国家治理中的第三次分配:美国镜鉴与中国道路

第三次分配在中国推动共同富裕迈入新阶段的当下扮演着重要角色。基于国家社会关系视角,将第三次分配划分为强政府大社会、弱政府大社会、强政府小社会、弱政府小社会4种实践模式。美国第三次分配建构起了弱政府大社会实践模式,以社会主导、政府监管、政治中立为主要特征。工具理性是美国第三次分配的成功经验,形成了文化、组织、制度及技术“四位一体”的逻辑理路。隐藏在工具理性外衣下的阶级理性是美国第三次分配的失败教训,在阶级理性思维影响下,社会“私”的方面被放大,形成了以捐赠者为中心的家长制作风。中国第三次分配是先富带动后富、助推共同富裕的实现方式,它深嵌到中国式现代化进程中。中国第三次分配不能照搬美国模式,需要在充分吸收工具理性和摒弃阶级理性的经验教训基础上,塑造强政府大社会模式,将中国文化要素融入制度体系,增强第三次分配主体规范性,加大第三次分配激励力度,完善第三次分配监管体系,持续并高度关注贫困人群。     

属地管理扩张下的基层治理困境及优化研究

基层治理是国家治理的基石,其直接关系到国家发展与社会稳定。属地管理是我国基层治理的重要方式,在基层治理中发挥了重要的作用。当前,基层治理出现诸如负担过重、权责失衡和效率下降等问题,属地管理的异化是主要原因,具体而言就是属地管理在基层治理中出现了过度扩张的情况。属地管理的生成与发展是国家治理权威性和有效性平衡的体现,其在基层治理中的作用不可或缺,但因为过度扩张也对基层治理产生了负面影响。职责同构下的模糊治理是基层治理中属地管理扩张的动因,而政区空间的固定性、职能部门的资源调控性和基层政府的治理直接性是属地管理扩张的“触发条件”。基于此,基层治理中出现了治理失序的困境,具体表现为基层治理的负担超载、权责失衡和功能弱化。在属地管理扩张的背景下,可以尝试通过纵向政府层级、横向政府机构及条块结构三方面的协同,厘定属地职责、搭建联动机制和建构协调系统,实现基层治理的优化。     

基于DEPA探究亚太地区数字贸易治理前景

随着全球数字贸易的迅猛发展,当前WTO多边框架下数字贸易规则存在缺失,使得数字贸易治理呈现出区域化趋势。为探究亚太地区数字贸易治理前景,预判亚太经济体参与数字贸易治理的可能路径,基于《数字经济伙伴关系协定》(DEPA),采用文献分析、规则文本对比、逻辑推演等研究方法,对亚太地区数字贸易治理的议题广度和深度、谈判模式、模块特征、关注焦点及竞争格局进行全面系统的分析研判。研究认为,未来亚太数字贸易治理主要呈现以下趋向:数字贸易治理将涵盖更多新兴技术领域,传统议题也会趋于更高标准; 专门协定的高效率将驱使数字贸易议题逐渐与传统议题相剥离,协定的框架形式也将采取开放、灵活、包容的“主题模块”形式。数字包容性发展、数字便利化等议题将是亚太数字贸易治理的焦点议题; 亚太数字贸易治理的大国博弈将以中美两国为中心,中小经济体也会以“联合抱团”来争取某些议题的话语权。     

社会共生秩序的构建与更新

针对城乡地域共生状态发生的蜕变与更迭,通过对共生理念概念的解析,研究新时代社会共生秩序的构建策略。研究认为,共生秩序构建中存在社会认同有待加强、价值动力有待提升、公共供给阶层性差异矛盾需要缓解等挑战; 构建和创新共生秩序,需要保持人情秩序、法治秩序的现代化适应与更新,推动人情秩序向制度规范领域发展,利用法律形式的正义确定社会群体的权利关系,以适当性、必要性、均衡性原则所构成的位阶秩序来引导社会共生秩序建构,位阶秩序全链接、多价标的流程成为适应新时代社会秩序良性发展、人与自然和谐共生的秩序新构造。     

一类具耗散的Schrodinger方程的整体吸引子的存在性

本文对一类具耗散的Schrodinger方程的整体吸引子的存在性问题进行了研究.研究表明:这类系统在特定的抽象空间中存在整体吸引子.     

Is Stakeholder Corporate Governance Appropriate in Russia?

Journal of Management and Governance - Alternative forms of disciplining the actionsof senior enterprise managers can becharacterized as shareholder or stakeholdergovernance. This paper analyzes...     

CEO Reciprocal Interlocks in French Corporations

In France the chairperson of the board is mostoften the firm's CEO. This position strengthensthe insiders' hold on the board of directors.Moreover, a large fraction of outside directorsis composed of CEOs of other firms. Thereciprocal interlocking of CEOs creates the possibility of mutual interdependence of CEOs.We investigate factors explaining reciprocalinterlocking directorates of CEOs in Frenchcorporations. Our results indicate that CEOs oflarger firms hold more reciprocal CEOinterlocks and when CEOs have more outsidedirectorships, CEOs hold more reciprocalrelationships. We also find a positiverelationship between the number of CEOsreciprocal interlocks and their firms'performance measured by ROA. We find evidencethat CEOs hold more reciprocal interlocks whena blockholder is present on the CEO's board.     

Adaptive Build-up and Breakdown of Trust: An Agent Based Computational Approach

This article employs Agent-Based Computational Economics (ACE) to investigate whether, and under what conditions, trust is viable in markets. The emergence and breakdown of trust is modeled in a context of multiple buyers and suppliers. Agents develop trust in a partner as a function of observed loyalty. They select partners on the basis of their trust in the partner and potential profit, with adaptive weights. On the basis of realized profits, they adapt the weight they attach to trust relative to profitability, and their own trustworthiness, modeled as a threshold of defection. Trust and loyalty turn out to be viable under fairly general conditions.     

Local Governments Connecting to the Global Economy: Globalization as Catalyst in Governance of East African Cities

This article responds to two questions: first, how are large local governments in East Africa responding to the emerging global economy? Second, is globalization a catalyst in enhancing local governance in Nairobi, Kampala, and Dar es Salaam? The paper is an empirical analysis of strategies adopted by local government organizations in search of meeting challenges brought by a globalization. While there are some similarities in the strategies and processes adopted, the implementation pace varies across the three organizations. At the end, an attempt is made to explain these differences.