城市设计制度创新的策略与途径

探讨了我国城市设计制度创新的必要性和矛盾性,从理论和实践两方面总结了1990年代以来我国城市设计领域涌现出的制度创新探索。立足我国的政治、社会、经济环境特点,剖析了我国城市设计制度创新的策略和进程,指出城市设计制度建设在我国不宜作一刀切的统一规定,而要走政府主导、渐进式、多样化、地方化的道路。     

巨地图在社区社会创新中的应用策略

针对社区社会创新过程缺乏具备全局系统视野的设计思维工具现状，文章提出将巨地图纳入社区社会创新设计过程。为使其在社区社会创新的协同设计过程中被更顺畅地应用，对巨地图在应用步骤、概念表述、引导维度、协同操作方面的不足进行分析。从用户界面、工具语言、辅助手段的角度提出巨地图应用策略，以支持社区社会创新协作者使用巨地图工具输出更具系统性的创新方案。     

“碎片化”阅读时代报纸的新闻设计如何创新

立足于报纸新闻创新设计的全球化和本土化视野,分析全球报纸新闻设计的发展现状与趋势,并结合中国新闻奖获奖"报纸新闻版面"的品质,从四方面提出了当前报纸版面新闻设计创新的策略。     

浅析园林设计责任与创新意识

基于园林设计重要性探讨了设计过程中应具备的责任意识以及创新精神,同时就如何应用与设计实践制定了相关策略。对全面提升园林工程设计水平,推动园林景观创新发展,有重要的实践意义。     

基于公理设计的工艺创新方法研究

工艺创新对于提高制造业的市场竞争能力具有重要作用。文章提出了基于公理设计和TRIZ理论的工艺创新方法,通过公理设计的独立公理来识别工艺设计中的耦合问题,并提出引入新参数时所带来的有害参数的识别方法及其解决策略。应用TRIZ理论对耦合设计进行解耦,以得到满足需求的工艺方案。通过电饭煲的实例研究验证了该工艺创新方法的有效性。     

设计组织的知识管理研究

「创新活动」可以有效的提升企业的竞争优势,技术与管理的上的创新求变,是领先群伦企业所表现出的共同特色.司徒达贤(1999)教授归纳出创新求变的两个原因:一是组织所拥有的独特能耐:二是组织内部的创新文化与活力.个人的能耐靠学习,组织能耐的创新、保存与运用,就必须运用知识管理.知识管理除有一定的流程,例如信息的搜集、传递、保管、以及训练进修等外,亦与企业的策略、组织、激励制度、领导方法、以及文化与心态都有密切关系.本文研究总结出设计组织知识创新回旋系统的建构模式有四种阶段1,设计知识的建立2.设计资源的利用3.设计知识创新回4.设计知识的流通与创新:由整体架构的扩散成长,形成设计组织设计知识的流通与创新.     

基于设计创新驱动的中小型制造企业生态化发展策略

中小型制造企业有别于大型企业,其生态化发展的道路也有所差异。相较于技术创新,设计创新具有成本投入低、周期短等特点,更适合经营灵活、资本和研发能力有限的中小型制造企业生态化发展的需要。本文从设计创新出发,以中小型制造企业为对象,梳理了当前企业生态设计创新的理念规划和实践方法,从生态发展的角度分析了Norman提出的"本能—行为—反思"3个设计层面的内涵和表征,寻求一条"物—人—社会"逐步深化的设计创新维度,进而构建了系统化的企业生态设计理论框架,并对每一种维度下可行的具体设计创新方法进行了论述,为中小型制造企业生态化发展提供系统化的策略思路。     

商业模式创新的五种路径

<正>基于价值链的商业模式创新创新把关注的焦点放在价值活动的定位、设计与匹配上。具体讲,有三种创新策略可供选择。价值链上的新定位。通过专注于价值链上的某些活动(通常是高利润的活动),而将其余活动外包出去,从而实现商业模式的创新。     

屋面建筑节能设计对策分析

本文从可持续发展的角度探讨了屋面建筑节能设计的科学策略,从生态节能、采暖节能、绿色环保太阳能屋顶节能等方面论述了科学节能设计的创新优势及具体措施,对建筑行业深化改革、提高人性化设计水平、充分满足人们日益增长的物质文化需求有重要的推动作用。     

基于创新空间的移动商务经营模式策略研究

经营模式创新首先要解决的是方向性问题,这是保证企业新经营模式实施成功的重要保障。本文从技术、组织和市场三个维度构建了移动商务经营模式的创新空间和评价指标体系,在此基础之上提出了移动商务经营模式创新策略选择的系统框架。将移动商务经营模式创新策略划分为三种情况:连续性创新与不连续性创新策略、延续性创新与破坏性创新策略、现有模式和新商业模式策略,并以移动价值链的核心成员为例,分析了各成员可采取的各种经营策略,意在为企业移动商务经营模式策略的选择提供依据。     

Manufacturing strategy: Its assessment and practice

In recent years, the subject of manufacturing strategy has attracted much attention, yet it is still a relatively unresearched area. Among practitioners, unlike the term “marketing strategy,” the term “manufacturing strategy” does not have instant recognition as to its meaning, purpose, and utility.For continued progress in the research and practice of manufacturing strategy, there is a real need for practical methods of assessing the manufacturing strategy of businesses. For example, for practitioners, the assessment of manufacturing strategy is essential to the development, fine tuning, revision, and evaluation of manufacturing strategy.This study presents a method of assessing the manufacturing strategy of businesses. In the process of assessing the manufacturing strategy in thirty-five manufacturing firms, this study found several problems with the practice of manufacturing strategy and recommends some solutions.It has been reported by researchers that the task of assessing manufacturing strategy is often hampered by a lack of understanding of the term manufacturing strategy and the absence of explicitly denned manufacturing strategies within most manufacturing firms. Consequently, this study assessed the implied manufacturing strategy in the participating firms using the responses of both chief executives or equivalents and manufacturing managers. To overcome nonuniform understanding of the term among executives, multiple respondents and multiple methods using several direct and indirect questions were employed to get as good a fix on the manufacturing strategies of the firms as possible.It was found that while chief executives stressed quality, technology, etc., which would contribute to a business level strategy based on product differentiation, manufacturing managers stressed cost, and the keeping of delivery promises. This mismatch of emphasis between the two executives could be a sign of problems in the effective use of the manufacturing function.A major conclusion of this study is that executives in manufacturing firms are not sufficiently “literate” in matters concerning manufacturing strategy. However, this deficiency could be easily corrected by appropriate training in assessing, formulating, and implementing manufacturing strategy.The method used in this study for assessing manufacturing strategy could be used by chief executives and manufacturing managers to identify their implied manufacturing strategy, and to detect agreements as well as disagreements between the two. Further, the method used here could be replicated by executives in developing or reviewing the formal manufacturing strategies of their businesses.     

The content of manufacturing strategy: An empirical study

While there has been an extensive literature written on manufacturing strategy since the 1960s, little empirical research has been done. This article reports on a study of manufacturing strategy in thirty-nine companies based on questionnaire responses received from manufacturing managers.The study indicates that things are not as bleak as the literature might suggest. About one-third of the companies appear to have a well-developed manufacturing strategy. In those cases where the manufacturing strategy exists it is consistent with the business strategy and internally consistent among mission, objectives, policies, and distinctive competence.The term “manufacturing strategy” is not well understood by the managers surveyed. When asked to state their manufacturing strategy, they gave statements about what manufacturing should be, what it should do, how it should do it, and why it should do it. Apparently, the terminology itself is confusing. Frameworks for stating both business strategies and the elements of manufacturing strategy need to be strengthened and some specific suggestions are given in the article for doing so.Even though two-thirds of the companies did not have well-developed manufacturing strategies, 80% of the managers felt that manufacturing had lent competitive strength to the business. This was being done through the development of a distinctive competence in manufacturing that provided competitive advantage.Manufacturing strategies seemed to follow from business strategy. This is contrary to the literature, which indicates that manufacturing strategy is missing, or, at the very least inconsistent with business strategy and marketing strategy. Perhaps a stronger relationship exists than was previously thought. This article provides some evidence for establishing this premise and also provides data on the general status of strategy in manufacturing today.     

服务型制造转型——陕鼓的案例研究

服务型制造是新兴的制造模式,是基于制造的服务、面向服务的制造。文章在理论分析的基础上,从战略转变、需求管理、能力管理、企业网络、风险管理五个方面,详细分析了陕西鼓风机集团的服务转型过程。通过对“服务型制造”在陕鼓实际应用的全面解析,对服务型制造在企业成功实施的要点进行了总结,为制造企业进行服务型制造转型提供了可靠借鉴和...     

我国制造企业服务增强竞争战略研究

服务增强战略是制造企业采用的一种重要的差异化竞争战略,它对制造业的发展产生了深远影响,在全球化竞争和知识经济背景下,通过服务增强制造企业的竞争力已成为我国制造企业的重要战略选择.文章在对制造业竞争背景分析的基础上,就实施服务增强战略中的障碍进行了探讨,提出了实施步骤与保障措施,为制造企业服务增强战略的制定提供了有益的借鉴.     

Organizational knowledge and the manufacturing strategy process: A resource-based view analysis

The current competitive environment is characterized by new sources of information, new technologies, new management practices, new competitors, and shorter product life cycles, which highlights the importance of organizational knowledge in manufacturing companies. We integrate some of those knowledge-based approaches seeking to understand how aspects related to cross-functional orientation, new technologies, and increasing access to information affect manufacturing strategy. In this paper, “know-what” (where to find the needed information) and “know-how” (how to run operations smoothly) are considered key components of organizational knowledge in the process of manufacturing strategy formulation. Assuming that knowledge accumulation may lead to competitive advantage, we propose a model of manufacturing strategy process from a resource-based view perspective. We used a survey to collect field data from 104 companies. The results indicate that cross-functional activities integrate manufacturing knowledge and contribute to the creation of valuable and rare product characteristics.     

对制造业企业跨国经营的思考

我国在加入WTO以后,正在实施“走出去“战略,制造业企业如何开展跨国经营是其中一个重要的问题。本文主要讨论了我国企业跨国经营的现状、制造企业跨国经营存在的问题和应该采取的对策。指出必须健全、完善政策法规,树立跨国投资的战略意识,正确的战略安排,完善企业治理机制,培养跨国经营的管理人才。作者认为这样做,制造业企业才能打开良好的局面。     

装备制造业企业AMT选择指标体系构建——以黑龙江为例

以黑龙江省装备制造业企业先进制造技术(Advanced Manufacturing Technology,AMT)选择为研究对象,对黑龙江省装备制造业企业先进制造技术选择评价指标体系进行分析,采用因子分析法构建黑龙江装备制造业企业先进制造技术选择评价指标体系。全面、客观地评价黑龙江省装备制造业的现状,从而制定企业改造、技术创新、人力资源培训等方面的发展战略,意义重大,刻不容缓。     

The manufacturing strategy formulation process: Linking multifunctional viewpoints

While there has been considerable research on the content of manufacturing strategy, there is a paucity of literature concerning the process of manufacturing strategy formulation [Ward, P.T., Brickford, D.J., Leong, G.K., 1996. Configuration of manufacturing strategy, business strategy, environment, and structure, J. Manage., 22(4) 597–626; Leong, G.K., Snyder, D.L., Ward, P.T., 1990. Research in the process and content of manufacturing strategy, Omega, 18(2) 109–122]. Many researchers have highlighted the need to overcome this deficiency by studying the process of developing manufacturing strategy [Adam, E.E., Swamidass, P.M., 1989. Assessing operations management from a strategic perspective, J. Manage., 15(2) 181–203; Anderson et al., 1989; Leong, G.K., Snyder, D.L., Ward, P.T., 1990. Research in the process and content of manufacturing strategy, Omega, 18(2) 109–122]. To effectively link the manufacturing strategy of a firm to the needs of the marketplace, critical competitive factors or order-winning criteria must be understood and agreed upon both by operations and marketing managers [Hill, T.J., 1983. Manufacturing's strategic role, J. Operational Res. Soc., 34(9) 853–860; Hill, T.J., 1994. Manufacturing Strategy—Text and Cases, 2nd edn., Irwin, Homewood, IL]. For this study, we created and examined a process of establishing a set of order-winning criteria for a consumer pharmaceuticals firm which involved the participation of sixteen managers from seven functional areas over four months. The foundation of the process was developed by Hill [Hill, T.J., 1989. Manufacturing Strategy—Text and Cases. Irwin, Homewood, IL; Hill, T.J., 1994. Manufacturing Strategy—Text and Cases, 2nd edn., Irwin, Homewood, IL], however it was soon evident that additional steps were required. The expanded process we developed both exposed significantly differing views among the managers and raised several questions with important managerial and research implications.     

Manufacturing strategy implementation and cost management systems effectiveness

The fit between manufacturing strategy and the use of cost management systems that could effectively support a firm's information needs in strategic and operational decision-making is prerequisite for a firm's ability to attain desired objectives in its value chain. The primary purpose of this study is to examine the relationship between the use of just-in-time and electronic data interchange systems, as an important dimension of a firm's manufacturing strategy, and the perceptions of top financial officers about the effectiveness of cost management systems in supporting strategic and operational decision needs. The results for the research hypothesis, which was examined using a sample of 604 manufacturing organizations in the USA, provided some support for the argument that perceptions of effectiveness of a firm's CMS can be a valid indicator of how well is the CMS designed to support strategic and operational decision needs that are necessary for the implementation of a firm's manufacturing strategy.     

江苏省制造业现代物流发展战略研究

文中在对江苏制造业的现代物流进行需求分析的基础上,提出江苏制造业现代物流的发展战略和实施措施。