无跨越架跨越系统跨越带电线路施工工艺

跨越110kV及以上带电线路施工，大多采用搭设铝合金跨越架跨越施工，330kV锦宁铝厂～枣园变送电线路跨越关桥220kV线路采取利用辅助模担架设，元砖、越架跨越系统垮越带电线路施工，该方案施工工艺简练，施工工效高、效益好，文章个绍了此种跨越架的适用范围及所产生的经济效益。     

技术跨越中“自主跨越”与“引进跨越”模式选择博弈分析

目前，国家或地球之间的经济技术竞争愈演愈烈。为了在竞争中取得优势，每个国家或地区都会采取一定的技术跨越模式来提高自己。本文从技术跨越理论出发，简要分析技术跨越中两个最常用的模式——“自主跨越模式”和“引进跨越模式”，然后运用博弈论方法，从经济效益的角度建立了两种技术跨越模式的博弈模型，最后综合论证指出技术较为落后的国家或地区需要跟适宜采用“引进跨越模式”。     

挥笔新跨越——山西汾河焦煤公司跨越发展礼赞

<正>引言之一跨越是一首永不言败的歌,是一条永不停息的河;跨越是一本读不厌的书,是一杯品不尽的茶。跨越是一种豪迈激情的飘洒,它蕴含万千华夏儿女的才智;跨越是一座攀无止境的高峰,它刻印万千炎黄子孙的足迹。     

实施技术跨越战略提高汽车产业自主创新能力

实施技术跨越战略是提升我国汽车产业自主创新能力的有效途径之一。本文分析了我国汽车产业实施技术跨越战略的基础，以及我国汽车产业跨越模式的选择，并提出我国汽车产业实施技术跨越战略的对策和建议。     

民营企业 转型跨越发展的助推器

7月25日,省委统战部、省工商联召开全省民营企业转型跨越发展一周年座谈会,回顾总结全省领导干部大会召开一年来全省民营企业贯彻落实会议精神、推进转型跨越发展的情况,进一步引导、鼓励、支持全省民营企业坚定信心,解放思想,加快发展,在转型跨越发展的主战场干大事、创伟业、立新功。省委常委、统战部长聂春玉出席并讲话。省工商联主席韩儒英及参加"7·29"大会的20位民营企业家和在转型跨越发展中做出显著成绩的民营企业家共100多人参加了会议。聂春玉高度评价了全省民营经济转型跨越发展情况。他说,全省民营企业主动把转型发展作为企业健康发展和长远发展的自觉选择,呈现出勃勃生机的强劲势头。今后,民营企业要抓住难得的发展机遇和有利的发展条件,要进一步坚定转型跨越信心,进一步解放思想拓展思路,进一步加大项目投资力度,进一步加快产业转型步伐,有关方面要进一步为民营企业转型跨越搞好服务。通达集团董事长远勤山等6位民营企业家作了发言,分别介绍了企业一年来转型发展情况和"十二五"发展规划,并表示要进一步坚定转型跨越的信心和目标,解放思想,奋发进取,抢抓机遇,加快发展,在转型发展中发挥率先作用,为全省转型跨越发展做出新的更大的贡献。     

基于组织边界跨越的知识协同创新分析

知识协同创新是由多个知识创新主体,跨越组织边界进行相互合作、相互学习而形成的持续的知识增值过程,是组织知识创新模式研究和实践探索的新热点。本文分析了组织边界跨越对知识协同创新的影响,归纳了组织内部和外部之间基于边界跨越的知识协同创新模式,提出了制定边界跨越规则、提高边界渗透性和灵活性、强化边界跨越介质、培养边界跨越者,建立边界跨越激励机制等有利于知识协同创新的政策建议。     

安徽省汽车产业技术跨越的模式选择研究

经过几十年的发展,安徽汽车产业已取得长足进步,涌现了一批自主品牌,产销量逐年增加。但是较之于高水平地区,安徽省汽车产业尚需抓住机遇实现技术跨越。本文运用技术跨越理论,借鉴我国汽车产业技术跨越的发展模式,对安徽省汽车产业技术跨越模式实施策略提出切实建议。     

中国反倾销跨越动机对外直接投资研究

本文利用Stackelberg寡头垄断模型证实了反倾销导致企业贸易成本上升会触发企业反倾销跨越动机对外直接投资.基于面板数据模型的实证分析证实了中国企业反倾销跨越动机对外直接投资的存在,并且进一步发现东道国由于失业率上升而实施的反倾销会强化反倾销跨越投资动机,而经济衰退或贸易失衡引发的反倾销则有可能削弱反倾销跨越投资动机.     

论输电线路索道式带电跨越架

文章介绍了一种新型输电线路索道式带电跨越架。主要介绍了跨越架的总体结构、特点及创新、主要组成设备、搭设及拆除工艺。     

如何跨越绿色贸易壁垒

自我国加入世贸组织以来,绿色贸易壁垒不断困扰我国农、畜、水产品等的出口。面对严重影响我国产品出口的绿色贸易壁垒,我国应认真分析绿色贸易壁垒出现的时代背景,理性认识我国出口产品不能跨越绿色贸易壁垒的原因,采取切实有力的措施,增强跨越绿色贸易壁垒的能力。     

Crossing the Entrepreneurial Rubicon: A Longitudinal Investigation

The dynamics leading from intention to start‐up remain poorly understood. Drawing on the mindset theory of action phases, our empirical study identifies a motivational and a volitional phase in the pre‐start‐up stage. Only during the motivational phase does entrepreneurial intention help identify future starters. Once individuals have crossed the so‐called entrepreneurial Rubicon, it no longer matters. We also show that, through this process, the support needs expressed by individuals evolve to become implementation‐driven. To our knowledge, this is the first study to apply the mindset theory of action phases to nascent entrepreneurship. We discuss key implications for researchers and practitioners.     

Crossing mother: Entrepreneur-franchisees' attempts to reduce franchisor influence

Contractual terms guide many entrepreneur-franchisees' actions with the franchisor. However, it is impossible for franchisors to completely specify all future actions. They compensate by continually attempting to influence franchisees, using what franchisees perceive as suasion in their ongoing interactions. We develop a theoretical framework for understanding the informal interaction dynamics between franchisors and franchisees.Most franchise arrangements include the payment of royalties based on sales. This encourages a growth-oriented strategy, usually appropriate for the franchisees during the initial stages of their operations. Whereas a franchising strategy can reduce entreprenerial risk for franchisees, it does not eliminate it. Thus, as sales of the franchisees increase, profit-oriented strategies will be favored because they represent the payoffs that accrue to continuing entrepreneurial effort and risk-taking. These strategies may be in opposition to franchisors' sales orientation when market conditions do not allow continual growth without margin penalties. A research model is developed, depicting the relationship between franchisees' strategies and performance, and the moderating effect that contractual goals and franchisees' perception of franchisors' attempts at suasion have on this relationship. A set of research hypotheses was then empirically tested using a large sample of franchisees from the commercial truck retailing industry.The results indicate that sales-growth and profit-growth goals are not always congruent. Balancing the goals of the franchisor and franchisee did not appear to be a popular option; either one or the other was emphasized. More importantly, the results indicate that when franchisees perceive attempts by franchisors to use suasion, lower levels of profits result, but there is no corresponding increase in the level of sales.In the long-term, franchisors are likely to determine that current contractual arrangements are not protecting their longer term interests. Thus, they will be expected to attempt to modify franchise contracts in ways that force franchisees to implement sales-gain strategies. This will require that entrepreneur-franchisees anticipate future events more carefully at the time they are examining the original franchise contract. Because most entrepreneurs are concerned with immediate survival at the start-up stage, this makes examination of the contract less likely to happen; the franchise option is attractive because it reduces such risks.We recommend that entrepreneurs write ex ante contingent claims contracts that ensure a gradual reduction of franchisor influence. Although this would assume a power or knowledge balance that favors the franchisees, which is unlikely during the start-up phase, it will change over time as franchisees gain a better understanding of the local competitive dynamics. Thus, it may well serve the franchisees to take a defensive posture or push a royalty arrangement that decreases the emphasis on sales over time. This is most likely to be effective where the entrepreneur is considering several competing franchises at the time of the signing of the contract.Finally, we recommend that entrepreneur-franchisees should not assume that the expert advice offered by their franchisor is always in their best interests. Although technical advice is more likely to be unbiased and should be fully exploited, as this is what makes the franchise valuable, strategic advice, or that which relates to goal setting may well be colored by the financial interests of the franchisor. Franchisors are unlikely to consider the possibility that franchisees would be better served by formulating their own strategies, nor are they likely to consider that the franchise network would be better off, in the longer term, by the collective impact associated with numerous franchisees independently formulating their own strategies. In short, although we do not suggest that franchisees should always assume that “crossing mother” is the best response to all perceived franchisor-suasion efforts, they should carefully examine all strategic advice.     

Crossing Cultural Boundaries: A Multicultural Kindergarten in Hong Kong

Confronted with the rise of a new group within its organization, Small World, an international Christian kindergarten in Hong Kong, is being forced to reconsider its boundaries. The trend towards more applications to international schools by Hong Kong Chinese, adds an extra dimension to the already extensive cultural diversity among the kindergarten's staff, students and their parents. Describing the appreciation for cultural diversity amongst staff and parents, the strategies that are used to maintain harmony and the motives that (Hong Kong Chinese) parents have for participation in the school, it is argued that only one effect of globalization on the macro level can be identified on the micro and meso level, namely indigenization. The article shows how parents, staff and the organization all try to adopt attractive or useful elements of foreign cultures without giving up their own culture, and subsequently foster multiculturalism in an attempt to reach their goals, these being the cultural competence of their children for Hong Kong Chinese parents and success for the organization. The resulting demand for the incorporation of extra foreign elements in the curriculum is forcing Small World to reconsider its boundaries.     

Crossing borders and boundaries: Translation ecosystems in international business

The field of International Business (IB) has traditionally focused on the crossing of national boundaries. In this Perspective, we argue that organizational, knowledge domain, and language boundaries are equally important for understanding translation activities in cross-border business. We integrate three kinds of translation (organizational translation and knowledge translation from Organization Studies and interlingual translation from Translation Studies) to deepen our understanding of core IB phenomena and pose new research questions. We introduce the framework of a translation ecosystem for integrating the micro perspective of translating agents, the meso perspective of organizational units, and the macro perspective of the larger social and linguistic contexts that influence translation. This framework allows IB scholars to identify important but invisible boundaries in cross-border business. The translation ecosystem requires the kind of multi-level research that has been recognized as crucial for taking the field forward and offers the potential for making contributions both to IB and to translation research beyond the disciplinary boundaries of IB.     

基于游程编码的分块交叉数字图像压缩算法

本文在软件工程设计中发现了一种数字图像压缩算法，它是在游程编码基础上的改进和创新，具有许多明显的优点，如无损压缩、高效、快速等。实际应用表明，该算法具有很好的适用性。     

Crossing Industry Borders: German Manufacturers as Services Exporters

Manufacturing firms increasingly engage in service trade activities. Microlevel data show that German manufacturers accounted for nearly 30 billion euros of service exports in 2005. I have found that particular construction, engineering and R&D services are exported. The machinery industries, motor vehicles and chemicals producers dominate the overall pattern. The types of services exported vary strongly across industries. Service exports of advertising, data processing, management and R&D services are found to likely support foreign affiliates of firms. However, these headquarter services are only infrequently observable. Much more important are construction and engineering services exported by machinery firms. These might represent installation and maintenance services complementing exported machinery. R&D services exports generally represent the transfer of knowledge and technology, which is found to be particularly relevant for motor vehicle producers. Beyond the support of foreign production of firms, R&D services might be relevant also in R&D cooperations of firms or when firms have partnerships with foreign suppliers or buyers of intermediate products.     

From international new ventures to MNCs: Crossing the chasm effect on internationalization paths

This paper explores the market expansion path of knowledge-based international new ventures (KINVs) toward multinational corporations (MNCs) over time and identifies relevant enabling factors. Integrating crossing the chasm and international new venture (INV) theories, we analyzed international expansion paths of four KINVs headquartered in three countries (the U.S., Japan, and Israel). Based on trademark data, triangulated by both sales data and primary interviews of corporate executives, we proposed an integrative framework to examine the effect of crossing the chasm on market expansion paths towards MNCs. Our findings suggest that KINVs that cross the chasm in lead market are more likely to become MNCs. Our studies also identify several important factors that enable KINVs toward MNCs; these enabling factors include firm-specific assets and capabilities (e.g., proven products, R&D expertise, intellectual property assets, brands and reputation), partnership with leading customers, and collaborators built during the dynamic process of crossing the chasm.     

基于过零触发机制的语音基频快速估计算法

提出一种基于过零触发机制的语音基频估计算法，该算法具有实时性好、易于硬件实现的特点。     

Crossing the chasm: Leadership nudges to help transition from strategy formulation to strategy implementation

Top managers tend to focus on strategy formulation and planning but fail to embrace the problem-solving complexity of strategy implementation. This can lead to implementation failures that are reflected in misaligned organizations that seem to know where they want to go but cannot seem to get there. We posit that one reason for the ineffective transition from strategy formulation to strategy implementation is that planning is associated with a different set of thought processes and emotional experiences than is required for strategy implementation. We integrate research from management (strategy implementation and change management) with that from psychology (self-regulation and nudges) to identify the transition from strategic planning to implementation as a roadblock that prevents effective strategy implementation. We then present six leadership nudges that aid this transition. The first set of nudges are willpower-enhancing nudges that rely on increasing willpower to help transition from planning to implementation: Remove the distraction to plan, develop implementation intentions, and use verbal framing. The second set are desire-reducing nudges that work to decrease the desirability of planning and in so doing facilitate the transition to implementation: Highlight the end game, leverage a crisis, and celebrate small wins.     

Crossing the borderline in strategic corporate philanthropy: Dangote and the construction of cement roads in Nigeria

Using the case of Nigeria's Dangote Group and an exploratory research technique, we critique CSR practices in a developing country context based on a three‐pillar model—traditional CSR, strategic CSR and strategic business engagements. Our paper makes a unique contribution by revealing how a company can transform its strategic CSR into strategic business engagements that permit it to circumvent public procurement laws and secure public contracts at non‐competitive terms. We show how, in weak institutional and regulatory contexts, strategic CSR could be turned to a tool for rent extraction and profit maximization. We advocate for regulatory measures that impose ex ante and ex post limits on the extent to which firms can go in integrating CSR into their normal business operations. Based on the outcomes from this important African case study, we illustrate and propose the strategic business engagement model as a new framework for analysing the social benefits of strategic CSR practices in developing countries.