旧邦新命:乡村振兴战略中合作社的文化复归与维新

从全球范围来看,合作社既是对过度市场主义的反抗,又是应对公共物品供应不足的补充,更是有温度“社会”互助的载体。基于3个不同组织形态的农民合作社考察,试图揭示合作社运营与地方文化伦理、社会网络、文化风俗的互动逻辑,提出在乡村振兴战略中,走出合作社发展的范式困局,立足中国农村特殊的社会结构需求,注重合作社发展的社会文化基础与功能,引导合作社与地方社会相适应,使其成为农村社会发展的综合性载体和新型治理单元,发挥创造社会空间与社会资本的功能,激发合作社在乡村振兴战略中的基础单元效能,从而构建一种文化共生、经济共享和治理共同体的复合发展之路。     

大学治理效能提升的制度变迁逻辑——兼评《法理与学理——大学学术不端行为问责研究》

制度优势更好地转化为治理效能是中国大学达至良治与良序的基本遵循。大学治理效能因制度设计的合法性危机、制度发展的路径依赖以及制度实践的结构功能失衡掣肘而大打折扣。修复大学治理生态、提升治理效能,应当通过利益主体角色的精准定位和认知图式的科学重塑复归大学学术组织属性;应当通过建立健全符合法律法规、体现自身特色的制度体系践行制度变迁的历史逻辑、理性逻辑和法治逻辑;应当通过顶层设计和效益激励整合“强致性”与“诱致性”制度变迁。     

Production strategy decisions a simulation model approach

Model building in physical, statistical, simulation or other form, is making an increasing contribution to the problem solving methodology in economics, industry, government, and technological development (1). More specifically, in the present context, simulation models can offer a distinctive and valuable contribution to the understanding by management of complex business systems, interactions and environment and indicate ways toward improvement, financial and otherwise (2). The advent of powerful computers in the last few years is the decisive factor which has decided the means of realizing the full potential of simulation models, hitherto unattainable because of the vast amount of data processing and calculation required. The purpose of this article is to indicate the approach to and scope of a computerized simulation model for long term production strategy decision making (3). While the model relates to the system and data of a specific production unit, manufacturing electronic components, the principles are widely applicable in any size and type of company. It is not a specifically large company technique.     

New venture development at Du Pont

New Products are the life blood of a growing company, but traditional methods of introducing new products are no longer adequate. Du Pont is using a new approach called Venture Management. A New Venture Development provides an ideal environment for making and carrying out decisions involved in introducing new technological developments. It combines the advantages in mobility and communications enjoyed by a small venture-orientated company with the strong technical and financial advantages of a large company.     

Organizing the corporate planning function

A survey of corporate Planning in Britain suggests that the way the process is organized varies with the need of the firm. There appear to be two types of needs which foster the development of the planning activity—strategy development and co-ordination. In capital intensive companies, threatened by technological or market change, there is a need for reappraisal of the firm's overall strategy. On the other hand, in a large diversified firm the requirement may be to co-ordinate the plans of different divisions and departments, particularly investment proposals. This article suggests a framework for the analysis of these planning needs.