以市场为导向走煤矸石深加工之路——关于利用云南省煤矸石生产高附加值产品的探讨

通过对云南省如何利用煤矸石生产高附加值产品的讨论，提出了云南省煤炭工业要走可持续发展道路必须加强对煤矸石的开发利用，应以市场为导向，走煤矸石深加工之路，即逐步研究并开发出如结晶氯化铝、聚合氯化铝、纳米级α—Al2O3、水玻璃、白碳黑和4A沸石分子筛等高附加值产品的新思路。     

省域耕地整理潜力综合评价--以江苏省为例

耕地整理是实现耕地数量保护与质量提升于一体的经济可行的手段之一。在耕地整理数量潜力和质量潜力分析的基础上,借助于层次聚类分析法和多因素综合评定法对江苏省各地区耕地整理综合潜力进行了分级研究,并提出了相应的对策建议。     

Integrated assessment of uncertainties in greenhouse gas emissions and their mitigation: Introduction and overview

This paper provides the background and the context for the analyses presented in the seven papers of this Special Issue on Integrated Assessment of Uncertainties in Greenhouse Gas Emissions and their Mitigation. First, the main topic and content of the Special Issue is given, followed by an overall overview. Second, detailed overviews and summaries of the seven papers are given. The specific analytical and methodological features and findings of each paper are highlighted and the linkages between the various papers presented in the Special Issue are provided.     

Driving Performance Through Corporate Culture: Interviews with Four Experts

Establishing an effective link between corporate strategy and employee performance has traditionally been seen as a function of organizational structure and internal marketing—that is, of getting the right compensation systems in place to reward the desired behavior, and relentlessly communicating the strategy to all employees. But, according to the four organizational behavior experts who were interviewed for this article, there's more to it than that. Also important is a market- and customer-oriented corporate culture, which can be a highly effective tool for companies seeking to improve performance and increase value.
This article presents four distinctive, but complementary views on why and how senior executives should play a significant role in managing the cultures within their organizations. According to these experts, it is possible to both transform and harness the power of a culture by paying greater attention to succession issues; articulating and communicating an organization's core values; aligning a company's behavioral norms with employee assumptions; and offering "constructive reconciliation of cultural differences." In the last analysis, a company's culture is said to be the most effective way for executives to ensure that their employees will perform "when no one is looking."