山寨文化写I发热议

“山寨”太火，火到惊动了中央电视台。在接连几天被《新闻3（）分》等报道后．2008年12月2日，“山寨现象”上了《新闻联播》。这是国家级电视台首度关注网络时代所形成的草根文化，也意味着由这一新兴词汇所代表的民间文化现象，第一次进入官方视线。“从2003年开始出现山寨手机到各种山寨产品，     

重构企业财务管理系统-C3I

财务管理是企业管理的重要组成部分,随着知识经济的来临,企业的资本结构正在悄然发生变化;随着价值管理理论的推广,新的成本管理体系必将形成。这些变化对财务管理的构成要素带来了较大影响。为了发挥企业财务管理的作用,基于企业战略管理思想的渗透,本文提出了重构财务管理系统基本要素——C3I系统,即现金管理(CashManagement)、成本管理(CostManagement)、资本管理(CapitalManagement)和财务管理信息系统(FinancialManagementInformationSystem)。     

Does the Public Sector Lead the Wage Evolution in the French Economy?

Has the wage policy of the State in the French public sector (government services and State owned enterprises) had a leading effect on wages in the private sector up until the early 1980s? This paper firstly aims at verifying the existence and analysing the causes of this leading effect. The second aim is to estimate the scope of the changes which took place from the early 1980s. It shows that the wage policy of the State did influence disinflation in the 1980s and early 1990s. Indeed, it not only slowed down the growth of wages in the public sector but, by this means, it also influenced indireclty the growth of wages in the private sector.     

How could I have gotten it wrong?

Can you avoid ending up in a career-denting job: Are there potential pitfalls to recognize on the search for a rewarding position? Finding oneself in an impossible job, working for a boss who brings out your worst qualities and deepest insecurities, or joining an organization that is doomed are nightmare scenarios. How do these judgment errors happen? We asked physicians who've been there and, unfortunately, done just that. What they learned might help the rest of us skip the experience.     

Environmental scanning— the state of the art

In recent years increasing attention has been devoted to amplifying individual elements of corporate planning systems—among them the environmental scanning element. Moreover, the unprecendented intensification of corporate environmental complexity has led to a proliferation of approaches to scanning the general environment. However, a recent survey of a dozen U.S. companies has questioned whether such scanning practices have, in fact, been established in an ongoing manner. The author provides evidence here, based on publicly available information, of at least nine leading organizations where the practice of scanning for planning appears to have taken firm root. A discussion of the many facets of the resulting composite picture of sophisticated wide angle scanning leads to the anticipation that it is, in fact, on the threshold of rapid diffusion in the corporate world.     

Do the benefits of the new OSHA HIV/HBV standard justify the costs?

On December 6, 1991, OSHA published its "final standard" for controlling occupational exposure to HIV and HBV. While the main thrust of the standard is sound, in some physicians' assessment, some of the detailed emphasis may be misdirected. They fear that the burdens imposed by the standard may be greater than the benefits derived from it. "Health Law" is a regular feature of Physician Executive contributed by Epstein, Becker, and Green. Mark Lutes of the firm's Washington, D.C., offices serves as editor for the column.     

Should the physician executive be the physician's advocate?

Medical staff commonly want to know if a prospective physician executive will serve as their advocate to management. A successful physician executive must like and respect physicians. But the question of advocacy must be answered thoughtfully, because the candidate must not imply that he or she will defend any action by any physician. A three-part conditional response is advisable.     

I get paid fast; what about you?

The process of billing an insurance company for health care services has changed radically. In the past few years, the emphasis has been on automation. The change is fueled by the opinion of cost containment experts who claim that automation will help reduce costs in the U.S. health care delivery system. Key to success for the provider in adapting to this change will be understanding the coding used in the billing process and following standards of accuracy and fairness. This article is not intended to represent the adjudication rules of any particular insurance company. It is the result of experience as a practicing surgeon and as a consultant in the health care field.     

Following the Herd or Not?: Patterns of Renewal in the Netherlands and the UK

How do large firms conduct their strategic renewal journeys in an increasingly turbulent environment? Are there generic industry patterns, or are these renewal journeys country- or firm-specific? To answer these questions, we examine the relative incidence of external versus internal and explorative versus exploitative renewal actions, and their speed, in leading Dutch and UK financial service companies using longitudinal data. The context, content and process dimensions of strategic renewal are distinguished, and research questions about these attributes are formulated and investigated using new metrics. Findings show that while exploration/exploitation ratios are fairly similar for firms across the entire industry, systematic differences are evident between the external/internal renewal ratios of Dutch and UK firms, and that speed of renewal is largely determined at the firm level. Thus we find that industry-, country- and firm-specific factors all influence journeys of strategic renewal in distinctive and complementary ways.     

Can the patient be the focus of managed care?

If the question were simply put: "What is it that succeeds or fails to meet patients' needs in managed care?" Dr. John M Ludden would have a short answer. "It depends. Success depends on whether you are talking about individuals or about populations of patients. And it depends on whether you are talking about meeting patients' needs or their desires. It depends on whether you're talking about well patients or sick patients, young patients or older patients, new patients or established patients, rich patients or poor patients. And it depends on your ability to balance each of these qualities." This article explores how to translate high-quality care for a population to high-quality care for individuals.     

Children and Planning: To What Extent Does the Scottish Town Planning System Facilitate the UN Convention on the Rights of the Child?

Children are often not given explicit attention in land use planning outside of allocating space for schools, parks and playgrounds. This is problematic as children both use and navigate beyond these settings, and findings from research on and with children report how they are frequently marginalized in society. This is partly affected by the way town planning systems treat children's spatial needs and participation. Therefore, this article investigates whether and how the Scottish town planning system acknowledges children, particularly in light of the internationally recognized rights set out in the UN Convention on the Rights of the Child (UNCRC). It uses critical discourse analysis of key Scottish planning policies, along with a survey of Scotland's planning authorities to ascertain the extent to which children are provided for and participate in the system. It argues that children's rights are not widely acknowledged or incorporated into town planning policy and practice, and suggests this must be addressed to achieve greater social justice and support Scotland's commitments as a signatory of the UNCRC.     

Sticky Price Models of the Business Cycle: Can the Contract Multiplier Solve the Persistence Problem?

We construct a quantitative equilibrium model with firms setting prices in a staggered fashion and use it to ask whether monetary shocks can generate business cycle fluctuations. These fluctuations include persistent movements in output along with the other defining features of business cycles, like volatile investment and smooth consumption. We assume that prices are exogenously sticky for a short time. Persistent output fluctuations require endogenous price stickiness in the sense that firms choose not to change prices much when they can do so. We find that for a wide range of parameter values, the amount of endogenous stickiness is small. Thus, we find that in a standard quantitative model, staggered price‐setting, alone, does not generate business cycle fluctuations.     

Japan's new industrial era— I. Restructuring traditional industries

If the 20-odd years preceding 1973 were to be described in the history of the Japanese economy as a period of rapid growth, the following 10 years would be marked as a period of slow growth, or one of economic adjustment to the high cost of energy in the aftermath of the oil crises. Having adjusted to high oil prices, Japan is about to set sail on a brand-new course of further economic development. The mainstream of the new development is bound to be microelectronics technology and the progress of information and service-oriented industries. Although this emerging trend is unlikely to spark in the economy a momentum as powerful as was seen in the period of rapid growth, it has already demonstrated a revolutionary force in all levels of activity, from commodity, corporate and industrial levels to even the social level. Adding steam to the economy is the vitality of the private sector, offsetting the budgetary deficit with its well-timed, increased participation in infrastructural investment. Indeed, the Japanese economy has gathered enough momentum to grow at 5 per cent or more on the average in the coming years. In the meantime, developments on the international front have made it much easier to identify areas with and without growth potential; the former include the Pacific Basin region as it prepares for action in the front lines of the world economy. In the midst of these new trends, there is mounting pressure on Japan to commit itself to the world economy and bear its share of the leadership. This commitment will be the greatest challenge for the Japanese economy during the remaining years of this century.