略谈法制建设与商业诚信建设的关系

法制建设与商业诚信建设之间是一种互为因果、互相促进的关系。只有建立适应信用经济发展的法制体系才能建立和谐的诚信社会,而诚信社会的建立过程也正是法制社会完善的过程。目前,处理好这一关系的关键在于扫除征信制度不完善和失信惩戒机制不健全两大制度障碍。     

基于规则的客户关系管理系统建模方法

客户关系管理系统(CRM)是提高企业核心竞争力的有力武器。以工作流和过程建模技术为基础,研究CRM系统的建模,是CRM系统的建立和顺畅运行的关键。因此,将动态过程建模的思想引入CRM系统的建模过程中,按照逐层分解的建模方式来简化系统的复杂性,并采用事件驱动的、基于扩展业务规则的方法进行CRM系统的过程建模和系统性能评价,是针对CRM系统进行建模的有效手段。通过以上方法,可以建立出全面支持CRM系统运行、监控、仿真和性能评价的过程模型。根据该方法建立的CRM系统的模型经过仿真实验和企业实际应用,证明具有良好的应用效果。     

论银行发展的新思路

我国加入世贸组织 ,将有更多的中国企业走向国际市场 ,企业对国际结算业务及相关中间业务的需求也将不断增长 ,外资银行最有可能与国内银行展开竞争而且又最有优势的业务就是中间业务 ,发展中间业务已成为商业银行现代化的重要标志之一     

试论花炮产业的可持续发展

花炮是极富中国传统特色的产品,其丰富的文化内涵正促使有关部门将其申报世界文化遗产.要保护传统文化,使花炮产业可持续发展,就必须加强安全管理,利用产业集聚的优势降低成本、节约资源.     

新能源汽车产业商业模式创新多要素联动机制研究 ———基于创新生态系统视角

基于创新生态系统理论和种群关系理论,将我国新能源汽车产业上市公司划分为不同生态位 企业种群。 运用模糊集定性比较分析法,从资源基础、企业家精神、技术创新、激励水平和环境动态性 5 个维度出发,探究不同生态位新能源汽车企业种群商业模式创新的联动机制。 研究结果表明:低生态位 企业种群存在“技术创新-激励水平”“技术创新-环境动态性”两种高水平商业模式创新联动机制;中生 态位企业种群主要通过内部资源基础和企业家精神驱动来实现商业模式创新发展;高生态位企业种群存 在“企业家精神-环境动态性”“企业家精神”“激励水平-环境动态性”三种商业模式要素联动机制。     

顾客第一论

“顾客第一”有其特定的内涵,它充分体现社会主义企业的根本目的,因而是企业所有经营观念中的一个根本性观念,也是企业生产经营的一个根本指导思想。企业要实现其双重目的,促进物质文明和精神文明建设的发展,并树立各种现代经营观念,就必须坚持顾客第一。     

理清大经贸战略思路牵引重庆经济快速发展

针对重庆直辖市的特殊市情,提出《重庆市未来五年到2010年对外经贸发展规划》的修改意见:规划的着力点、重庆外经贸特征与自身条件、定位、争取优惠条件、利用外资、货物贸易、服务贸易、经营管理体制改革、基础建设等。     

The Limitations and Opportunities of Business Process Re-engineering in a Politicized Organizational Climate

This paper is concerned with the organizationalchange and project management issues raised by theimplementation of a business process re-engineering(BPR) approach in the politicized hospital context. This is a report of research in progress,focusing on the issues arising at the problem definitionand project planning stages of a BPR application in anoperating theaters department experiencing problems with scheduling and delays. The research designrelies on a case study approach, with the researcher asparticipant observer, as both an adviser to the projectteam and as field interviewer. The paper argues that an ambitious BPR agenda is compromised inat least two regards. First, the lack of precisionsurrounding the focus and methodology of BPR givespolitically motivated actors considerable influence with respect to defining terms of reference in wayswhich will shape potential outcomes in their favor.Second, the complexity and indeterminacy of the businessprocess or patient trail can also diluteredesign attempts. The principal limitations of theapproach thus concern the impracticality of embarking onrapid and radical change working from a blanksheet of paper with respect to organizational and job design. BPR, unlike other organizationdevelopment interventions, is not a contextsensitive approach. The role of project manageris critical in establishing a working balance betweenindividual, occupational, and organizational goals in a manner perceivedto be legitimate in the context. Effective BPR projectmanagement thus requires a combination of political andprocess analysis skills. The principal opportunities of BPR derive from its process orientation,which brings a fresh perspective to a traditionally andfunctionally fragmented organizational setting, andwhich presents a potentially valuable platform for anevolutionary approach to process improvement.     

Underlying Values and Consequences in Financial Services

The freeing of financial markets has brought with it increasing sophistication in regulatory regimes. Over time, a succession of frauds and financial scandals has emphasised some limitations of these complex regulatory schemes. This paper seeks to address the reasons for the events that have caused concern, and suggests that they are to be found principally in three categories: (1) the underlying values that drive financial services; (2) the assumptions and values of regulatory regimes, and (3) the increased opportunities to break or evade the rules. Some possible ways forward are sketched. This revised version was published online in July 2006 with corrections to the Cover Date.     

Culture and Organization: The Case of Transmanche-Link

The relationship between culture and organization has often been discussed, but rarely explored directly. This paper implements a cultural values instrument taken from Hofstede together with a behavioural instrument derived from Van de Ven to matched samples of British and French managers working on the Channel Tunnel project. The results largely replicate the findings of Hofstede regarding cultural values, but do not support the predicted implications for behaviour. In essence, the British were found to be more bureaucratic and more team-oriented than their French counterparts, who tended to be more fonceur and competitive. This indicates that the relationship between culture and behaviour might be more complicated than research to date suggests.