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清算:华尔街的日常生活

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清算:华尔街的日常生活

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《清算:华尔街的日常生活》,为什么来自政府和各行业的掌权者要依靠金融家来解决自己搞砸的事情?为什么逃避监管和引发危机是华尔街“聪明文化”的组成部分?为什么现今金融市场自诩为普通民众的金融市场了。一位人类学家的投行民族志准确描述了投行文化的脆弱和矛盾所在。她访谈了压力重重的年的金融从业人员、工作过劳且漠然的证券分析师、渴望被雇佣的毕业生、经验丰富的投行董事与总经理,揭示了华尔街文化的整体图景。——目前薄荷实验系列中厚的一本…足够重磅!
Content Description

《清算:华尔街的日常生活》,获美国文化人类学学会2010年格雷戈里·贝特森图书奖荣誉奖。金融崩溃——无论是垃圾债券市场、互联网泡沫,还是高杠杆的房地产市场——通常被解释为市场周期的必然结果:上涨的一定会下降。在《清算》一书中,人类学家Ho Karen刺破了抽象的、无所不能的市场光环,揭示金融市场的繁荣和萧条是如何形成的。曾在投行工作过的Karen访谈了压力重重的年的金融从业人员、工作过劳且漠然的证券分析师、渴望被雇佣的大学生、经验丰富的董事长和总经理。这些从精英大学招聘的投资银行家被社会化为一个高风险、高回报的世界。他们得到了丰厚的报酬,条件是随时都可能被解雇。他们的工作场所文化和特权网络造成了这样的印象:工作无保障会塑造性格,而员工的流动性会带来聪明、高效的生意。基于这种与挥霍无度的交易相联系的流动性和补偿行为文化,华尔街的投资银行家们重塑了美国企业的形象。他们的使命是创造股东价值,然而他们的做法和假设却会产生危机。通过将投资银行家的价值行动与市场建设和美国公司重组联系起来,《清算》一书揭示了华尔街特有的文化,而这种文化常常被资本主义全球化的胜利解读所遮蔽。
Author Description

何柔宛(Ho Karen),普林斯顿大学人类学博士,明尼苏达大学人类学系教授,研究方向为华尔街制度文化、美国企业裁员现象和新自由主义。

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就实地考察而言,华尔街并不是一个典型的人类学领域:人类学家通常在遥远的第三世界社会工作……然而,Karen Ho博士以经典人类学的方式开始了她的研究:融入背景,专心倾听,客观中立非评判的方式,然后试图将这些点连接起来,得到关于华尔街文化如何运作的“整体”图景。这种耐心的民族志分析呈现出一个迷人的景象,这甚至对大多数银行家来说都是新奇的。
——吉莉安·泰特,《金融时报》(Financial Times)

Karen Ho是我的英雄。她的20世纪末投资银行家民族志准确描述了投行文化的虚张声势、冷酷无情和矛盾等特征。
——米切尔·阿沃拉菲亚,《美国社会学杂志》(American Journal of Sociology)

人类学家Karen Ho对华尔街投行的民族志书写是一次成功的尝试,旨在打破华尔街的优越光环,揭示其脆弱、矛盾的一面,以及其企业文化和集体行动常常带来的破坏性影响,这些影响不仅和金融工作者和金融市场有关,也波及美国其他企业。虽然这本书名列人类学和商业研究领域之内,但它具有更广泛的吸引力,并将引起地理学、经济学、社会学人,以及任何试图了解华尔街投资银行的文化、实践与金融变革之间关系的人的兴趣。
——赖凯伦,《经济地理》杂志( Journal of Economic Geography)

《清算》一书对大型投资银行的运营进行了生动的描述,证实了读者的某些猜测:这些机构正在成为傲慢及坚不可摧的“宇宙主宰”,从业人员获得了难以理解的巨额收入和“做上帝的工作”的想法。然而,这也表明了金融社会学研究力量的逆转。本书有助于解释投行从业者的思考和行动方式。
——詹姆斯·G·卡里,《皇家人类学研究所》杂志(Journal of the Royal Anthropological Institute)

对于任何打算进入全球各大银行工作的人来说,《清算》一书是必读的。事实上,即使是精英学校的教员,也开始质疑为何有这么多毕业生终会投身金融行业。这本书应该是这些学校的学生和教师必读的书。”
——本·洛里卡,美国金融工程专业排行Quant Net

《清算》这本书的强大之处在于,它仔细观察了人们在华尔街成功或失败的方式,戳穿了很多关于市场运作的假设。”
——基尔·马丁,时代文学增刊( Times Literary Supplement)

《清算》提供了一个丰富详细的华尔街投资银行的民族志…我在本科经济社会学课程中使用了节选,并向一位投资银行家推荐了该课程。
——Aaron Z. Pitluck,《工作、就业与社会》(Work, Employment and Society)
Catalogue

致谢
中文版序言 写在《清算》出版十年后
导论 人类学走进华尔街
第一章 领导权列传:关于聪明文化、投资银行的招聘与建造
第二章 华尔街的入职培训:剥削,授权和努力工作的政治学
第三章 华尔街的历史叙事与股东价值革命
第四章 股东价值的叙事起源及其新古典主义经济学基础
第五章 裁员者面临裁员:工作的不安全性与投行的企业文化
第六章 流动的生命,薪酬体系和金融市场的制造
第七章 全球的危机与杠杆支配
参考文献
英汉人名对照表
注释
Book Abstract

1995年9月21日,我开始对研究美国华尔街产生兴趣。因为在这一天,AT&T(美国电话电报公司)宣布将现有机构分为三个独立的公司。这是美国历史上最大的几宗公司分拆案之一:77800位经理人被买断工龄,而48500位员工被裁员。当时我住在新泽西,大规模裁员给员工带来的心灵创伤令我沮丧,但是接下来听说的事情更加令我忧虑,在公告发布的第一天,AT&T的股价上涨6.125美元至63.75美元/股,涨幅为10.6%,公司市值增长97亿美元。但最让我感到震惊的是,经过进一步的调查,我发现华尔街投行们的股票价格都随之上涨。这中间到底有怎样的联系呢?
AT&T大规模裁员与其股价飙升之间的关联看起来违背常识,却不是个案。根据《纽约时报》在AT&T重组当天发布的新闻报道,在那段时间,兼并与重组活动增多,对未来通信产业重组的预期增强,而负责发起、组织并为这些活动提供建议的华尔街投行,股价同样上涨很多。“券商股是当季最强板块,分析师认为成交量会持续上涨,兼并活动也会继续。”(Sloane,1995)摩根士丹利(Morgan Stanley)、美林(Merrill Lynch)和雷曼兄弟(Lehman Brothers)这些投行股价的上涨,都是基于这样一种假定。作为通信行业的领头羊,AT&T已经进行了重组和裁员,其他企业也会跟随这一“商业潮流”,从而为华尔街投行带来更多的商业机会(Klein,2000:199)。
在过去的30年里,正是这种对常识的颠覆,刻画出企业的景象,以及裁员、企业收益和股价之间的关系。在被誉为美国历史上最鼎盛的经济繁荣时期(从1990年代早期到2000年),美国经济不仅见证了创纪录的公司利润和最长时间的股市持续上扬,也见证了史无前例的企业裁员(O’Sullivan,2000)。根据芝加哥一家再就业咨询公司查林杰公司作出的报告,在1994年,(全美)有516000 位员工被裁,而当时正值“那几年里美国企业盈利最多的年份”;“而1995年,尽管企业收益更好,但裁员数量仍旧达到440000”;“在1996年和1997年,总体裁员数量分别为447000和434000,当然,企业业绩依然可观”。(O’Boyle,1999:219)与此同时,以道琼斯工业平均指数来看,美国股票市场从1995年2月的4000点上涨到1997年2月的7000点以上,1999年更是飙升至11000点,但企业平均每年裁员300多万人导致的工作不安全感也与日俱增(Oldham,1999; New York Times,1996)。再举一个例子以展示这种新的主导商业的文化模式,1995年,美孚公司(Mobil)宣布第一季度企业收入前所未有地达到6.26亿美元,扭转了上一年度亏损1.45亿美元的境况,然而一个礼拜之后,公司却宣布计划削减4700个工作岗位。华尔街分析师对这一新闻“反响积极”,他们高度赞扬了美孚公司的进取精神:他们“惊喜地”发现,不仅裁员数量超出预期,而且裁员范围还包括原本薪酬更高的精炼技术人员和美国境内营销人员。华尔街的机构投资者们将股价推高至52周的高点来表达他们对美孚公司的信心(Ritter,1995;Fiorini,1995)。
更引人注意的是,华尔街以一种庆祝的语调来宣布公司裁员,对公司重组的事实更是欢欣鼓舞。在整个1990年代中期,无数的财经新闻和文章都证明了这种新“情感结构”(structure of feeling)的存在。再次回到AT&T案例中来,据《华尔街日报》报道,AT&T宣布从根本上改组企业并把业务拆分成三个公司,这一举动备受华尔街分析师的赞扬,而几个月之后,也就是1996年1月,AT&T又宣布在未来4年里计划裁减4万个工作岗位,《华尔街日报》报道说:
如此大规模裁员的计划甚至令一些资深的AT&T观察者都感到震惊。这一举动发出了一个信号,那就是对于大多数的美国企业,大规模重新调整业务的渴望及迫切感始终没有下降。尤其是AT&T,在“旧贝尔系统”帝国解体的十多年里裁减了85000多名员工后,雇员仍然过多,这一点是显见的……“这是一个大数字,一个非常非常大的数字。”布莱克·巴恩,一位桑福德·伯恩斯坦(Sanford Bernstein)公司的分析师说,“比华尔街预测的要大很多。”但华尔街对此反响很好,AT&T的股票在一天时间里每股上涨了2.625美元,达到67.375美元。(Keller,1996)
事实上,华尔街对这一大规模裁员表示如此兴奋,以致于所罗门兄弟投资银行(Salomon Brothers)臭名昭著的通信行业明星分析师杰克·格鲁曼都认为,有必要为投资者热烈的情绪降降温,并警告称,“投资者不应该预期削减成本就能带来营收的飞跃,因为AT&T将省下来的资金用于加快布局无线和当地服务的再投资中”,他还强调,“虽然这是一次有益的进取之举,但是能够驱动未来的收益还是少之又少”。(Keller,1996)也就是说,在不远的将来,AT&T仍需寻找更多的途径来提升它的股价。紧接着,在1996年3月,AT&T收回了将裁员4万员工的声明,并宣布仅计划裁员18000人。《今日美国》一篇文章分析称,“观察员们认为,AT&T精心设计,通过夸大它原本的裁员数量来吸引华尔街注意,因为华尔街一直把裁员看作提升利润的好办法。这就使得AT&T自1月份公布消息之后股价在两天的时间里就上涨了6%之多。”(D. Lynch,1996)
虽然对资本积累的渴求由来已久,但近来在美国资本主义发展历程中却出现了极为特殊的现象,就是所谓公司最重要利益和大多数员工的利益早已分道扬镳。仅仅在25年前,美国的上市公司还被认为是一个稳定的社会机构,持续提供产品和服务,负责通过协商上至股东下至员工,从而从他们那里获得更多的支持,同时超越华尔街为释放即时投资收益而采用的短视的财务预期,从长远的角度做出决断(O’Sullivan,2000)。而如今,恰恰相反,企业的主要目标被认为是提升股票价格,以实现它们“真正的拥有者”——股东的利益(也就是创造股东价值)。那些处于公司核心目标之外的员工,则只能为股票价格的上涨而被随意清算。在二战后福利资本主义的影响下,职员们努力争取并(偶尔)获得一定份额的(但仍旧不公平)公司收益。但时至今日,即便是这样的传统资本主义等级制也已经被消灭,以至于员工常常无法从公司的盈利中获益(甚至常常受损)。这就是我在接触华尔街文化时遇到的新逻辑,对它的研究也贯穿于这本民族志之中。
看看面前这兴高采烈的华尔街,金融资本名义上的统治地位——我将论证其显著地刻画了我们的时代特征——具体意味着什么呢?一个关于华尔街投行、关于使其最终灭亡的运作流程的深度民族志调查,会怎样帮助我们理解发生在美国企业身上的时代剧变呢?这些投行家们是怎样积极做市(make markets):通过日常的文化实践来创造股票市场的主流敏感点,并塑造华尔街的金融规范的呢?华尔街投行家们又是怎样在大规模裁员、股东价值与市场危机的制造之间权衡关系,从而导致整个主流商业价值的更迭,并最终将其传导到华尔街自身的清算与颠覆上的呢?在学术训练和政治信仰支持下,我认为一个公司的健康程度与雇佣关系密切相关,我想美国的主流文化也会认同这一点,那为什么会出现这样的现象:一个创纪录的,公司利润与股票价格暴涨的时代同时也是一个大规模裁员,弥漫着工作不安全感的时代呢?更进一步来说,如此严重的社会错位是如何发生的呢?这一错位被大多数社会科学家归结为全球资本主义的逍遥法外——公司与政府的安全网正在解体;企业裁员、兼并与重组的浪潮迭起;成功职员的定义在改变;财富日益向顶部集中;金融繁荣与萧条引发社会暴力等。这些问题促使我在华尔街开展实地调研,以分析股票市场和华尔街在这些社会经济的剧烈变迁中所扮演的角色。

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  • United States

    Standard Shipping is $5.99 (Excluding Alaska & Hawaii). Free on orders of $49 or more.

    Local Express is $5.99 (Available in Parts of CA, NJ, MA & PA). Free on orders of $49 or more.

    2-Day Express (Includes Alaska & Hawaii) starts at $19.99.

Return Policy

You may return product within 30 days upon receiving the product. Items returned must be new in it's original packing, including the original invoice for the purchase. Customer return product at their own expense.

Sold by JD@CHINA

Service Guarantee

Yami Cross-store Free Shipping over $69
Yami 30-days Return

Yami-China FC

Yami has a consolidation warehouse in China which collects multiple sellers’ packages and combines to one order. Our Yami consolidation warehouse will directly ship the packages to your door. Cross-store free shipping over $69.

Return Policy

You may return products within 30 days upon receiving the products. Sellers take responsibilities for any wrong shipment or missing items. Packing needs to be unopened for any other than quality issues return. We promise to pack carefully, but because goods are taking long journey to destinations, simple damages to packaging may occur. Any damages not causing internal goods quality problems are not allowed to return. If you open the package and any quality problem is found, please contact customer service within three days after receipt of goods.

Shipping Information

Yami Consolidation Service Shipping Fee $9.99(Free shipping over $69)

Sellers in China will ship their orders within 1-2 business days once the order is placed. Packages are sent to our consolidation warehouse in China and combined there. Our Yami consolidation warehouse will directly ship the packages to you via UPS. The average time for UPS to ship from China to the United States is about 10 working days and it can be traced using the tracking number. Due to the pandemic, the delivery time may be delayed by about 5 days. The package needs to be signed by the guest. If the receipt is not signed, the customer shall bear the risk of loss of the package.

Sold by JD@CHINA

Service Guarantee

Free shipping over $69
Genuine guarantee

Shipping

Yami Consolidated Shipping $9.99(Free shipping over $69)


Seller will ship the orders within 1-2 business days. The logistics time limit is expected to be 7-15 working days. In case of customs clearance, the delivery time will be extended by 3-7 days. The final receipt date is subject to the information of the postal company.

Yami Points information

All items are excluding from any promotion or points events on Yamibuy.com

Return Policy

You may return product within 30 days upon receiving the product. Items returned must be new in it's original packing, including the original invoice for the purchase. Customer return product at their own expense.

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Jingdong book

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