Financial Management Capacity Research Articles

Research on Group Vertical Value Chain Optimization and Information Integration Tactics: Guarantee for Group Financial Strategy Execution Power - Case Study from CEC

Based on the case study method, this paper carries out detailed investigation and in-depth analysis of the implementation process of improving the group financial strategy execution power in IT environment in China Electronics Information Industry Group (the CEC Group, for short) and constructs a theoretical frame of financial strategy execution. The study finds that in the rapid development process of current enterprise groups in China whether the group financial strategy is effectively implemented or not is of great importance and one of the main factors restricting effective implementation of the group financial strategy lies in lack of information management. When studying the group financial strategy implementation process, the CEC Group takes the value chain theory as a guide, utilizes information technology to optimize the vertical value chain and solve information management deficiency issues and organically integrates system establishment and information technology, improving execution strength of the group financial strategy. Based on analysis of optimization practice in the CEC Group, the paper summarizes and extracts the implementation framework of the financial strategy in IT environment, elucidates the study ideas for vertical value chain optimization to enhance the group financial strategy execution strength, providing new thinking for Chinese enterprise groups to promote the financial strategy management capacity by using information technology.

Economic and Financial Management Capacity of Small Water Systems

Journal of Contemporary Water Research & EducationVolume 128, Issue 1 p. 31-34 Free Access Economic and Financial Management Capacity of Small Water Systems Jim Maras, Jim Maras Water Programs, Rural Utilities Service, USDASearch for more papers by this author Jim Maras, Jim Maras Water Programs, Rural Utilities Service, USDASearch for more papers by this author First published: 01 May 2009 https://doi.org/10.1111/j.1936-704X.2004.mp128001006.xCitations: 8AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume128, Issue1June 2004Pages 31-34 ReferencesRelatedInformation

Budgeting during the Clinton Presidency

This article assesses the Clinton administration record of budgeting. During President Clinton's two terms, the federal government moved from an era of large deficits to one of equally large surpluses. This turnaround was caused by both the strong economy and the deficit reduction deals of 1990, 1993, and 1997. Defense spending and interest declined as a percentage of the budget, whereas mandatory spending and nondefense discretionary spending increased. Acrimonious interbranch budgetary relationships dominated, with Clinton ultimately winning far more fights than he lost. Executive branch budgetary and financial management capacity improved during the Clinton administration.

Government Expenditure Arrears: Securitization and Other Solutions

On occasions, by running arrears, governments have unilaterally borrowed from domestic agents. These agents ended up with implicit claims on the government for which they had no title and that would be honored, at best, on an unspecified future date and for an uncertain value. Having untitled assets limits creditors’ financial management capacity, because they cannot trade or enforce these claims. This paper presents several options for addressing the arrears problem. It recommends that the government recognize its implicit financial liabilities, set a timetable for their clearance, and issue market-negotiable titles (securitize). Several country experiences with securitization operations are documented.

Government Expenditure Arrears: Securitization and Other Solutions

On occasions, by running arrears, governments have unilaterally borrowed from domestic agents. These agents ended up with implicit claims on the government for which they had no title and that would be honored, at best, on an unspecified future date and for an uncertain value. Having untitled assets limits creditors’ financial management capacity, because they cannot trade or enforce these claims. This paper presents several options for addressing the arrears problem. It recommends that the government recognize its implicit financial liabilities, set a timetable for their clearance, and issue market-negotiable titles (securitize). Several country experiences with securitization operations are documented.

The knowledge-interest context of local public finance: Judgments of city finance officers

A potential constraint on local public finance decision making is the distribution of knowledge of, and interest in, public finance issues within a community. Since city finance officers occupy strategic positions in local government and politics an understanding of their assessments of the local knowledge-interest context is preliminary to financial management capacity building initiatives. This article considers the judgments of seventy Ohio city finance officers on the level of local government finance knowledge and interest in their communities. Alternative explanations for variation in judgments on the knowledge-interest context are tested. While little variation is explained by aggregate city characteristics, local financial management professionalism, or city government structural arrangements, variables related to city specific political factors do tend to have considerable explanatory power.

Sharing Management Capacity: Is There a Federal Responsibility?

F'or local and state administrators the 1980s promise to be a decade of doing more with fewer dollars. In all too many jurisdictions public managers are confronted by growing service needs, diminishing real levels of federal aid, public demands for fiscal restraint, and a rapidly shrinking dollar. Under such conditions, they may feel somewhat like the Red Queen in Alice's Wonderland-obliged to run faster and faster in order to stay in the same place. In these circumstances, effective financial management becomes essential to the maintenance of acceptable service levels. The Financial Management Capacity Sharing (FMCS) program of the U.S. Department of Housing and Urban Development (HUD) is one of the more recent and ambitious federal efforts to assist in the management improvement of state and local governments. The program, established in 1977-78, is one of educational outreach. Through the use of publications, conferences, telephone inquiry services, workshops, and face-to-face consultations, FMCS is intended to help local and state managers adapt workable practices that will improve their financial management systems. This article is based on a two-year assessment of the program conducted by the authors and a panel of the National Academy of Public Administration.' The lessons learned from the FMCS experience are significant to future efforts to improve management capacity at the state and local levels, as well as to the question of the appropriate federal role in providing such aid.