The enterprise finance crisis forecast could provide alarm to managers and investors of the enterprise, many scholars advised different alarm models to explain and predict the enterprise is facing finance crisis or not. These models can be classified into three categories by analysis method, the first is single-variate model, it¡¦s easy to implement. The second is multi-variate model which need to fit some statistical assumption, and the third is Artificial Neural Network model which doesn¡¦t need to fit any statistical assumption. However, these models do not consider the industrial effect, different industry could have different finance crisis pattern. This study uses the advantage of Artificial Neural Network to build the process of the enterprise finance crisis forecast model, because it doesn¡¦t need to fit any statistical assumption. Finally, the study use reality finance data to prove the process, and compare with the other models. The result shows the model issued by this study is suitable in Taiwan Electronic Industry, but the performance in Taiwan architecture industry is not better than other models.

L'ENI – Ente Nazionale Idrocarburi – est un des plus grands groupes pétroliers au monde et un des plus grands groupes entrepreneuriaux d'Italie ; ancien groupe public, privatisé depuis 15 ans, il est un bon cas d'étude pour donner une réponse à la question posée par le titre : La privatisation d'une entreprise modifie-t-elle la gouvernance?La réponse est complexe et est rendue plus difficile du fait des problèmes et des faits qui se sont passés pendant les années et qui ont été exposées dans la thèse. On avait beaucoup de questions préalables à considérer avant de comprendre si la gestion avait-elle modifié par la privatisation et si avait-elle eu du succès ou non. Avant tout quelle était la période à prendre en considération ?Il était nécessaire de regarder toute la période depuis l'aboutissement de la privatisation jusqu'à nos jours, car c'était la seule manière de comprendre. Et on avait encore une raison liée au domaine pétrolier pour regarder à la période la plus longue : on a parfois besoin de 15 à 20 ans pour voir les résultats d'un investissement tel que l'exploitation d'un gisement : donc on ne pouvait pas se limiter à une courte période, mais toute la période à disposition.Enfin il y avait encore un autre problème : le rôle des actionnaires. Leur activité avait-elle appuyé une politique destinée à obtenir des gains et à éviter des pertes dans le groupe ENI ? Le groupe a-t-il vraiment été capable d'obtenir toujours le maximum et, si non, quel a été le rôle de ses actionnaires, ou mieux, le rôle du plus important de ses actionnaires, qui est encore l'Etat italien ? Et ce rôle est-il expliqué de quelle manière ? A-t-il optimisé les résultats entrepreneuriaux ou non et, le cas échéant, a-t il permis au groupe d'atteindre ces résultats d'optimisation, de baisse de prix et d'amélioration du produit et du service au client qui, selon les théoriciens, devraient être le but et à la fois le résultat d'une privatisation ? / ENI – Ente Nazionale Idrocarburi – is one of the leading oil group in the world and a major enterprise in Italy. A former public group, it was privatized 15 years ago and it is a good case-study providing an answer to the question included in the title : does privatization modify an enterprise's governance?The answer is complex and it is made harder due to facts and problems occurred during the years and which are exposed in dissertation. It was necessary to consider many questions before realizing whether privatization modified governance and if the latter was successful or not. first of all, which was the period to take in consideration? It was necessary to look at the whole period since the start of privatization till our days, because it was the only way to understand the situation.There was an additional reason, strictly linked to oil-system to look at the longest period: on whole: sometimes 15 up to 20 years are needed to get the results of an investment as the exploitation of an oilfield, hence, it was impossible to consider a short term and it was necessary to look at the whole period.Last, there was one more problem : stakeholders' role. Did stakeholders support a gain-getting and a no-losses policy in the ENI Group ? Was the Group really able in getting always the best result and, in case not, which was its stakeholders' role, or which was its major stakeholder's - that is to say the Italian State – role? And how was this role explained ? Did it optymize entrepreneurial results or not, and, if so, did it allow the Group to get the results in optymization, prices lowering, product improvement, and client satisfaction which, according to the scholars, should be at the same time the task and the result of a privatization ?

Submitted by Elba Lopes (elba.lopes@fecap.br) on 2018-05-23T19:00:57Z No. of bitstreams: 2 Clainton Jos?? Jockims de Avelar.pdf: 383778 bytes, checksum: 7dfa60270f5a8a5b6902775d2bec8118 (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) / Made available in DSpace on 2018-05-23T19:00:57Z (GMT). No. of bitstreams: 2 Clainton Jos?? Jockims de Avelar.pdf: 383778 bytes, checksum: 7dfa60270f5a8a5b6902775d2bec8118 (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) Previous issue date: 2017-08-14 / The preponderant theory of Stakeholder Management proposes the existence of positive associations between fairness (fairness approach) with stakeholders and business performance. Nevertheless, there is recent literature that proposes that not all stakeholders would care about mutually fair relationships and that such audiences would have heterogeneous motivations. In this context, there would be reciprocators and self-referents. According to this theory, companies would be more successful if they adapted their approaches to the specific behavior of the different stakeholders. Using the indicator of the percentage variation of a company's revenue with its client stakeholders over a period of two years, the objective of this article was to test if the form of treatment employed between company and client stakeholders has an influence on financial performance. The data collection took place in a large retail company and occurred through questionnaires where the type of treatment was classified in the relationship between the company and the client stakeholder. The valid sample total for the study was 421 stakeholders. After identifying the form of treatment employed in the relationship between company and stakeholder, the respective financial performance of the revenue between the years 2015 and 2016 was determined. From the survey and respective analysis of the statistical models of the sample of 421 stakeholders, it was not possible to establish a conclusive position on the theory of heterogeneity of treatments in Stakeholder Management. This research, however, generates a meaningful empirical contribution by examining the recently published theoretical proposition and also generates benefits to the business practice, since it brings operational results that suggest alternatives on how a company can manage its relations with client stakeholders. / A teoria preponderante sobre Gest??o de Stakeholders prop??e a exist??ncia de associa????es positivas entre os relacionamentos justos (fairness approach) com stakeholders e o desempenho empresarial. N??o obstante, h?? literatura recente que prop??e que nem todos os stakeholders se importariam com rela????es mutuamente justas e que tais p??blicos teriam motiva????es heterog??neas. Neste contexto, existiriam os stakeholders rec??procos (reciprocators) e os autocentrados (self-regarding). De acordo com essa teoria, as empresas seriam mais bem-sucedidas se adequassem suas abordagens ao comportamento espec??fico dos diferentes stakeholders. Utilizando o indicador da varia????o percentual da receita de uma empresa com os seus stakeholders clientes, num per??odo de dois anos, o objetivo do presente artigo foi testar se a forma de tratamento empregado entre empresa e os stakeholders clientes tem influ??ncia no desempenho financeiro. A coleta de dados se deu em uma empresa varejista de grande porte e ocorreu por meio de question??rios onde se classificou a tipologia de tratamento na rela????o entre a empresa e o stakeholder cliente. O total da amostra v??lida para o estudo foi de 421 stakeholders clientes. Ap??s a identifica????o da forma de tratamento empregado na rela????o entre empresa e stakeholder cliente foi apurado o respectivo desempenho financeiro da receita entre os anos de 2015 e 2016. A partir da realiza????o da survey e respectiva an??lise dos modelos estat??sticos da amostra de 421 stakeholders clientes n??o foi poss??vel estabelecer uma posi????o conclusiva acerca da teoria da heterogeneidade de tratamentos na Gest??o de Stakeholders. Esta pesquisa, contudo, gera contribui????o emp??rica significativa, ao examinar proposi????o te??rica recentemente publicada e, tamb??m, gera benef??cios ?? pr??tica empresarial, uma vez que traz resultados operacionais que sugerem alternativas sobre como uma empresa pode gerenciar suas rela????es com stakeholders clientes.