广西西江流域工业化发展分析

目前广西西江流域工业化发展处于工业化中前期阶段。西江流域工业化发展有其优势和劣势。充分发挥政府的作用、加快基础设施建设、加快工业园区建设和促进民营工业的发展,是推进西江流域工业化快速发展的战略路径。     

Rivalry and strategic groups: what makes a company a rival?

Strategic group literature has generated a significant amount of research over recent decades. However, the rivalry implications of strategic group have remained unclear. This paper analyses rivalry and strategic groups in the house building industry in a small town from a cognitive approach. We consider rivalry as a subjective and directional phenomenon. Estimating rivalry as the direct identification of competitors we try to explain whether similarity affects rivalry and what factors make a company a “rival”. Results show that perceived rivalry is strongly related to size, past performance, subjective similarity and strategic group structure.

The effect of alliance experience and intellectual capital on the value creation of international strategic alliances

This paper investigates the effects of intellectual capital (IC), alliance experience and their interaction on the value creation of international strategic alliances (ISAs). Based on a sample of ISAs formed by US firms, we find that firms with a higher level of IC receive greater announcement-period wealth gains. In addition, the empirical results suggest experience positively enhances the wealth effect of ISAs. Finally, we find a significant positive interaction effect between experience and IC on the wealth creation of ISAs. The results demonstrate the importance of considering the joint effects of IC and experience in assessing the value creation of ISAs.     

Strategic technology alliance termination: An empirical investigation

There is growing consensus that overall alliance termination rates are high. However, despite this track record of termination and despite unsurpassed growth rates of strategic technology alliances, little is known about the reasons for their termination. Typically strategic alliances have been characterized as inherently instable, i.e. often involving unplanned and premature termination of the alliance by partnering firms indicating alliance failure. The literature on strategic technology alliances, however, proposes that alliance termination does not always indicate failure, but can be intended and can be a sign of strength. We examine these different perceptions by using a sample of 48 strategic technology alliances in different high-technology industries. The findings in the paper confirm that the rates of termination are rather high for strategic technology alliances. Overall, we found that in particular negative prospects about future cooperation, negative perceptions about joint benefits and the lack of a win-win situation had an impact on the decision to terminate a strategic technology alliance. Also, the fact that some companies opt only for short-term (not for long-term and renewed) cooperation seems to introduce a negative factor into the longevity of strategic technology alliances.     

Thinking About Stakeholders of Public Agencies: The Georgia Department of Transportation Stakeholder Audit

Practitioners and scholars have grown increasingly interested in recent decades in how public administrators should and can work with the constituencies they serve. To date, most of this conversation has focused on citizens and broader communities rather than on stakeholders more generally, but these other stakeholders, ranging from oversight policy-making bodies to private sector and nonprofit contractors to governmental partners, are no less important than the general public. The purpose of this paper is to propose a first step that many agencies might take in thinking about their range of stakeholders, a step that we term a “stakeholder audit.” A stakeholder audit entails (1) mapping the universe of an agency’s stakeholders, (2) assessing the agency’s perceived needs for additional information relative to various stakeholder groups, and (3) developing suggestions on how to obtain that information. After first discussing the more general idea of stakeholder analyses, we describe the stakeholder audit technique, and illustrate how it has been applied to a particular agency, the State of Georgia’s Department of Transportation. We conclude by considering how a stakeholder audit could represent a first step for an agency in improving relationships with its stakeholders.

Strategic communication applied to nation building in Spain: The experience of the Catalan Region

This article analyzes how strategic communication is being used in the case of regions, “imagined communities,” or the so-called “stateless nations,” for nation-building purposes. It focuses on the case of Spain's Catalonia region in the years since the devolution of power and approval of the Second Statute of Autonomy in 1979. The different successive Catalan governments have made intensive use of mass media campaigns and other soft power methods to enhance Catalan identity. Main efforts have focused on the promotion of the Catalan language, culture, sports, and symbols through public relations, mass media campaigns, the implementation of laws, and the deployment of public diplomacy tactics with the dual purpose of reaching internal audiences. Although a significant part of the Catalan population is alienated from politics, the overall outcome has been positive for Catalan nationalism: identification with Spain has decreased while dual Catalan/Spanish and Catalan-only identification has grown during this period.     

上海新型显示产业发展策略研究

新型显示是全球电子工业继集成电路和计算机大发展之后,又一个具有高度影响力的新兴电子信息产业和新的经济增长点,是21世纪最具代表意义的战略性的高科技产业,聚焦新型显示技术重点领域,着力突破若干关键核心技术,大力发展新型显示产业,既是上海高新技术产业化的重要任务,也是上海服务国家战略、参与全球显示技术角逐的客观要求。在对世界新型显示技术及产业发展趋势进行归纳分析后,重点探讨上海“十二五”时期推进OLED、LCOS和3D等技术及产业发展的基础优势、瓶颈制约、所需突破的关键技术及政策建议。     

Marketing of Voluntary Organizations as Contract Providers of National and Local Government Welfare Services in the UK

Voluntary organisations have become major providers of numerous social welfare services that previously were supplied by the state. In Britain, between 35 and 40% of the average human services charity’s annual income now derives from government (predominantly local government) sources, meaning that the acquisition of fresh contracts to undertake government funded work, in conjunction with the maintenance of good relations with government funders vis-à-vis current assignments, is increasingly important for ensuring a human service charity’s financial survival. An organization that wishes to obtain new contracts and to keep government bodies satisfied with its present activities will need to market itself effectively. This empirical study examined two aspects of charity marketing relevant to this requirement: the extent to which voluntary organizations applied the principles of strategic account management (otherwise known as key account management) to their relations with government funders, and the organizational characteristics (passion and commitment, low wage costs, etc.) that they emphasized to government bodies when making bids. A number of organizational variables (e.g., mission rigidity, strategic intent, short term operational focus) were employed in regression analyses as possible determinants of: (i) the degree to which a charity used strategic account management; and (ii) the genres of the organizational characteristics that it accentuated when tendering for government funded work.

提升交通高职教育人才培养质量的思路和对策

本文在分析“十二五”时期交通职业教育面临形势与任务的基础上,结合陕西交通职业技术学院教学建设和改革实践,提出了今后推进改革创新,加强内涵建设,提升高职教育人才培养质量的思路和对策。     

Crafting business models for conflicting goals: Lessons from creative service firms

The business model construct has become attractive to both managers and academics. It reflects how the most important organization's strategic and tactical choices regarding the allocation of resources interact in order to create and capture value. Yet with the growing entrepreneurial complexity, managers often end up pursuing conflicting and even paradoxical strategic goals, thus rendering the business modelling processes more complex, too. Well-known examples are profit versus social value, stakeholder versus company interests, exploration versus exploitation and environmental sustainability versus economic returns. The academic business model literature so far has provided limited insights on how to implement business models beyond a single goal and focused mainly on the initial strategic choice of a business model, ignoring that such salient tensions are often persistent and resurface within the business practice. In this study we leverage paradox theory to investigate how managers of creative firms make tactical choices to accommodate (not solve) salient tensions within their business models, focusing on the domains like services provided, choice of clients, networking and resourcing practices, revenue models and new venture creation. Based on qualitative case study research, we found four integrating and three differentiating decision-making tactics that managers deploy to create both economic and creative value through their business models. Adding to the business model theory, we show how business models are crafted in managerial practices by making tactical decisions to solve conflicts and paradoxes. The results equally enrich the paradox literature by providing for tactical-level approaches toward working through the paradox.