高峰对话姚景源:低谷期的转型新商机 稳增长要与调结构、转方式、惠民生、稳物价相结合

中国经济增长速度已连续7个季度处于下行状态,从去年一季度的9.7%下调到今年三季度的7.4%。中国经济下行的原因是什么?中国企业如何在经济低谷实现转型升级?如何找到变革中的商业机会?国务院参事室研究员、国家统计局原总经济师姚景源在出席2012(第六届)中国CEO年     

New competition in financial services

This article examines the effects of competition facing financial services institutions, from the strategic management and from organizational management viewpoint. Through analysis of a survey, the nature of the problems facing managers are highlighted. The article is intended as a case study of an industry under change, and the conclusions identify lessons to be learned from the experience.     

New management opportunities and the Kentucky River case.

Physicians and other health care workers seeking to unionize may face an uphill battle as a result of a recent decision by the U.S. Supreme Court that essentially defines nurses and physicians as supervisory personnel who can't engage in collective bargaining. Discover what led to the decision and how it affects health care.     

New ways to support specialty inpatient services

Examine how hospitals and specialty groups can design financially efficient alternatives to traditional practice models while maintaining high-quality tertiary services.     

Risks and opportunities in eastern Europe

Reinhard Hünerberg believes there are exciting and profitable business ventures possible for foreigners in Eastern Europe, and he traces the reasons for these. But factors remain in the situation in this region which counsel strict caution on the part of the foreign investor.     

Empirical research opportunities in reverse supply chains

This study reviews the literature in reverse supply chains (RSCs) and develops 10 research propositions to be studied using empirical research methods. Businesses increasingly have to cope with product returns, mandated environmental regulations and increasing costs associated with product disposal. Through effective management of the RSC, managers can improve process efficiencies, customer service, supply chain design, product design, after-market product sales and after-sales service. Most research in RSCs has relied on case studies and optimization models. Opportunities exist to use survey-based research methods to explain current practices, predominant and critical issues, and managerial techniques used to manage the RSC.     

Analysing business opportunities in North Sea oil

Offshore activity in the North Sea is the first of a number of worldwide offshore developments that will take off in the next 10 years. Exploration is occurring at a dramatic rate off the coasts of a number of countries in South East Asia and is also taking place off the coast of Australia, Africa, South America, the United States and Canada. The North Sea will thus, in many cases, be the test bed for suppliers to the offshore industry. With all countries which have oil deposits off their coast being anxious to promote indigenous supply of products and services to the oil industry, competition in the world market will intensify. Only those companies who can establish their product and marketing strategies in the politically calm environment of the North Sea can hope to reap the rewards of what may turn out to be the world's fastest growing industrial market over the next 20 years.     

Can we have global ethics in a global economy?

With the collapse of the bi-polar world, we live in an increasingly integrated global economy, which includes economic, political, and cultural dimensions. We argue that there is a need for a global ethic commensurate with a global economy, based upon the claims of interdependence, economic insecurity, multiculturalism, and shared problems. The need to identify some common cross-cultural ethical norms is asserted as an important component of a global ethic and various sources and means for such identification are proposed. Finally, we propose reasons why global corporations ought to embrace cross-cultural ethical norms within their own corporate ethics.A version of this paper was first delivered at a joint business faculty seminar co-sponsored by Anadolu University and Baldwin-Wallace College, held at Anadolu University, Eskischir, Turkey, in December 1992. I express deep gratitude to my losts from Aanadolu University and special thanks to Professor Selva Herekman, who painstakingly translated my English text into Turkish.     

Success requires seizing opportunities.

The well-trained group of professionals had worked hard at the business they knew well. Their efforts had paid off--they were highly respected for their quality; their business grew; they had a close, trusting relationship with their customers; and they had the satisfaction of running their business as they alone knew to be best. As they looked ahead, they saw the personal security of a bright, safe future, of more of the same success. Then, slowly at first but building steadily to a feverish pace, their business and their lives were uprooted and torn apart in an all-encompassing economic and social earthquake. Now, with a force the professionals could hardly believe, let alone keep track of, the very definition of their business was changing, the trusting relationship with customers began to break down as massive numbers of new and different competitors vied for their business, many new players began to control how they ran their business, and security vanished into a confusion of competition, entrepreneurship, and risk.     

Physician opportunities in management: signs and portents

There are many trends today that spell great opportunity for physicians who seek to shift their careers into management. Some of those trends are outlined here, with commentary on each opportunity presented. Like much in life, most opportunities contain uncertainties and unanticipated consequences. Thus, no opportunity comes without some possible negative side effects and blind alleys for the unaware. Some of these pitfalls are also presented, along with some suggested strategies for physicians who seek major roles in the management of the health enterprises of the future.     

CEPA带来的机遇和对策建议

加入WTO以后,中国的改革开放进入了一个新的历史时期,CEPA的实施,又把中国的对外开放推向实质性区域经济合作的新阶段,充分展现了以胡锦涛为总书记的新一代中央领导集体进一步对外开放的决心和信心。当前,安徽正坚定不移地实施大开放战略,落实全面建设小康社会起步阶段的“861”行动计划,需要我们抓住各种机遇,加快发展。     

Current debates in global strategy

Debates help drive research forward. This paper is unique in its review of four current debates in the global strategy arena: (1) cultural vs institutional distance; (2) global vs regional geographic diversification; (3) convergence vs divergence in corporate governance; and (4) domestic vs overseas corporate social responsibility. For each debate, the history is tracked and the emerging tension highlighted. By introducing both sides of four lively and timely debates, the paper provides an innovative way of reviewing the literature and helping to advance the field. It is argued that an underlying theme connecting these four diverse debates is the institution-based view of global strategy.     

Strategic information management in global manufacturing

Responding to new forces on the competitive landscape, global manufacturing companies are restructuring corporate cultures, organizational cofigurations and management coordination channels and styles. The emergence of flexibility as a prime competitive parameter for manufacturing is paralleled by companies shifting toward flexible, adaptive structures. A major challenge is to develop and deploy information technologies linking organizational subgroups for a streamlines process of new product/service creation and delivery. This article describes the convergence of information management and manufacturing activities over the past 30 years and suggests what the future will hold.     

The growth of acquisitions in services

Service firms account for 55% of all mergers and acquisitions deals which were done in the 1980s, so it is essential that we understand better the benefits they seek and the challenges they encounter. This study identifies the specific benefits sought and challenges encountered in the mergers and acquisitions as reported by the CEOs of 174 major firms operating across five service sectors. The study also identifies the management's choice of strategies for entering international markets. Clear differences exist among these service sectors in the benefits sought, the challenges encountered and their international market entry strategies. However, merging different cultures and integrating different staffing policies were identified as major challenges in all the sectors.     

Implementing global strategies

Setting up a corporate global strategy is only half the story. Implementing it successfully involves much skill and is a very challenging task. Lawrence Hrebiniak reviews both the general issues and specific needs of global strategy. Next, he categorizes four stages that companies go through in pursuit of their global destiny. In the last, and most important of these — co-ordinated global strategy — there are routes to success, used separately or together. These are: creating a cadre of effective global managers, forming strategic alliances, and employing lateral or matrix type structures. A final check-list itemizes implementation requirements by stage of global strategy.