trading platform support the bidding and clearing of the CBT well. In addition, the research and application of CBT may also provide valuable insights for other electricity market construction.


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