卓越的“指挥大师”——记全国煤炭工业优秀矿长、沈阳煤业集团清水煤矿矿长赵明清

沈阳煤业集团清水煤矿创造了这样一个奇迹——在短短的四年多时间里,不但使一个濒临破产的小型煤矿起死回生,而且产量还翻了两番,步入中型矿井行列。它宛如一支雄壮的交响曲,在沈煤大地、百里矿区传颂。演奏这激昂乐章的是1800名清水煤矿的员工,而矿长赵明清就是乐队的“指挥”     

扬帆煤海写辉煌——记全国煤炭工业优秀矿长、大同煤矿集团公司云岗矿矿长张存富

提起中国的煤炭，人们自然会想起煤都山西，而有着“中国煤炭采选大王”美誉的大同煤矿集团有限责任公司（前身为成立于1049年8月30日的大同矿务局）多年来一直是全国煤炭行业的一面旗帜，其中投产于1973年的同煤集团云岗矿是我国自行设计施工的大型现代化矿井，     

用赤诚铸就辉煌——记全国煤炭工业优秀矿长、义马煤业集团千秋煤矿矿长刘保申

2006年1月8日,义煤集团矿工俱乐部花团锦簇,彩旗飘扬。义煤集团在此为千秋煤矿2005年生产原煤165万吨召开庆功祝捷大会。1975年千秋煤矿曾经以年产135万吨创全国同类型矿井年产最高记录,从此以后矿井产量一直徘徊在百万吨左右。这里地质条件复杂,环境险恶严重阻碍着千秋煤矿的发展。实现新跨越,再创新水平,是千秋人30年孜孜以求的新目标。     

为了小峪更辉煌——记大同煤矿集团公司小峪煤矿矿长杨世和

2005年底,洪涛山上的沙棘果红了,金黄的树叶装扮着山麓,山下的小峪人依然在紧张地工作。清晨的矿区新闻伴着布谷鸟的叫声响彻山坳:2005年1￣11月份,小峪煤矿生产原煤150.48万吨,外销原煤128万吨,生产销售创建矿以来同期最高水平。早起的和通宵未眠的小峪人脸上挂着笑容。面对如     

根扎煤海著华章——记全国煤炭工业优秀矿长、邯郸矿业集团公司陶二煤矿党委书记、矿长贾寅明

巍巍太行绵延数百里。在冀南大地邯郸地界的紫金山脚下，有一座现代化的矿井——邯郸矿业集团陶二煤矿。近几年来，陶二煤矿乘改革的春风，全矿职工勇于进取。务实苦干，发扬艰苦奋斗、顽强拼搏的精神，取得了骄人的成绩。2004年。企业总资产达到46403万元，销售收入28020万元，商品煤产量110万吨，企业利润10841万元．职工收入15000元以上。     

煤海潮头唱大风——记全国煤炭工业优秀矿长、铁法煤业集团公司晓明矿矿长许盛运

坐落在辽宁省调兵山市的铁法煤业集团晓明矿．是集团公司主力矿井、国家二级企业和现代化高产高效矿井。近年来，晓明矿在矿长许盛运带领下．发生了翻天覆地的变化．创造出一个又一个辉煌……     

思想在升腾中闪光——记全国煤炭工业优秀矿长、双鸭山矿业集团公司双阳煤矿矿长于树江

双鸭山矿业集团双阳煤矿是座年生产能力为120万吨的国有煤矿企业。这座28年的老矿井经历了计划经济时期的企业辉煌和市场经济初期的举步维艰。但令人欣慰的是，经受了洗礼与考验的双阳煤矿摆脱了困扰，在实践中创新，在创新中发展，从而迎来了企业的又一个辉煌期——2004年产量达到176万吨，进尺24500米，其他各项指标也是硕果累累，实现了企业生产经营发展史上的新交破。     

煤海冲浪数风流——记全国煤炭工业优秀矿长、铁法煤业集团小康煤矿矿长刘长海

他为人沉稳谦和、坦诚低调，熟悉他的人送他一个雅号——“科技矿长”、的确，他有着丰富的采矿知识，严细睿智的科学思维，实事求是、知难而进的工作作风，二十几年如一日，在煤海中破浪搏击，为企业的发展做出了卓越贡献。他，就是铁法煤业集团小康煤矿矿长刘长海。     

煤海显风流——记2005年度全国煤炭工业优秀矿长、枣矿集团田陈煤矿矿长张文胜

在山东,人们喜欢把田陈煤矿比喻为镶嵌在微山湖畔的一颗璀璨明珠,因为它光彩夺目,因为它活力四射。而培育这颗“明珠”的人就是张文胜,一位“全国煤炭工业优秀矿长”。     

知识型矿长引领学习型企业——记全国煤炭工业优秀矿长、淮北矿业集团祁南煤矿矿长周卫金

坐落在安徽省宿州市蕲县镇浍河南岸的祁南煤矿是淮北矿业（集团）公司的主力矿井。走进矿区，犹如走进一座现代化城市，大型绿色广场，中西合璧的建筑群错落有致，既有江南水乡的细腻婉约，又有飞塔拔起的恢宏彪悍。这里煤炭资源丰富，盛产气煤、肥煤，热值高、粘结性强、低硫、特低磷，是优质炼焦配煤、动力和发电用煤。矿长周卫金，自2003年5月份走马上任祁南煤矿矿长以来，坚持全面推进矿井三个文明建设快速健康发展为第一要务，紧紧抓住安全质量标准化这一主线，以全面提升矿井核心竞争力、促进发展、提高经济效益为中心．团结带领全矿干群振奋精神、克难攻坚、励精图治、真抓实干，打造本安型矿井，组建学习型企业，实行了质量标准化，开创了矿井三个文明建设的新局面。     

形象、超越、创新

中国即将入世，目前大家谈论 最多的是如何抓住机遇、迎接挑战、加快发展，这些都很重要。但我认为当务之急是要规范行为，树立形象，超越自我，刻意创新。目前我们的经济生活中，各个行业确实存在恶性竞争，这要引起我们足够的注意。否则入世后，企业继续互相残杀，会严重损害国家利益，我结合羊绒行业的实际，谈谈这方面的问题。一、规范行为以树立形象 入世对中国纺织业是个很大的利好，同时也意味着我们在本土上也将与国外企业在同样的环境下展开竞争，而且这种竞争只能按统一的游戏规则进行。所以，熟悉世贸规则，规范自己的行为…     

后奥运经济助推玩具行业谱新曲

你或许已经发现,虽然奥运会比赛转播火爆精彩,但并不是每个电视台都可以播出,哪怕是录像画面都受到限制;深受喜爱的福娃等奥运特许商品也不是哪里都能生产和摆卖……     

Knowledge creation capability,absorptive capacity,and product innovativeness

This study focuses on the impact of knowledge creation capability and absorptive capacity on product innovativeness. Capabilities contribute through their uniqueness, their integration into effective configurations, and their deployment in response to external environment changes. Therefore, this study examines the individual (uniqueness) and interactive (integration) effects of knowledge creation capability and absorptive capacity on product innovativeness as well as how these effects vary in differing technologically turbulent contexts (deployment). Based on a survey of 212 Chinese firms, this study finds that in addition to their individually positive effects, knowledge creation capability and absorptive capacity have a synergistic effect on product innovativeness. Moreover, the individual effect of knowledge creation capability and the synergistic effect become stronger as technological turbulence increases, whereas the impact of absorptive capacity tends to be dampened by technological turbulence.     

Actor engagement,value creation and market innovation

We extend the discourse on actor engagement by arguing that the ‘actor’ should be viewed both as a single-actor (humans or machines) and a group of actors (collectives or organizations), and that engagement implies both exchange-based and non-exchange-based resource contributions, which are facilitated by dispositions, formed partly by actor specific characteristics and partly by the institutional and organizational arrangements prevalent in the context in which the resource contributions occur. We further show how the resource contributions, combined with other resources, improve resource density and, thus, drive value creation. This mechanism can be the foundation for ‘economies of actor engagement’; focal actors can achieve increasing returns by mobilizing actor engagement. Building on this, we argue that actor engagement is central for market-shaping strategies that aim for market innovations, which we define as the emergence and institutionalization of resource linkages that improve resource density and, hence, value creation in a market. Finally, we suggest that the dramatic shifts that we see in the operating environment are elevating the role of actor engagement, making the management of actor engagement a strategic priority.     

Value creation,competition, and performance in buyer‐supplier relationships

The value‐based approach to strategy argues that a firm's ability to capture value depends on the extent of its added value. In this paper, I empirically test the link between added value and value capture using a longitudinal dataset of United Kingdom law firm performance, capabilities, and client relationships. In this setting, competitors relevant for defining a firm's added value are those that share a client with the firm. Further, within a client relationship, value creation, and hence added value, can be decomposed in two parts: product‐line capability and client‐specific scope economies. I find that added value, measured at the level of each buyer‐supplier relationship, is a driver of relationship stability and supplier profitability. This suggests that suppliers with similar capabilities might enjoy different economic returns depending on the composition of their set of relevant competitors. These findings shed light on the conditions under which firms can appropriate returns from their capabilities. They indicate that concepts from cooperative games can be fruitfully applied to empirical studies of firm performance and to the elaboration of insights from the resource‐based view of the firm. Copyright © 2010 John Wiley & Sons, Ltd.     

Takeover defenses,innovation, and value creation: Evidence from acquisition decisions

The desirability of antitakeover provisions (ATPs) is a contentious issue. ATPs might enable managerial empire building by insulating managers from disciplinary takeovers. However, some companies, such as “hard‐to‐value” (HTV) companies, might trade at a discount due to valuation difficulties, thereby exposing HTV companies to opportunistic takeovers and creating agency conflicts of managerial risk aversion. ATPs might ameliorate such managerial risk aversion by inhibiting opportunistic takeovers. This paper analyzes acquisitions made by HTV firms, focusing on whether the acquirer (not the target) is entrenched in order to examine the impact of entrenchment managerial decision making. The results show that HTV firms that are entrenched make acquisitions that generate more shareholder wealth and are more likely to increase corporate innovation, suggesting that ATPs can be beneficial in some firms. Copyright © 2013 John Wiley & Sons, Ltd.     

突出审计重点 注重管理创新

一流的企业必须有一流的管理，一流的管理必须有一流的审计监督作保证。肥城矿业集团白庄煤矿内部审计工作紧紧围绕全矿的重点工作，从维护企业经营安全、防范经营风险入手，以经济效益为中心，注重工作创新，突出审计重点，强化审计监督，积极探索新形势下内部审计新模式，在队伍建设，制度建设、审计方式方法、审计范围等方面进行了有效的探索，取得了较好的成绩。     

Value creation through stakeholder synergy

Our “stakeholder synergy” perspective identifies new value creation opportunities that are especially effective strategically because a single strategic action (1) increases different types of value for two or more essential stakeholder groups simultaneously, and (2) does not reduce the value already received by any other essential stakeholder group. This result is obtainable because multiple potential sources of value creation exist for each essential stakeholder group. Actions that meet these criteria increase the size of the value “pie” available for essential stakeholder groups, and thereby serve to attract exceptional stakeholders and obtain their increasing effort and commitment. The stakeholder synergy perspective extends stakeholder theory further into the strategy realm, and offers insights for realizing broader value creation that is more likely to produce sustainable competitive advantage. Copyright © 2014 John Wiley & Sons, Ltd.     

Product creation process at Philips Electronics

About 3 years ago Dr F.P. Carrubba, Chief Technology Officer on the Board of Philips Electronics, stated that product creation is a core activity for Philips and thus needs continuous attention and improvement. A corporate-wide Product Creation Process Improvement Drive was started. In this article describing the drive, we want to share our experiences that we think are important for a successful improvement drive.
The elements to be addressed are:—a framework for the improvement drive;—top-down or bottom-up approach;—the creation of an assessment tool;—some considerations for the buy-in process;—application of the assessment tool;—follow-up after the creation of the assessment tool;—conclusion.