As digital technologies proliferate, firms increasingly leverage digital transformation strategically, necessitating new orientations attuned to digital technological change. This study investigates how digital orientation (DORI)- the philosophy of harnessing digital technology scope, digital capabilities, digital ecosystem coordination, and digital architecture configuration for competitive advantage – influences firms’ environmental, social, and governance performance (ESG_per). Analysis of Chinese A-share firms from 2010-2019 reveals DORI is associated with superior ESG_per, operating through the mediating mechanism of enhanced digital finance (DIFIN) as a fund-providing facilitator for sustainability initiatives. Additional analysis uncovers important heterogeneities – private firms, centrally owned state-owned enterprises, politically connected, and emerging companies exhibit the strongest DORI - ESG_per linkages. Prominently, the study findings are validated through a battery of robustness tests, including instrumental variable methods, and propensity score matching. Overall, the results underscore the need for firms to purposefully develop multifaceted digital orientation and furnishes novel theoretical insights and practical implications regarding DORI’s role in improving ESG_per.

This article examines the experience of Canada’s tourism product operation and management, which has been highly successful in ensuring dynamic development and innovation while maintaining traditional tourism practices. The Canadian model emphasizes quality assurance, organizational support, marketing, and data analysis, providing valuable insights for the internationalization of Hainan’s tourism products. The study suggests that Hainan should focus on improving the overall coordination of its tourism operations, enhancing scientific quality management, utilizing tourism data effectively, and prioritizing efficient marketing. The development of inbound tourism should be used as an entry point to drive Hainan’s international tourism industry and promote the establishment of an international tourism consumption center. The article highlights the current limitations in Hainan’s internationalization of the tourism industry and identifies the need for a new operational management model that is innovative and effective. [译]本文深入探讨了加拿大在旅游产品运营与管理方面的成功经验，该国在确保旅游业动态发展和创新的同时，也成功维持了传统旅游实践。加拿大的模式着重于质量保证、组织支持、市场营销和数据分析，为海南旅游产品的国际化提供了宝贵的启示。研究建议，海南应重点提高其旅游运营的整体协调性，加强科学的质量管理，有效利用旅游数据，并优先重视高效的市场营销。应将入境旅游的发展作为推动海南国际旅游业和促进国际旅游消费中心建设的切入点。文章强调了海南在旅游业国际化方面存在的局限性，并指出了需要一种新颖、有效的运营管理模式的必要性。

We propose a theory of corporate social responsibility (CSR) by linking it to a firm’s product market. In our model, the firm’s product exhibits network effects whereby its value increases with the number of consumers who purchase it. Moreover, with advancements in technology and big data, the firm can adopt personalized pricing for each consumer. We show that such a firm could use CSR as a commitment device for low product prices, which helps overcome the coordination problem among consumers and increases firm profits, thus supporting the notion of “doing well by doing good.”

Coordination costs among a firm’s shareholders have an important impact on the market for corporate control. I use two measures, one based on the geographic distance among institutional shareholders and the other based on the correlation in their portfolio allocation decisions, to proxy for coordination costs. I find that target firms with low shareholder coordination costs experience significantly higher abnormal returns around the takeover announcement. In a similar vein, acquirer firms with low shareholder coordination costs are associated with higher acquisition announcement returns. These effects are particularly pronounced after the 1992 proxy reform that relaxes the restrictions on communication and coordination among shareholders. These findings suggest that the ease of coordination among shareholders plays an important role in the market for corporate control by raising the bargaining power of target shareholders and enhancing the monitoring role of both target and acquirer shareholders.

The global financial crisis is hitting China hard with great adversity. In response, China start to formulated the plan for dealing with the financial crisis and its possible fallout in June 2008 when China was in the critical stage of putting up the Olympic Games. The Chinese leadership judges the crisis is going to be a serious disaster but not as bad as the great depression of the 1930s. An America-type crisis is unlikely to happen in the country and the main threat would be the Chinese real sector being dragged down under, which in turn sparks a crisis in the financial sector. China’s strategy for combating the crisis therefore is to deal with the immediate crisis effects in the real economy in the first place, and looks for opportunities in the meantime. The overwhelming emphasis is placed on expanding domestic demand to fuel growth. Following this strategy, China has rolled out a comprehensive package of combating measures. The fiscal expansion hit the headlines with extensive government financial support for infrastructure and public service projects. Yet the Chinese monetary stimulus is actually more powerful. The stance of Chinese monetary policy has changed from being precautionary against inflation with flexibility to appropriate easing to promote growth. After several rounds of rate cuts, the Chinese version of quantitative easing takes the central stage. In China’s battle with the financial crisis, the monetary stimulus is playing a leading role at the moment. The international dimensions of China’s monetary policy typify how China turns a crisis into a world of opportunity. China has taken a conservative approach to managing her reserves in which the huge international reserves are taken as self insurance rather than an avenue for international leverage. Within this framework and if safety of these foreign assets can be assured, China can provide finance to countries in crisis through international financial organisations. In addition to the Panda Bonds, the chief way for China to make funding contribution is through IMF. For this matter, China supports the motion to increase the IMF’s lending capacity and would buy the bonds it issues. China is actively calling for reform of international financial architecture. Chinese advisers have publically argued that the increase in China’s funding contribution has to be paralleled by an increase in China’s profile in the power structure in the IMF. In many occasions, China has also acted as spokesman of the emerging and developing economies by making cases for increasing their say in world financial affairs. But on the whole, China has been cautious not to committing herself too much as she knows probably she has little to gain from international policy coordination. Against this backdrop, China has chosen to focus on regional financial cooperation proactively and considerable progress has been made in this area. China’s dealing with the current financial crisis is unassuming. What she has done is down-to-earth common sense. However, the Chinese approach is shown signs of working. Despite the early success of crisis handling, there remain fundamental problems in China’s structure of economic growth. How to redress structural imbalances in the economy, to boost domestic demand, to calm down the property market and, above all, to create millions of jobs, are still the major huge challenges China is facing.

This paper firstly discusses alignment of SWFs with macroeconomic policy. We believe that SWFs can become an effective tool for fiscal policy; SWF investments should be made in alignment with the monetary authority, and help stabilize the exchange rate. SWFs also contribute to stability of the national balance sheet. Asset allocation of SWFs has significant impacts on the current and capital accounts of both domestic and international balance sheets. Secondly, this paper explores the impacts of SWFs on the global financial market and its stability, including those on asset bubbles, equity risk premium and financial market stability. We argue that the potential negative impact of SWFs on the global financial market is very limited, and that they are important stabilizing forces in the global financial market. We believe that SWFs contribute to the coordination of macroeconomic policy from a domestic point of view and to the stability of global financial market from an international point of view.

The integration of two vertically linked business units allows the single owner to choose the compensation contracts of the managers of the two units coordinatively and thus internalizes a production externality when there is technological synergy or complementarity. On the other hand, vertical integration changes the way in which a disagreement is handled when the two managers cannot agree on a transfer price for the intermediate product. Specifically, integration gives the single owner an extra option: transfer the product without establishing a price. Knowing that the owner cannot commit to costly outside trade, the managers have stronger incentives to disagree on the transfer price and hence the information that would be conveyed by the market prices is lost. Consistent with the conventional wisdom, two key determinants of vertical integration in our model are intermediate-product-market uncertainty and production synergy between the two units. The model yields new predictions linking both the integration decision and contract choices to several variables commonly thought to be important for vertical integration.

In this paper, we develop an equilibrium model for market liquidity and its impact on asset prices when constant participation in the market is costly. We show that, even when agents' trading needs are perfectly matched, costly participation prevents them from synchronizing their trades, which gives rise to the need for liquidity. Moreover, the endogenous liquidity need, when it occurs, can lead to market crashes in absence of any aggregate shock. We also show that the lack of coordination among agents in the demand and the supply of liquidity generates negative externalities, and the loss in social welfare can out-weigh the savings on participation costs.