The Analysis on Financial Cooperative Controlling Mechanism of Enterprise Group
Author(s)
Ziqin Feng
ABSTRACT
As the core of modern market economy, enterprise group is an advanced form of organization after productive forces reached to a certain stage. For the reason of complexity and specificity of organizational form of enterprise group, the issue of financial cooperative control has been widespread concerned by theorists. Although many researches have been done, but there are still lacking of systematic research results especially in the fields of mechanism of financial cooperative control. After exploring the relationship of value effect and financial control, this paper puts forword a system model of financial cooperative control. It also gives a system analysis including system hierarchy analysis, synergy analysis and coupling analysis. All of these can provide a decision making support for the collaborative mana- gement of enterprise group.
As the core of modern market economy, enterprise group is an advanced form of organization after productive forces reached to a certain stage. For the reason of complexity and specificity of organizational form of enterprise group, the issue of financial cooperative control has been widespread concerned by theorists. Although many researches have been done, but there are still lacking of systematic research results especially in the fields of mechanism of financial cooperative control. After exploring the relationship of value effect and financial control, this paper puts forword a system model of financial cooperative control. It also gives a system analysis including system hierarchy analysis, synergy analysis and coupling analysis. All of these can provide a decision making support for the collaborative mana- gement of enterprise group.
Cite this paper
nullZ. Feng, "The Analysis on Financial Cooperative Controlling Mechanism of Enterprise Group," iBusiness, Vol. 2 No. 4, 2010, pp. 401-408. doi: 10.4236/ib.2010.24053.
nullZ. Feng, "The Analysis on Financial Cooperative Controlling Mechanism of Enterprise Group," iBusiness, Vol. 2 No. 4, 2010, pp. 401-408. doi: 10.4236/ib.2010.24053.
References
[1] Hiroshi, “Interfirm Relations in an Enterprise Group: The Case of Mitsubishi,” Japanese Economic Studios, Vol. 22, No. 10, 1982, pp. 53-82. [2] R. Jankowski, “Preference Aggregation in Firms and Cor- poratist Organizations: The Enterprise Group as a Cellular Encompassing Organization,” American Journal of Political Science, Vol. 33, No. 4, 1989, pp. 973-994. [3] W. Bai, “Finance Management and Control of Enterprise Group,” Chinese Development Press, Beijing, 2008. [4] Y. Gong and Y. Liu, “Diversification Motivation and Its Value Effect,” Statistical Research, Vol. 24, No. 10, 2007, pp. 94-96. [5] D. Teece, G. Pisano and A. Shuen, “Dynamic Capabilities and Strategic Management,” Strategic Management Journal, Vol. 18, No. 7, 1997, pp. 509-533. [6] D. Xu and K. Li, “Management Coordination and Refinement,” Science Press, Beijing, 2008. [7] J. Bai, Y. Chen and Q. Li, “Innovative Collaboration and Its Influential Factors of Enterprise,” Science Studies, Vol. 8, No. 4, 2008, pp. 410-413. [8] Y. Chen, “Study on Financial Issues of Enterprise Group,” Northeast University of Finance Press, Dalian, 2007. [9] B. R. George, “The Organization of Industry,” Economic Journal, Vol. 82, No. 327, 1972, pp. 883-896. [10] S. Zhang, Z. Yu and Q. Liu, “Financial Controlling System of Enterprise Group,” Financial and Economic Publishing House in China, Beijing, 2006. [11] O. E. Williamson, “Corporate Financial and Corporate Governance,” The Journal of Finance, Vol. 35, No. 10, 1998, pp. 567-589. [12] H. Yang, “Value Effect of Corporate Control and Its Influence Factors,” Tianjin University Press, Tianjin, 2006. [13] Nicolis and Prigogine, “Self-organization in Non- equibibrium System from Dissipative Structures to Horder through Fluctuations,” Wilety, NewYork, 1977. [14] J. Hulland, “Use of Partial Least Squares (PLS) in Strategic Management Research: A Review of Current Studies,” Strategic Management Journal, Vol. 20, No. 3, 1999, pp. 195-204. [15] I. Ansoff, “Corporate Strategy,” McGraw-Hill, New York, 1965. [16] R. Buzzell and B. Gale, “The PIMS Princilpes Linking Strategy to Performance,” The Free Press, 1987. [17] H. Li, “Study of Synergic Strategy Theory of Chinese Enterprise,” Modern Economy, Vol. 22, No. 6, 2007, pp. 71-74. [18] Z. Gou and H. Qi, “Study of Financial Strategy Manag- ement Object,” Financial Research, Vol. 25, No. 7, 2002, pp. 52-54. [19] R. Freeman, “Strategic Management: a Stakeholder App- roach,” Pitman, Boston, 1984. [20] K. Ying and H. Xue, “Research on Synergy Effect of Enterprise Group’s Management,” East China Economic Management, Vol. 33, No. 10, 2004, pp. 135-138.
[1] Hiroshi, “Interfirm Relations in an Enterprise Group: The Case of Mitsubishi,” Japanese Economic Studios, Vol. 22, No. 10, 1982, pp. 53-82. [2] R. Jankowski, “Preference Aggregation in Firms and Cor- poratist Organizations: The Enterprise Group as a Cellular Encompassing Organization,” American Journal of Political Science, Vol. 33, No. 4, 1989, pp. 973-994. [3] W. Bai, “Finance Management and Control of Enterprise Group,” Chinese Development Press, Beijing, 2008. [4] Y. Gong and Y. Liu, “Diversification Motivation and Its Value Effect,” Statistical Research, Vol. 24, No. 10, 2007, pp. 94-96. [5] D. Teece, G. Pisano and A. Shuen, “Dynamic Capabilities and Strategic Management,” Strategic Management Journal, Vol. 18, No. 7, 1997, pp. 509-533. [6] D. Xu and K. Li, “Management Coordination and Refinement,” Science Press, Beijing, 2008. [7] J. Bai, Y. Chen and Q. Li, “Innovative Collaboration and Its Influential Factors of Enterprise,” Science Studies, Vol. 8, No. 4, 2008, pp. 410-413. [8] Y. Chen, “Study on Financial Issues of Enterprise Group,” Northeast University of Finance Press, Dalian, 2007. [9] B. R. George, “The Organization of Industry,” Economic Journal, Vol. 82, No. 327, 1972, pp. 883-896. [10] S. Zhang, Z. Yu and Q. Liu, “Financial Controlling System of Enterprise Group,” Financial and Economic Publishing House in China, Beijing, 2006. [11] O. E. Williamson, “Corporate Financial and Corporate Governance,” The Journal of Finance, Vol. 35, No. 10, 1998, pp. 567-589. [12] H. Yang, “Value Effect of Corporate Control and Its Influence Factors,” Tianjin University Press, Tianjin, 2006. [13] Nicolis and Prigogine, “Self-organization in Non- equibibrium System from Dissipative Structures to Horder through Fluctuations,” Wilety, NewYork, 1977. [14] J. Hulland, “Use of Partial Least Squares (PLS) in Strategic Management Research: A Review of Current Studies,” Strategic Management Journal, Vol. 20, No. 3, 1999, pp. 195-204. [15] I. Ansoff, “Corporate Strategy,” McGraw-Hill, New York, 1965. [16] R. Buzzell and B. Gale, “The PIMS Princilpes Linking Strategy to Performance,” The Free Press, 1987. [17] H. Li, “Study of Synergic Strategy Theory of Chinese Enterprise,” Modern Economy, Vol. 22, No. 6, 2007, pp. 71-74. [18] Z. Gou and H. Qi, “Study of Financial Strategy Manag- ement Object,” Financial Research, Vol. 25, No. 7, 2002, pp. 52-54. [19] R. Freeman, “Strategic Management: a Stakeholder App- roach,” Pitman, Boston, 1984. [20] K. Ying and H. Xue, “Research on Synergy Effect of Enterprise Group’s Management,” East China Economic Management, Vol. 33, No. 10, 2004, pp. 135-138.