中国特色之路——党的领导集体对中国特色社会主义的贡献

中国特色社会主义是中国共产党对社会主义理论和道路的创新。中国共产党人坚持把马克思主义基本原理与中国的实际相结合,逐步开创出一条中国特色社会主义的强国之路,取得了令世人瞩目的成就。在这个过程中,中国共产党人始终坚持解放思想、实事求是,既勇于实践,又勇于理论创新,带领全国各族人民,不断推动中国社会主义事业向前发展。     

又好又快发展的伦理意蕴

又好又快发展是全面建设更高水平小康社会的本质要求,是走中国特色社会主义道路发展理念的重要变化。但是,又好又快发展将面临许多亟待探讨和解决的难题。基于发展伦理的视野,从全面建设更高水平小康社会的现实需要出发,我们提出了又好又快发展的三步走战略建议。只有深入贯彻十七大精神,走中国特色社会主义道路,才能通过对又好又快发展的条件、模式、空间结构与政府主导政策之间的互动性分析,把握又好又快发展的本质、功能、结构、价值和演化特征,发现又好又快发展的“规律范式”。     

W.E.B. Du Bois and Filipino/a American exposure programs to the Philippines: race class analysis in an epoch of ‘global apartheid’

The article highlights the ongoing relevance of W.E.B. Du Bois for the global analysis of race and class. Engaging scholarly debates that have ensued within the educational subfields of critical race theory (CRT) and (revolutionary) critical pedagogy, the article explores how a deeper engagement with Du Bois’s ideas contributes theoretically and methodologically to these two subfields. Of particular focus is Du Bois’s conceptualization of a ‘guiding hundredth,’ which he forwarded as a corrective to his ideas of a ‘talented tenth.’ The article also offers a case study analysis of the film Sounds of a New Hope, which documents a hip hop exposure program to the Philippines. The case study draws upon Du Bois’s ‘guiding hundredth’ for a twenty-first century context as a Filipino American cultural worker utilizes hip hop to articulate, analyze, and alter the lived experiences for Filipino/a Americans in a global diaspora.     

新世纪要坚持党的领导不动摇

中国共产党在20世纪领导全国人民实现了民族独立和人民解放,也为国家富强和人民共同富裕进行了不懈的探索,取得初步成果.在新世纪只有在党的领导下,才能坚持现代化建设的方向,才能保证政治稳定,才能动员和组织人民群众投身于现代化建设,更能彻底根治腐败,建成中国特色社会主义.     

企业家领导风格与民营企业组织变革——案例的比较与分析

民营企业的管理现状和特征决定了其要发展壮大就必须进行组织变革,通过对两家背景相似的企业集团——远东控股集团和T公司组织变革的比较分析,发现企业家领导风格对企业变革的绩效有很大影响:相对于权威型、魅力型和家长式领导风格,变革型、交易型、民主型领导风格通过增强变革动力,降低变革阻力对变革效果产生更大的正效应。     

对建设社会主义政治文明的几点认识

建设社会主义政治文明的提出 ,是党的第三代领导集体对中国特色社会主义事业所作出的重要理论贡献 ,标志着中国特色社会主义的政治现代化目标已经呼之欲出。我们要正确把握社会主义政治文明同物质文明和精神文明的关系 ,积极稳妥地推进政治体制改革 ,切实加强和改善党对社会主义政治文明建设的领导     

Cold wars and hot issues: management of responsibilities

This paper provides a review of the Ninth International Conference of the Academy of Human Resource Development (Asia Chapter) that took place in Shanghai, China on 11–14 November 2010. In addition to providing a brief review of the pre-conference workshops and keynote addresses, this paper presents the outcomes of the conference using four main themes: (1) corporate training; (2) the development of key personnel; (3) career development and work-life balance; and (4) organizational learning and learning organization. In conclusion, the authors share their thoughts on the contributions of international conferences to the field of human resource development.     

Sustainable business – Leading yourself and business into the future

Abstract

In the industrial era the development and use of the term ‘economic efficiency’ was too narrow. The exclusive one-sided focus on financial success led to consequences with yet unforeseeable risks and dangers. We must radically redefine economic efficiency if we want to foster well-known and needed sustainable living conditions on earth. To act in an economical fashion must imply value creation for the company, the environment and society. The evaluation of economic success must take all three criteria of value into account equally. To achieve such sustainable win-win-win situations, the full utilization of employee and business partner potential is required. Only an evolving culture of cooperation at all levels will ensure best solutions for developing and maintaining a healthy life base, leading away from the paradigm of absolute competition. Ways and means to reach these objectives are presented: old wisdom is combined with modern management control systems and the consequent change in evaluating the success of management.     

Building interfirm leadership: A relational identity perspective

While leadership has been recognized as an approach to facilitating network orchestration, little is known about the mechanism through which a hub firm enhances interfirm leadership. Grounded on the theory of social identity and network orchestration, we develop a framework of the enhancement of interfirm leadership, proposing that the tendency of building leadership rests on the hub firm's ability to shape the partners' relational identity. We identify three types of role-adoption that indicate seven actions a hub firm might take to establish such an identity. We suggest that the mechanism through which leadership emerges is contingent on relationship duration, dependence asymmetry, and competition intensity.     

两部企业宪法蕴含的中国本土管理元素探析——基于鞍钢宪法和华为基本法的研究

鞍山钢铁公司和华为公司的发展和成功模式凝练而成的2部企业宪法分别成为计划经济时代和市场经济时代的经典企业管理纲领,它们根植于中国经济的土壤和中国的管理情境,其成功经验和管理模式具有可参照性、可移植性。结合2个公司的成长轨迹,深入分析企业宪法内容,可以发现其蕴含的3个主要的中国本土管理元素:整体平衡的管理哲学、"集体主义"的组织行为和英雄领袖的魅力型领导,每个本土管理元素又包含着更多具体的中国式管理理念和方法。