将海南建成我国南海渔业开发基地的战略构想

要使拥有广阔南海海域的海南成为南海渔业开发的基地,就应有综合开发、科技兴渔和发展名、优、特海产品的战略思想。在其战略思想指导下,建立西、南、中沙海洋捕捞基地,名、优、特海珍品养殖基地和海产品加工与储运基地,并合理地布设捕捞、养殖和加工基地     

我国产业集群促进实践中的问题研究——基于欧洲各国的集群政策经验

将我国地方政府与欧洲各国地方政府集群促进与政策实践比较之后发现,政府在集群促进中的角色设定上,在集群运行机理认识上,在政策工具运用上,在集群识别与支持对象选择上,在政府集群促进行动方式上,在政府对于集群资助方式上均存在着较大差异。分析讨论表明,这些差异主要不是因为国情不同,或体制不同造成的,而是因为地方政府对市场经济不适应造成的,进而揭示并讨论了我国一些地方政府集群促进政策实践中的问题。     

论青少年社会主义核心价值体系教育的分层实施策略

青少年社会主义核心价值体系教育的分层策略就是在教育对象、内容、过程和方法等方面分清层次,实现教育过程和效果的阶段性与连续性的统一。要努力构建青少年社会主义核心价值体系教育的分层实施策略,必须以科学的战略思维为指导,以深入调查研究为基础,以教育内涵的分解组合为载体,以教育过程的融会贯通为途径,广泛整合社会施教力量和教育资源,并充分发挥共青团的组织优势,从而形成体系化、体制化的长效机制。     

大学生的角色认同状况研究——以钱江学院为例

角色认同是个人对自己身份的知觉和体验过程,大学生的角色认同既是个体心理问题,也是社会问题。本研究采用问卷调查法对468名大学生进行调查,主要探讨大学生的角色认同状况及其影响因素,研究的结果表明：大学生的角色认同的总体状况较为积极;性别、政治面貌、年级、是否独生子女等因素对大学生的角色认同的影响呈现不同程度的显著差异。     

The compatibility of durable goods with contingent generic consumables

Many durable products provide value only when used together with contingent services or consumable components, e.g. light fixtures (bulbs), printers (ink), electronics (batteries). Consumers need only have access to the contingent consumable components to continue to derive service from a durable. In fact, many firms rely primarily upon the revenues generated from the contingent services or consumables as the primary source of profitability, e.g. giving away the razors to make money on the blades. Such firms often invest considerable effort into making sure that consumers of their durables are held captive to their own branded consumables by impeding their access to generically available consumables. They do so by designing their products in such a way that they are not readily compatible with the generic consumables. We consider the implications of competition from third-party manufacturers that can provide generic consumables and the manufacturer’s production decisions of a durable good under such contingencies. This allows us to draw managerial insights about how a firm should decide on his product compatibility and production quantity when the generic contingent consumables enter the market.     

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.

A Business Model Innovation Typology

An effective business model is the core enabler of any company's performance. Business model innovation is not only becoming more and more important due to increasing and globalizing competition, but also an enormous challenge, both theoretically and practically. Although many managers are eager to consider more disruptive changes to their business model, they often do not know how to articulate their existing or desired business model and, even less so, understand the possibilities for innovating it. One of the steps toward developing more theoretical insight and practical guidelines is the identification of types and the development of a typology of business model innovations. Ten retrospective case studies of business model innovations undertaken by two industrial companies provide the empirical basis for this article. We analyzed the characteristics of these innovations as well as their success rates. The findings suggest that there are indeed various business model innovation types, each with its own characteristics and challenges.     

Fast and rigorous: Configurational determinants of strategic decision-making balance

A longstanding debate in the strategic decision-making literature has focused on whether top management teams (TMTs) can effectively balance speed and comprehensiveness when making important decisions. In our research, we build on early insights and pivot from considering whether TMTs can engage indecision-making that balances these tensions to focus instead on when certain types of TMTs are able to achieve such balance. We employ a novel configurational analytical approach and a theoretical framework built from role theory to examine the CEO-TMT interface in a new way. In so doing, we are able to identify specific CEO-TMT constellations that support decision-making that is both fast and rigorous. Using a unique primary dataset and an abductive, configurational approach grounded in fuzzy set qualitative comparative analysis (fsQCA), we identify six specific leader-team configurations that each facilitate decision processes characterized by rigorous intra-team debate, meaningful reconciliation of divergent ideas, and fast decision speed (which we describe as strategic decision-making balance). The range of CEO-TMT configurations that emerge from our analyses contribute new theory and findings for the strategic decision-making and interface literatures more broadly, as well as the specific research streams on executive gender, humility, and TMT structure.     

The wisdom and madness of crowds: How information networks and board cognition help or hinder firm performance across the business cycle

We know little of why a minority of firms pursue counter-cyclical strategies and consequently outperform competitors during recessions. Based on the theory of institutional isomorphism, we hypothesize that these firms avoid the mimetic and normative pressures that promote strategic convergence during uncertainty. We demonstrate these effects at the board-level in a sample of 1,615 U.S. firms. Mimetic processes are evident, with firms' connectedness in board interlock networks attenuating profitability and decreasing firm value during recessions—a reversal of the positive effects during expansions. Normative pressures arise from homogeneity in directors’ educational and professional experience, with greater consequences for long-term performance. Overall, recessionary performance is improved when firms occupy relatively isolated positions in informational networks and appoint directors from a range of backgrounds.     

The role of CEO emotional stability and team heterogeneity in shaping the top management team affective tone and firm performance relationship

In this paper, we aim to bridge the micro-macro divide by addressing continued calls from strategic leadership and affect researchers to examine the black box to consider how CEO characteristics relate to top management team (TMT) affective experiences, and, in turn firm outcomes. We further consider the role of one key contextual factor in this relationship: TMT heterogeneity. We predict that CEO personality, specifically, emotional stability, is positively associated with TMT affective tone. Moreover, we posit that the relationship between TMT affective tone and firm performance depends on TMT task-related heterogeneity, such that positive affective tone benefits firm performance in heterogeneous TMTs, whereas negative affective tone benefits firm performance in homogeneous TMTs. Using a novel methodology that measures key psychological aspects of the CEO and TMT, we examined 50 TMTs from publicly-traded companies to test our predictions. Our findings offer theoretical contributions to the strategic leadership, affect and diversity literatures as well as managerial applications for CEO selection and management and managing diversity in upper echelons.