责任 让一汽丰田一往无前——一汽丰田销售企划部部长董修惠专访

油价飞涨、资源匮乏、环境污染已成为当下全球范围内的难题，更日益成为汽车制造业发展的最大瓶颈。如何在确保消费者享受汽车生活之便利和舒适的同时，依旧促进汽车社会的可持续发展？一汽丰田汽车销售有限公司（以下简称一汽丰田）对此深有研究，并多次独辟蹊径。     

论企业文化如何“悟”化为“道”

经过近30年的理论研究和企业实践,企业文化如何＂落地＂已早有共识,而企业文化何以＂悟＂化为＂道＂则仍需探索。前不久,胡锦涛总书记作了关于要＂积极发展丰富多彩、昂扬向上的企业文化＂的重要指示,我们应当如何贯彻执行这一重要指示,加深对企业文化建设规律的认识,使企业文化成为企业可持续发展的健康长寿之道？笔者拟谈六点浅见,以求教于各位。     

新农村文化体系建设的困与解

当前农村文化设施状况如何？农村文化建设是否适应形势发展和农民日益增长的文化需求？诸如此类问题，已十分迫切地摆在我们面前。     

项目管理办公室的职能和权限

项目已成为企业实现发展战略目标的重要工具。企业在运行多个项目的同时,也引发了管理问题。设立临时性管理组织使得问题日益突出：如何管理多个同时运行的项目？项目之间的目标如何协调？项目共享资源如何配置？某项目的经验或教训如何为其他项目所借鉴？项目选择如何与企业的战略相匹配？针对这些问题,企业在组织框架中设立项目管理办公室（PMO）是一个有效的解决方案,既可解决项目的一次性与企业永续性之间的矛盾,又可解决快速进入市场与保持市场份额之间的矛盾。     

高峰对话 姚景源：低谷期的转型新商机

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？     

安徽基层医改观察

安徽基层医改试点已涉入深水区。各地执行情况怎样？试点前后发生了什么变化？积累了哪些宝贵经验？如何进一步加以完善？具有多大的推广价值？     

可持续发展与企业未来

通过对不断变化的企业经营环境的分析,指出可持续发展已成为提高企业竞争力的基本要素,文中给出如何将可持续发展纳入企业管理的学习模式,并从战略制定、技术选择和生产及营销管理三个方面,提出了将可持续发展纳入企业管理的基本途径．     

构建协同创新体系

创新已常态化和全面化，如产业链创新、战略体系创新、管理创新、企业社会责任创新等等。如何通过高效整合而构建起协同性创新体系？如何通过协同而赢得长久发展驱动力？中国企业创新需要中国式协同茧命!     

保护过错人权利的反思

法律向以保护权利人的合法权利为己任，对权利倾向于无条件的、绝对的保护几乎已成为法律使命般的责任。然而，有过错者就丧失应有的权利了吗？一方有过错，对另一方就应绝对地保护吗？这样的保护就能实现法律所追求的终极价值目标——公平和正义吗？对有过错者应如何设置法律责任？对权利人应如何实行保护？怎样才能最大限度地实现二者的平衡。才能最大限度地实现公平和正义呢？一系列的实证现象引起了我们对权利保护的反思。[编者按]     

社会责任的可持续模式

企业社会责任必须跟企业的业务模式息息相关。如何构建可持续的企业社会责任的发展模式？应该怎么做？ 要与社区形成良性互动 李萌：什么是CSR？它是指企业在创造利润，对股东担负责任的同时，对员工、消费者、客户，对环境有一定的责任。CSR不是企业的一种品牌公关活动，它是一种管理工具、管理方法，对企业长期可持续发展有深远影响；不是一个部门的事，而是每个员工的事。     

Sustainable supply chain network design: An optimization-oriented review

Supply chain network design (SCND) models and methods have been the subject of several recent literature review surveys, but none of them explicitly includes sustainable development as a main characteristic of the problem considered. The aim of this review is to bridge this gap. The paper analyzes 87 papers in the field of supply chain network design, covering mathematical models that include economic factors as well as environmental and/or social dimensions. The review is organized along four research questions asking (i) which environmental and social objectives are included, (ii) how are they integrated into the models, (iii) which methods and tool are used and finally (iv) which industrial applications and contexts are covered in these models. The review finds that there are a number of limitations to the current research in sustainable SCND. The narrow scope of environmental and social measures in current models should go beyond limited greenhouse gas indicators to broader life-cycle approaches including new social metrics. The more effective inclusion of uncertainty and risk in models with improved multi-objective approaches is also needed. There are also significant gaps in the sectors used to test models limiting more general applicability. The paper concludes with promising new avenues of research to more effectively include sustainability into SCND models.     

区域可持续发展指标体系及其评估模型——湖南长沙市的实证研究

本文在系统阐述国内外可持续发展指标体系研究进展的基础上,以湖南长沙市为例,建立了较为完整的可持续发展指标体系,并采用多目标线性加权函数模型首次对区域可持续发展进程进行系统的综合评估,评估方法具有可操作性和一定的推广应用价值。     

Steps Towards Sustainable Development at Brødrene Hartmann A/S

In recent years a number of new demands on and expectations from companies have been put forward. These requirements involve the concept of sustainable development, which has emerged as a leading principle of the future. The principle requires companies like Brødrene Hartmann A/S to implement sustainable development throughout the entire organisation. This means that the environmental, economic and social aspects of sustainability must be part of the overall mission and business policies of the organisation. In order to meet these new expectations Hartmann has developed global lifecycle based management models called the STEP-models. STEP stands for Sustainability Tools for the Entire Product chain. The STEP-model was formed with the objective of making holistic environmental and social work concrete, systematic and operational. Today it constitutes a joint management concept for Hartmann, and this concept is the Group's idea of how sustainable development can be implemented.     

Strategic management in major Japanese hightech companies

Since the early 1980s, there has been remarkable progress in advanced technology in Japan and in leading Western countries. What is the present situation in technological development in major Japanese industries and what are the implications for strategic management? The author describes how Japanese industries have harnessed new technologies and suggests a number of concepts which underly these trends. Given the imperatives of advanced technology, he emphasizes the importance of positioning the technology development strategy in the context of strategic management paying particular attention to developing an open organizational culture through a flexible corporate planning system.     

Industrial harm to an ecological dream

We have inherited past industrial pollution, but can business change the future and introduce sustainable solutions? This article focuses on how a small business can improve its internal barriers to environmental efficiency. Bovince Limited is working on a strategy of integrating ISO 9002, ISO 14001, EMAS, Kaizen, Investors in People systems to promote cyclic activity. We have been working on this strategy for improvement since the early 1990's, to ensure the continuous progression of our systems. The transparency of systems and strategies are seen as being of fundamental importance to business sustainability. Going beyond normal business activity and looking at how the impacts of people development and behaviorism affect strategic outcomes.Looking at these broader based concepts and their impact on day-to-day business is seen as the way forward. Bovine believe that quality of product or service cannot happen unless environmental considerations are linked into the process. Environmental systems and the reporting of them will not mean anything unless people are involved in their improvement. People will be unable to perform to their full potential unless developed.     

Assessment of fifteen years of urban modeling

The purpose of this paper is, through an ‘ethnographic’ approach, to review where the urban and regional modeling field has been since its inception, regarding analytical inputs to policy analysis, policy development, policy assessment etc. Assessed are: What progress in understanding, explanation, evaluation has there been? Do we know a little or a lot more after 15 years than we did in 1962–1963? More than anything—given our often overly ambitious aspirations, false starts, and imprecise objectives: Can representative members of the urban/regional modeling profession be more helpful to policy makers today than we were in the mid-sixties and early seventies? The paper reviews the phases through which this particular modeling field has achieved its current state of maturity, relative calm, and usefulness, and concludes with a discussion of how we could do even better.     

The challenges of sustainable development: Lessons from Ontario Hydro

Ontario Hydro, the provincial electric power corporation of Ontario, Canada, positioned itself to become a leader in sustainable energy development and use (SED) in 1993. Despite its original strategic vision on sustainable development and commitment to developing renewable energy technologies, the corporation ultimately failed to achieve its goal and failed even more prominently in its attempt to become an industry leader.This article tracks the formulation and implementation of SED at Ontario Hydro from 1993 to 1997, outlining how this experience has improved the corporationís understanding of sustainable development and the management of the process of organizational and social change. It delineates the chain of events that led to Ontario Hydro's failure to implement SED, emphasizing the importance of developing and maintaining a corporate-wide definition of sustainable development that is fully integrated with all other business processes and activities.     

Key survival issues: Practical steps toward corporate environmental sustainability

Environmental pressures and growing societal commitment to the ideal of “sustainable development” pose profound strategic challenges for business. Recognition of the significance of sustainable development for business and eagerness to “do something” has lead to a number of responses from companies. The most effective corporate response is to build an environmentally sustainable business. The Environment Council through its work had developed an elegantly simple and proven approach to producing and implementing a strategy for doing this.This approach involves recognising that corporate strategic environmental opportunities and threats fall into three inter-related categories; Resources, Innovation, and Values. Applying the simple technique of a Strenghts, Weaknesses. Opportunities and Threats (SWOT) analysis of the business against these fields enables managers to establish the organisation's environmentally-driven key survival issues (KSIs) - environmental threats and opportunities to which the company has to develop the right response to ensure survival and prosperity. Every business has perhaps two or three key survival issues, though few seems to know what they are and even fewer are doing anything serious about them. The article gives some guidance on identifying key survival issues and how to develop a consistent corporate response.     

基于多目标规划的中国可持续发展模式优化研究

本文以人口(Population)、资源(Resource)、经济(Economy)、环境(Environment)和科技(Science & Technolo gy)为核心,构造了PREEST系统模型。以PREEST系统为对象,运用主成分分析法对1987-2001年度中国的可持续发展水平进行了综合评价;借助多目标规划理论,构建了中国可持续发展多目标集成模型,并以"十五"计划纲要为基准,开展了中国可持续发展规划研究的实证分析。在此基础上,通过对"十五"期间中国可持续发展传统模式和规划模式的对比分析,就中国人口、资源、经济、环境和科技等领域的协调发展提出了政策建议。     

HRD research and practice after ‘The Great COVID-19 Pause’: the time is now for bold,critical, research

ABSTRACT

The COVID-19 pandemic has disrupted life as we knew it and created an unprecedented opportunity to pause and assess ‘normal’ life and work. We have an opportunity to create a new ‘normal.’ What possibility does the chance to show up differently in our lives and work hold? The pandemic has caused significant shifts in values that will affect individuals, organizations, communities, and nations. This article challenges HRD scholars and practitioners to imagine how HRD might create a new normal through bold, critical research inquiry that interrogates exclusion, pursues organization and social justice, and creates humanly sustainable organizations and communities.