面向二十一世纪 将北京建成现代化国际大城市

面向二十一世纪将北京建成现代化国际大城市北京市副市长陆宇澄一、现代化国际大城市是全球战略资源的聚集和配置中心，是参与国际政治、经济和社会分工的重要载体科技、资金、信息、文化和生态是决定现代国际关系的重要战略资源。现代化国际大城市是这些战略资源的聚集和...     

城市体的产生过程与聚集作用双向影响的经济学分析

城市化是以分散为特征的农村经济转变为城市经济的过程。城市依托两个前提即农业剩余财富前提和农业剩余人口析出前提得以产生。在城市体的产生过程中,聚集作用扮演着重要角色并有着双重影响:聚集经济造成城市的集中化发展,聚集不经济造成城市的分散化发展,这为城市群的产生奠定了基础。聚集产生二重乘数效应:由"聚集"作用导致城市"成长";由"成长"引致城市成长并进一步引发"聚集",城市规模是聚集经济与聚集不经济的均衡发展结果。     

文化聚集的差异化优势

战略宗旨:深圳精神与厦门文化在战略宗旨的定势和惯性的引导下,以人的群体的聚集,形成区域性思维定势和行为惯性,是差异性区域文化的基础。深圳作为特区进行战略规划,战略宗旨     

高端聚集:中国经济空间发展战略

中国未来发展面临的许多重大挑战都与经济的空间结构调整密切相关。本文提出了基于国土空间整体、以高端聚集为中心的中国经济空间发展战略。首先以美国为例阐述经济高端聚集这种空间发展模式在辽阔的国土地域上的实现过程;然后分析中国经济的高端聚集趋势以及所面临的空间分割和低端离散的局面。本文认为,中国目前应该实施无地域分割的空间发展政策,推动要素自由流动和区域自由贸易,促使中国经济包括市场、人口和产业走向持续高端聚集的发展轨道。     

战略性新兴产业发展战略定位雷同的非经济成因解释与破除——基于“羊群行为”理论的研究视角

我国区域战略性新兴产业发展战略定位具有明显的羊群效应。羊群效应尽管可以产生聚集协同作用和示范学习作用用,但是,羊群效应也会导致同级城区之间产业发展战略定位雷同。"战略性新兴产业发展战略定位雷同"至今如同区域经济发展"魔咒",严重制约着区域经济的健康发展严重制约着区域经济的健康发展,如何破除这一"魔咒",直接关系到我国区域经济能否健康成长。文章基于"羊群行为"理论视角理论视角,对战略性新兴产业发展战略定位雷同"魔咒"进行了非经济成因解释进行了非经济成因解释,并从四个方面提出了破除对策面提出了破除对策,为政府、企业的相关决策提供了重要的参考依据。     

产业聚集对区域环境的影响与治理——以安徽某地铸造业为例

产业聚集已呈欣欣向荣之势。它产生的聚集效应业已受到各方肯定。但不可否认的事实是,产业聚集对区域环境产生负面影响,已经引起全球广泛关注。首当其冲的是工业聚集所产生的负外部性。其归因是抱有发展压倒一切、滥用公共产品和搭车不付费的理念。为此,在彻底转变观念的基础上,政府要加大复评、大力资助、科学管理、严惩违法行为,企业要加大资金投入、提高科技水平、正常使用环保设施,走上一条代价小、效益好、排放低、可持续的环境保护新道路,让＂人类诗意的栖息在大地上＂!     

波特三大战略的新解读

成本领先、差异化、聚集化是管理战略大师迈克尔·波特提出的著名的三大竞争战略。在知识经济时代，信息及其信息技术作为一种新的竞争因素，正在和必将改变以往的竞争格局，知识经济时代下的竞争需要对波特的三大战略进行新的解读。     

浅议军队人才培养

中国特色军事变革的根本任务就是大力实施人才强军战略,走精兵之路。所以说,努力形成广纳群贤、人尽其才、能上能下、充满活人的人才体系,把优秀人才聚集到军队的建设事业中来,是国防和军队现代化事业的重中之重。概念的创新意味着思维模式的变革。在创建学习型军营、知识带兵的潮涌中,我们对科学人才观实践探求,无疑将对加快推进中国特色军事变革产生强大的动力。     

沈文荣做别人做不到的

一种伟力，在那些敢想、敢为、负重、淡泊而坚定的企业家身上聚集，推动社会前进，产生巨大的激励作用。沈文荣就是一个聚集着伟力并产生巨大激励作用的人。     

会展业对重庆外贸发展的影响分析

会展业是综合性很强的新兴产业,具有强大的聚集作用,会展业的活跃能够为城市聚集大量的人流、物流、资金流和信息流,对城市快速发展和对外贸易的扩张产生了巨大的影响。本文以会展业和重庆外贸为对象,研究会展业对重庆外贸的影响。     

Asset-light strategy,managerial ability,and corporate performance of the Asian telecommunications industry

This paper examines the effects of asset-light strategy on the corporate performance of listed Asian telecommunications corporations and the moderating effect of managerial ability on the association between asset-light strategy and corporate performance. The study applies the dynamic slacks-based measure (DSBM) model and Tobit regression to measure managerial ability. The empirical results show that asset-light strategy positively affects corporate performance and that managerial ability has a significant moderating effect on the relationship between the degree of asset-lightness (DAL) and corporate performance. The findings further show that the greater the managerial ability, the stronger the relationship between DAL and corporate performance.     

基于企业生命周期的财务战略研究

财务战略主要涉及三方面的内容,包括筹资策略、投资策略和股利分配策略,对企业的健康发展有着非常重要的意义。在不同的企业生命周期阶段,企业的经营风险是不同的,并对财务战略的选择有着很大的影响。文章简要介绍了企业生命周期理论和经营风险与财务风险的搭配原则,分析了在企业各个生命周期阶段的财务战略选择问题,希望能对企业选择财务战略起一定的指导作用。     

RELATIONSHIPS AMONG CORPORATE LEVEL DISTINCTIVE COMPETENCIES, DIVERSIFICATION STRATEGY, CORPORATE STRUCTURE AND PERFORMANCE

Recent evidence suggests that large multibusiness firms can enhance performance by developing and exploiting corporate level distinctive competencies. In this study of 185 industrial firms, the relationships between corporate level distinctive competencies and performance were examined across firms using different diversification strategies and having different corporate structures. The corporate level distinctive competencies/performance relationships were found to vary by type of diversification strategy but not by type of corporate structure. In addition, only a small relationship was found to exist between diversification strategy and corporate structure. The specific relationships between corporate level distinctive competencies and performance and their normative implications are explored.     

Recasting Enterprise Strategy: Towards Stakeholder Research That Matters to General Managers

As well as specifying functional, business unit, and corporate levels of strategy, early strategy scholars delineated enterprise level strategy as the uppermost level of strategy. Enterprise strategy articulates how the firm engages with actors in its economic, social, and political environment to ensure long‐term corporate performance. As a growing body of evidence shows, heterogeneity in how firms identify, and engage with, their stakeholders can explain why some firms outperform their peers. However, my literature survey of more than three decades of published research reveals that enterprise strategy has stayed firmly in the shadows behind business and corporate strategy. Furthermore, many theories of firm–stakeholder relationships are normative (i.e. explain how firms should act) and do not inform strategy effectively. In this paper, I argue why enterprise strategy research is required as a cohesive body of work that connects with research in business and corporate strategy. I finish by proposing three research domains – strategic goals, organization design, and organization boundaries – that hold the potential to link stakeholder issues with mainstream concerns in strategy research and, thus, to revive a coherent research programme in enterprise level strategy.     

Asymmetric effects of corporate sustainability strategy on value creation among global automotive firms: A dynamic panel quantile regression approach

This study explores the asymmetric effects of corporate sustainability strategy on firm value at different conditioning quantiles by performing a dynamic panel quantile regression analysis on global automotive firms from 2011 to 2017. Further, this study measures the distinct effects of positive and negative corporate sustainability strategies on firm value, which has remained unconsidered as yet. The findings suggest that low-value and midvalue firms respond more strongly to positive and negative corporate sustainability strategies than high-value firms. This implies that for low-value and midvalue corporations that are in a growth phase, an investment in positive corporate sustainability strategies is essential to increase firm value by enhancing public perception of their efforts. Therefore, positive corporate sustainability strategy contributes substantially to future growth. Conversely, positive corporate sustainability strategy may not be a priority in increasing firm value for high-value corporations, because these strategies do not enhance the public's discernment of their efforts in ethics management and hence do not contribute to a future increase in value. Meanwhile, engagement in negative corporate sustainability strategy worsens firm value in all quantiles, although the effect is somewhat weaker for high-value firms. Nevertheless, however high valued and well established a firm is, it is not immune to crisis.     

浅析企业多元化战略

随着我国市场经济的发展,多元化战略也被很多企业所采用实施,成为了一个市场竞争中企业战略的发展方向。本文全面的分析了多元化战略的内涵及其优点,总结了管理者在制定企业相关多元化战略时应充分考虑的因素,并对企业实施多元化战略提出了建议。     

Uncertainty and synergy: Towards a formal model of corporate strategy

In this paper an attempt is made to integrate the twin concepts of synergy and environmental uncertainty in a unifying framework for the analysis of corporate strategy in the large corporation. Environmental uncertainty and synergy considerations are considered to be the fundamental determinants in strategy formulation, the firm's strategy reflecting a choice between potential synergistic gains and increased vulnerability to environmental threats. A formal model of corporate strategy is developed explaining strategic behaviour as a function of opportunities for synergistic gains and level of environmental uncertainty. The empirical relevance of the model is demonstrated by utilizing data from four major studies of corporate strategy in the USA, the UK, France and West Germany.     

The Visible Hands of Hierarchy within the M‐Form: An Empirical Test of Corporate Parenting of Internal Product Exchanges*

ABSTRACT In this paper, we dismiss the traditional contingency argument that corporate staff should have minimal involvement with the decisions that its divisions make, because predictability, which underlies this contingency logic, is erroneous for most large corporations at this time. We offer an alternative theory of corporate involvement for the M‐form: under unpredictable environments greater interdependence of corporate staff with divisional operating decisions may be necessary to create value for the corporation. Since corporate staff cannot be involved in all divisional affairs, we empirically explore when corporate involvement is most likely. Building on transaction cost economics and the strategy literature, we reason that corporate staff may selectively involve itself in business level strategy and operating decisions when product characteristics signal threats to effective inter‐divisional coordination as well as opportunities for value creation. To explore this topic, we surveyed corporate managers of Fortune 500 companies. The results suggest some initial support for our theoretical argument: corporate staff is more likely to involve itself in business‐level decisions for uncertain products. We further find that when corporate staff is responsible for the capital investments used for the divisional venture, it is more likely to guide and influence product strategy decisions and inter‐divisional conflicts. We do not find, however, consistent evidence that specialized assets or brand‐name reputation trigger corporate involvement. Implications and limitations are further discussed.     

企业文化对战略类型实施的影响

经营战略的有效实施是依赖于组织战略同企业内部管理流程及文化之间的匹配。过去几十年的时间里,大量的实证研究都集中于经营战略的匹配问题。本文在文献回顾的基础上,建立了企业文化类型与经营战略类型之间的对应关系,从而为企业通过选择和培育适当的企业文化来支持战略实施提供了理论方向。     

企业多元化发展的风险规避模型研究

文章从企业多元化发展所依赖的资源要素角度,对企业多元化发展过程中存在的各种风险进行分析,并对各种风险的规避方法和工具进行分析、总结,在此基础上建立了企业多元化发展风险规避战略模型和应用模型,以期为企业成功实施多元化发展战略提供参考。