河北省城市化水平分析与预测

城市化发展是当前经济社会发展的必然,是带动新一轮经济增长的有效载体,而经济社会的发展也是城市化水平不断提高的过程.运用多项式分布滞后(PDL)模型,对河北省城市化水平的发展情况进行分析与预测,结果发现其预测效果要优于简单线性回归效果.本项目的预测结果,希望能够对河北省在实施城镇化战略的过程中,制定相应方针政策时起到一些参考作用,提供一定的数量支持.     

战略管理的三大要素

战略管理是企业通过战略制定与实施，完成企业当前任务，逐步实现远期目标。制定与实施企业战略管理，是以企业内部情况与外部环境战略分析为基础和前提的。因此，战略分析、战略选择与战略实施就构成战略管理的三大要素。     

企业信息化与智慧战略的实施

企业信息化使企业的经营管理水平得以迅速提高，要充分发挥信息带来的竞争优势，就要在信息化的基础上，实施企业的智慧战略。企业的智慧战略包括企业的生产智慧战略、营销智慧战略、管理智慧战略、组织智慧战略和形象智慧战略。本文从信息化的角度，论述了企业智慧战略的内涵、效应、实施策略，并对我国企业智慧战略的实施要点进行了初步探讨。     

关于农村城市化的几个问题分析

农村城市化是加快我国工业化、城市化和现代化的重要环节，对于缩小 城乡差别，实现共同富裕有着重要作用。界定了农村城市的广义、狭义和一般意义；分析了农村城市化的动力机制，指出乡镇企业的贡献及今后的发展方向；并提出了实现农村城市化的基本战略。     

河南省实施商标战略成效显著

一、2013年全省实施商标战略工作总体情况 2013年河南工商系统全面落实河南省政府55号文件和全省实施商标战略电视电话会议精神,积极推进商标战略实施,工作成效显著,商标工作达到历史最好水平。     

中国乡村城市化浅析

实现乡村城市化是我国21世纪实现工业化、现代化重要战略布置，也是我国经济社会发展面临一项十分紧迫的任务。正如马克思在《政治经济学批判》中指出：“现代的历史是乡村城市化，而象古代那样，是城市乡村化。”因此，寻求一条适合我国国情和地区特征乡村城市化道路，探索我国乡村城市化发展的战略思想，是当代城市规划工作面临的一个严峻课题，也是制定跨世纪城市规划的重要组成部分。     

煤炭资源型城市发展对策研究

城市化是人类社会发展的必然趋势，城市化过程及所达到的程度与社会经济的发展程度密切相关，人们往往可以从一个国家或地区的城市化水平来判断或解释其经济发展的状况。随着产业结构调整，城市化进程加速，煤炭资源型城市的经济得到了迅速的发展。但随着经济向纵深推进，煤炭资源型城市的城市化水平在前进中出现了滞后于其他城市的现象。笔者在对近年我国25个煤炭资源型城市发展水平分析的基础上，将煤炭资源型城市分类，并根据各类煤炭资源型城市自身的水平和区位特点，提出进一步提高煤炭资源型城市发展水平的对策和建议。     

强调战略

北京车展,陆风汽车两款战略新品——陆风X6龙腾版和陆风风华运动版联袂上市,发力2008车市。据悉,于4月20日上市的陆风X6龙腾版秉承了陆风X6系列卓越的越野能力,融入了城市化元素。陆风风华运动版则将操控与运动相结合,力图给用户带来不同凡响的驾乘感受。作为产品战略中的关键棋子,陆风X6龙腾版被寄予了很高的期望,厂     

航油企业战略管理

为迎接即将到来的竞争挑战，航空油料企业应在对自身优势和劣势，航油市场进入障碍和竞争性进行全面分析的基础上，制定科学的发展战略，这是企业谋求长远发燕尾服的必然选择，航油企业在战略制定过程中应讲求战略的适应性，协同性，连续性和柔性，在战略选择时应分别从公司层，经营层和职能层入手确定满足航油企业未来发展要求的战略内容，在战略实施时应建立支持企业战略管理的组织结构、管理机制和文化，避免依靠主观意愿，推断和危机实施战略管理，确保战略的有效实施。     

论我国结构转换型的城市化

本文认为，城市的发展形态有两种基本模式：一是人口转移型的城市化，二是结构转换型的城市化。2l世纪初期，中国应特别重视走结构转换型的城市化道路。文章进一步讨论了从产业结构、就业结构、空间结构、思想观念等四个方面，推进人口转移型城市化向结构转换型城市化的转变，认为构建城市经济圈将会推进这种转变，主张城市尤其是中心城市建设应放弃规模优先战略，推行品质优先战略。     

电力营销战略——互补产品战略研究

本文根据迈克尔·波特的《竞争优势》,论述了互补产品战略是企业获得市场竞争优势的有效手段,并根据商品的电特殊性,把互补产品战略作为电力营销战略之一的实践进行可行性探讨     

Strategy without ontology

Professor Arend's critique raises fundamental epistemological issues for strategy research, particularly the concern that pragmatist philosophy forecloses access to objective truth and scientific progress. This response discusses the empiricist underpinnings of pragmatism, and addresses Professor Arend's specific concerns about the connections between competitive advantages and firm performance. Copyright © 2003 John Wiley & Sons, Ltd.     

三星电子破解中国难题

栖霞市隶属于山东省烟台市，财政收入主要来自于苹果种植业，是一个典型的农业县级市。这样的市场，半年前的三星电子不会太在意。不过到了7月份，郭永钊却悄悄地把三星彩电的销售柜台，摆进了当地一家家电卖场。     

Strategy support models

A major challenge in strategy development is to deduce the consequences of the interacting programmes underlying strategy. The paper argues that behavioural simulation models can help meet this challenge by acting out the consequences of strategy proposals in their full organizational setting. However, the real key to effective strategy support is not simply having a model, but using it in a structured dialogue with executives. To illustrate the idea, the paper presents a system dynamics simulation model used to aid executives of an advanced office equipment firm in setting their marketing strategy. The paper describes the process by which the model was created and brought to the attention of executives. Several examples are provided of the dialectical use of the model, showing how differences in management intuition and model-generated opinion led to improved insight into the consequences of strategy.     

中国石化集团公司面向新世纪的发展战略

面对“入世”后的严峻挑战，中国石化集团公司将全方位实施资源、投资、营销和科技人才战略。在新世纪开始的5－10年，中国石化将跟踪世界石油、石化发展趋势，以结构调整为主线，以提高竞争力的核心，通过改革开放、结构调整、技术创新、规范市场，推动产业升级。一是充分把握石油勘探开发高风险、高技术、高投入、高回报的特点，挖掘中国石化上游业务的巨大潜能，加强老区和西部新区的开发，加快与中海油合作的东海开发，进一步巩固和加强上游业务的基础性地位。二是加大结构调整力度，提升炼油，发展乙烯。到2005年，炼油综合加工能力达到5400万吨，乙烯生产能力达到550万吨。三是改革营销方式，扩大零售，发展配送，增强市场控制力。到2005年，加油站总数达到3万座，其中自有加油站2．8万座，建成并完善两级配送网络；销售量达到9000万吨，在中国石化主要市场内的零售市场占有率达到75％以上。     

A Strategy for Labor

Labor's decline is advanced, disastrous for democracy, and unlikely to be relieved by labor law reform at the national level. Unions need a strategy for revival that does not premise such relief, and that takes account of the deeper changes in social and economic organization that have undermined their strength. Such a strategy is available, but it requires a sharp break with the uncoordinated, firm-centered, and politically non-independent “service model” unionism, exclusively preoccupied with units where majority status has been achieved, still generally practiced today.     

Strategy as moral philosophy

A conceptual framework of ‘Strategy as Moral Philosophy’ is developed, with the corporation cast as a Moral Agent. This framework represents a counterpart, at the level of strategic management, to an emerging integration of economics with ethics at the aggregate level. Several implications are traced out for strategic management theories, practices, problems and pedagogy.     

Rethink Strategy or Perish

Not long ago, the telecommunications industry was a dusty strategic backwater of little interest, primarily concerned with proprietary technologies and enjoying a protected status. Not any more; the application of silicon and software to telecom has obliterated entry barriers, forced open the market, and, according to Mariann Jelinek, created a whole new strategic situation. Telecom is now a highly competitive, innovative, high-technology industry, with a worldwide market. Professor Jelinek suggests that the key to understanding the shift lies in comprehending the new technologies being applied and understanding their impact on the traditional markets and missions of the firms that use them. The lessons of these changes are important for all managers, especially those in mature industries, since microelectronics and software applications seem to know no industry boundaries. They are invading our lives on all sides.     

Strategy follows structure!

Researchers have for some time been interested in the relationship between the strategy and structure of an organization. In this article the authors discuss the most widely-held view on the nature of this relationship, and then suggest an alternative explanation. For them strategy, structure, and environment are closely linked. Whereas men may build the structure of an organization, in practice it is this very structure which later constrains the strategic choices they may make.     

Strategy as guided evolution

In this paper, we build on a detailed case study and the theories of evolution in social and cultural systems and intraorganizational ecology to develop a model of strategy as guided evolution. Its primary distinctions from earlier models of organizational and intraorganizational ecology lie in (i) the incorporation of an important—yet realistic—role of top management in shaping the direction and outcomes of the evolutionary processes within firms, and (ii) the incorporation of human and social capital as a critical unit of selection within such processes. We describe the model and discuss the evolutionary and ecological processes associated with it. Copyright © 2000 John Wiley & Sons, Ltd.