English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 113485/144472 (79%)
Visitors : 51390160      Online Users : 316
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
    •  Adv. Search
    Home ‧ Login ‧ Upload ‧ Help ‧ About ‧ Administer Goto mobile version


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/3888


    Title: 分析師類型、無形資產 、與企業生命週期關係之研究
    Other Titles: Analyst Style, Intangible Assets, and Life-Cycle
    Authors: 金成隆
    Keywords: 分析師;生命週期;盈餘預測;領先 (從眾)型分析師
    Analysts;life-cycle;earnings forecast;Intangible assets;Lead (follower) analysts
    Date: 2003
    Issue Date: 2007-04-18 16:37:28 (UTC+8)
    Publisher: 臺北市：國立政治大學會計學系
    Abstract: 分析師主要在提供分析報告，包括 盈餘預測與股票推薦，在資本市場上扮 演了重要的資訊中介角色。本計畫主要 在探討二項議題：1.分析師報導與企 業生命週期之關係：包括(1)分析師對各 生命週期公司所做的財務預測，盈餘反 應係數是否不同；(2)分析師對於各生命 週期公司所使用之非財務資訊的量是 否會不同；(3)企業在成長期(成熟或衰 退期)會有比較多(少)的分析師報導， 且在此階段分析師報導所付出去的努 力較大(少)。2.分析師類型(領導型、 從眾型)的行為差異與生命週期之關 係，主要在檢測：(1)報導成長期企業的 領導型分析師之比率高於其他生命週 期階段；(2)領導型(從眾型)分析師報導 之產業數相對較少(多)；(3)在生命週期 的各階段，領導型分析師修正財測時之 盈餘反應係數均大於從眾型分析師，且 成長期的差異情況比在成熟期或是衰 退期更加明顯。 實證結果發現：分析師對於成長期公司所做的財務預 測，盈餘反應係數會大於其他生命週期階 段所做的財務預測之盈餘反應係數。 領導型分析師所做之財務預測的盈餘 反應係數大於從眾型分析師之盈餘反應係 數，且在成長期之企業，其差異更為顯著 企業在成長期時，有較多分析師報 導，且成長期企業，領導型分析師報導人 數佔總報導分析師人數之比率，高於其他 生命週期階段。 對於成長期企業之報導，分析師所付 出之努力高於對其他生命週期企業報導所 付出的努力。 領導型分析師所報導的產業數少於從 眾型分析師，表示要成為領導型分析師除 了努力外，還需具備有專業之產業知識。
    Analysts, as an informational intermediary, produce research reports that include forecasts of future earnings and investment recommendations, thus fulfill an important role in capital market. In this project, I address two primary questions in light of life-cycle theory, and predict that : (1) life-cycle impact on analysts` behavior, including: (a).the forecast response coefficients (hereafter FRC) of analysts` earnings forecasts for firms in growth stage are larger than for others in other stages.(b) analysts use more no-financial data in making earnings forecasts for firms in growth stage than for others in other stages.(c)firms in growth stage have greater analyst following, and analysts expend greater effort to follow those. (2) effect of analysts style on analysts` coverage and commendation, including: (a) the extent to which leader analysts cluster decreases with the maturity of firms. (b) leader analysts follow fewer firms in total than follower analysts for the same industries. (c) the FRCs for lead analysts are greater than the corresponding FRCs for follower analysts, and the convergence in FRCs among different stages of life cycle will results as firms mature.
    Description: 核定金額：691500元
    Data Type: report
    Appears in Collections:[會計學系] 國科會研究計畫

    Files in This Item:

    File Description SizeFormat
    922416H004055.pdf40KbAdobe PDF21947View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback