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股权结构对我国商业银行企业治理的影响

论文编号:lw201605150932448632 所属栏目:留学生mg娱乐场 发布日期:2018年09月25日 论文编辑:mg娱乐场www4355com_mg4355娱乐电子游戏【线路检测】

1 Introduction先容

1.1研究项目背景及相关业务术语说明

本课题主要研究股权结构、股权结构的影响因素、股权结构与企业经营之间的关系,以及股权结构对中国商业银行治理的影响。本文将首先先容相关的业务术语,然后更详细地探讨这一主题。此外,本文将首先从总体上探讨股权结构与企业治理的关系,然后将重点放在我国商业银行。

1.1.1对于企业股权结构是什么?

企业的所有权结构是指不同类型股份之间的比例和关系。 企业股份的所有者是股东或股东,他们拥有的股份称为股权。 股东不对企业的日常运营或管理负责,但他们通常有权就某些有关管理业务的决定来进行投票。 股东权力与其拥有的股份成正比。 不同类型的所有权结构可以产生不同类型的组织结构和不同类型的企业治理结构,包括企业行为和绩效的最终决策。

1.1 Research project background and explanation of related business terms 

This research project is about learning the ownership structures of shares, influencing factors on ownership structure, relationship between ownership structure and operation of business, and how ownership structure of shares influences governance of Chinese commercial banks. This paper will first introduce the relevant business terms and then explore this topic in more detail. In addition, this paper will first explore the relationship between the ownership structure of shares and corporation governance in general before focusing on Chinese commercial banks.

1.1.1 What is ownership structure of shares for a corporation? 

The ownership structure of a company refers to the proportions and the relationships between the different types of shares. The owners of shares in a company are stockholders or equity holders, and the shares they own are called equity. Shareholders are not responsible for daily operation or management of the corporation, but they normally have the right to vote on certain decisions about managing the business. Shareholder power is proportional to the shares they own. Different types of ownership structure can give rise to different types of organizational structure and different types of corporate governance structure, including the final decision making of the behavior and performance of the enterprise. 

1.1.2 Formation of ownership structure 

Is the ownership structure static or changeable? External macroeconomic environment, industry environment and competitive landscape affect a company’s strategic actions. Therefore, any changes that occurred in the external environment will bring changes into the ownership structure in the enterprises accordingly. For example, any political (P) changes, economic (E) changes, socio-cultural (S) changes, technological (T) changes, environmental (E) changes, and legal (L) changes, known together as PESTEL, in the external environment of the company can affect and change a company’s ownership structure of shares. Many studies have verified the importance of ownership structure and development of organizational structure, so corporations should carefully consider and react to changes in the environment.
An organization is dynamic, flexible and resilient. As a result from the external environmental changes, the ownership structure is a dynamic structure that can be controlled, shaped and defined. The dynamic changes in the ownership structure of shares will eventually lead to changes in the organizational management structure and organizational operation structure. 

The ownership structure within an organization is affected by capital, natural resources, technology, marketing, and experience in management, all of which parts are highly influenced by technological changes and globalization. With the emergence and rapid growth of a global network, the proportion of intellectually capital in the ownership structure is growing rapidly. Our society, under the influence of science and technology, is transforming into a society in which the human labor hires capital, away from an old society in which the capital is used to hire and wage human labor. Human capital has a unique identity in the enterprise, because they share and enjoy the fruits, profits and results from the operation of the enterprise. Human capital also shares the residual claim with the owners of capital. With the greatest power and strength in technology and science, the intellectual property capital nowadays has become the most important capital that decides the fate of organizations. Thi

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