发挥企业文化的尊重关爱公平留人作用

正"企"是"人"与"止"的结合,二者缺一不可。市场经济环境下,企业吸引人才、留住人才主要依靠"薪酬留人",弱化了"企业文化留人"的作用。经济增长放缓之际,"薪酬留人"遇阻,"企业文化留人"魅力凸显。"企"是"人"与"止"的结合,二者缺一不可。市场经济下,企业吸引人才、留住人才主要依靠"薪酬留人",弱化了"企业文化留人"的作用。经济下行之际,"薪酬留人"遇阻,"企业文化留人"魅力凸显,它所营造的尊重、公平、友爱的氛围,不仅留住了人,更留住了人心。     

“同价”对农电发展的影响

自2000年以来,河南省在"两改"工作取得阶段性成果的基础上,部分市(地)实现了城乡用电"同网同价",做到了"三公开"、"四到户"、"五统一",有效地遏制了"人情电、关系电、权力电"和"乱收费、乱摊派、乱加价"导致的"电价高"现象,降低了农村电价,减少了农民不合理负担,收到了良好的社会效益。由于种种因素,“同价”也带来一些问题,如不解决,就会影响到农电可持续发展目标的实现。因此,河南省电力行业协会"同网同价"课题组对焦作市实施城乡用电"同网同价"两年来的情况进行了调查。     

五大危机:是“福”?还是“祸”?

本文列举了经销行业未来的"五大危机"。这五大危机中,有的已经不是"未来"了,而是正在发生的现实。当然,市场永远是"千变万化"的,这些"变化"对于有些人来说是"危机";对有些人来说却是"转机",甚至可能成为发展中的又一个新的"转折点"。是"福",是"祸"?就得要看各位经销商的"造化"了。     

煤炭企业提升党建科学化水平的探索与实践

分析了煤炭企业党建信息系统建设的必要性、建设的目标以及通过党建信息化提升党建科学化的路径,提出了建立"两级管理"为基础、"五位一体"为内容、"五台合一"为架构的党建信息系统,并以此提升党建科学化的新思路。党建信息系统的运行,形成了"大党建"的工作新格局,创新了"工考同步"的工作新模式,开创了"量化考核"的新方法,为煤炭企业党建科学化水平的提升提供了借鉴。     

深化“五项行动”创建和谐龙电

国电河北龙山发电有限责任公司探索建立了推进"先锋行动"、"阳光行动"、"健康行动"、"素质提升行动"和"爱心行动"的"五项行动"长效机制,形成了全员共建文明和谐的良好局面,构建了人与人、人与企业、人与社会、人与自然的和谐,提高广大员工的满意度、幸福感,提升全体员工文明素质和公司文明程度,为公司扎实做好"五篇文章"、着力打造"五个国电"和建成区域一流发电企业的战略目标凝聚了的强大精神动力,营造了良好的发展环境,推动了龙山公司管理、效益的"双提升"和"双丰收",促进了公司科学发展、和谐发展。     

“六法”引得清风吹

<正>江苏省赣榆供电公司结合自身特点,推出"养"、"护"、"固"、"倡"、"助"、"促""六字"举措,营造了廉洁、规范、高效的企业环境,培育了有效的廉洁文化,进一步促进了党风廉政建设工作向纵深发展,并取得了一定的成效。提供"养"廉环境。赣榆供电公司建立健全党风廉政建设责任体系,积极构建教育、制度、监督并重的惩     

大人物的小事件

吴佩孚在军阀中算英俊和有文化的,德国公使的女儿看上了他,向他求婚。他请翻译读完信后批示:"老妻尚在。"张作霖虽然是武夫,对日本人却颇有骨气。在一次宴会上他写了一个"虎"字给日本人,落款是"张作霖手黑"。部下提醒说,应该是"手墨"。张作霖大声喊,写"墨"就把"土"给日本了,这叫"寸土不让"。     

再集成:一种“模块化陷阱”——基于演化视角的分析

在模块化系统中,模块的划分是一个不断变化的过程。常常可以观察到:随着时间的推移,一种模块被另一种模块所吞并,不再独立存在,相关厂商被排挤出模块化分工网。我们将这种现象称为"再集成"。"再集成"损害了模块厂商的利益,是一种"模块化陷阱"。一般认为,模块化的优势在于创造"选择权价值",而这依赖于产品的设计风险。本文借鉴了"技术周期理论"的思想,对设计风险做了动态化处理,揭示了"选择权价值"随技术演化而下降的规律,从而解释了"再集成"现象的动因。在此基础上,本文提出了一种模块系统的演化模式,并为企业规避"再集成"风险提出了建议。     

安全大如天 重在抓细节

"丢失了一个钉子,坏了一只蹄铁;坏了一只蹄铁,折了一匹战马;折了一匹战马,伤了一位骑士;伤了一位骑士,输了一场战斗;输了一场战斗,亡了一个帝国。"这就是"蝴蝶效应"。"蝴蝶效应"之说源于美国,意思是一只蝴蝶在巴西扇动翅膀,有可能在美国掀起一场龙卷风。它揭示"失之毫厘,谬之千里"的道理。     

沿海架空输电线路防风加固措施探讨及应用

文章分析了江门沿海四回220kV架空输电线路受2008~2009年台风"黑格比"、"巨爵"袭击后的故障原因,建立了该线路的分析计算模型,研究实施了有关防风加固措施,成功抵御了2010~2011年"康森"、"灿都"、"纳沙"等台风的影响,为沿海架空输电线路防风加固工作提供了工程实践经验。     

Convergence and new regulatory frameworks: A comparative study of regulatory approaches to Internet telephony

As an archetype of convergence, Internet telephony has been questioning the continuing appropriateness of the current telecommunications policy and regulation. This article examines how policy makers and regulators in the US, the EU, Japan and Singapore have responded to the challenges brought about by Internet telephony. Their common approach seems to apply the existing regulatory framework to this new service. The authors argue that those responses will not be aligned with the dynamically changing communications environment and explain two key shifts taking place in the communications industry that should be taken into account to form more appropriate regulatory frameworks.     

Municipal electric utilities’ role in telecommunications services

Municipal electric utilities (MEUs) are increasingly expanding into telecommunications services. Such entry is interesting in several respects. First, MEUs marry two potential pathways for the growth of telecommunications access infrastructure and services: public ownership of last-mile facilities and electric power company expansion into telecommunications. Second, municipalities are key early adopters of next generation access technology in the form of both fiber-to-the-home (FTTH) and broadband wireless (e.g., WiMax) systems. Third, MEUs are at the nexus of the debate over the proper role for local government in promoting broadband Internet access. Most homes in the United States are served by investor-owned local telephone and cable television providers, using company-owned wireline infrastructure. These providers have generally opposed municipal entry, arguing that it will crowd out private investment and represents an unfair and less efficient form of competition. A number of states have acted to limit—or in some cases—to promote such entry. Before engaging in this debate, it is necessary to have a clearer picture of the current state of municipal entry and the local demographic, cost, industry, and policy factors that influence its evolution. To address this need, this paper reports the results of an empirical analysis of MEUs that provide communications services to the public. This analysis shows that MEUs are more likely to offer such services if they also provide internal communication services to support their electric utility operations (scope economies); are relatively close to metropolitan areas (lower backhaul costs); are in markets with fewer competitive alternatives (cable modem and DSL service availability limited); and which are less encumbered by regulatory barriers to entry (in communities in states which do not restrict municipal entry into telecommunication services). Of these results, the competitive impacts are the least straight-forward to interpret, suggesting richer dynamics and avenues for further research.     

The Dubious Antitrust Argument for Breaking Up the Internet Giants

Recent calls for using the antitrust laws to break up the large Internet giants are misplaced for a number of reasons. First, similar efforts against oil, tobacco, motion-picture, and telecommunications monopolies have not proved to be beneficial to economic welfare. Second, the failure to break up Microsoft using Section 2 has not proved to be a mistake: competition in operating systems and Internet browsers has flourished recently. Finally, a Section 2 case against Amazon, Facebook, or Google could not succeed if it focused on the digital advertising market. Even in a case based on market power on the other side of their platforms, a structural remedy—a break-up—would not improve economic welfare in the long run.

     

Strategic focus of incumbents in the European telecommunications industry: The cases of BT,Deutsche Telekom and KPN

This study investigates the internal and external strategic choices that telecommunications firms, operating in a dynamic network environment, make to adapt to changes and to respond quickly in order to create or to sustain their competitive advantage. In particular, in the European telecommunications industry incumbent firms have faced important challenges from new technologies, liberalization and the convergence of markets. The leading European telecommunications companies initially focused on new markets and new businesses, emphasizing their plans to become major players in relevant markets. However, after the telecommunications euphoria companies were more restrained due to their huge burden of debt and their market value. Through refocusing or restructuring, these companies have tried to streamline their businesses in order to restore their value and to improve their competitiveness. Insight into the specific strategic actions of traditional telecommunications companies in Europe to the recent developments in the industry is provided from the analysis of three leading traditional telecommunications companies: BT, Deutsche Telekom and KPN.     

Japanese telecommunications policy: New direction and old dilemmas

Recent shifts in telecommunicatiions policy have led to a dramatic restructuring of the Japanese telecommunications industry. A variety of new participants have entered the domestic communications market, and existing vendors have reoriented themselves. These shifts have not occured without trauma. Policy and jurisdictional debates and tension remain; traditional policies and structures conflict with new directions. Japan's experience in adapting new goals, policies and structures in the telecommunications sector warrants careful examination by public and private industry participants.     

Impact of wireless telecommunications standards and regulation on the evolution of wireless technologies and services over Internet protocol

Beginning with the historical role and importance of multi-physical standards in wireless telecommunications for the future in the US, Japan and Europe, this paper provides a cohesive vision of how wireless communication, voice over Internet protocol (VoIP) is likely to develop. Also covered in this paper are its benefits, the technical and regulatory support required to realize this vision and an assessment of its potential impact on the structure of the telecommunications industry. Although the competitive structure of the Internet is relatively open, several factors, such as frequency allocation policy and radio interface standards, could block the efficient evolution of wireless services to an IP platform. The paper proposes two major technical requirements to enable effective competition in wireless VoIP and achieve greater technical productivity.     

英国电信产业的放松管制和对主导运营商BT的再管制

自 1 980年起 ,英国电信产业先后实施了邮政、电信分离 ,建立独立的管制机构 ,对开放市场准入和私有化以后仍然居于主导地位的运营商———英国电信公司 (BT)实施包括价格上限管制在内的一系列管制 ,促进了英国电信产业向竞争性结构的转化。目前 ,我国电信产业同样面临着放松管制以及放松管制以后如何重组和再管制主导运营商的棘手难题。本文拟对英国电信产业 2 0余年的改革经验进行比较系统的回顾和评析 ,以期对我国电信产业的下一步改革有所启示。     

Where have all the boundaries gone?

Interstate communications in the USA are regulated by the Federal Communications Commission (FCC). The guidelines within which the FCC must operate are set by the Communications Act of 1934, which primarily reflects the technology and industry norms of the late 1920s. There have been dramatic improvements since the second world war in the electronic technology which supports telecommunications. The past decade has brought changes in the price and performance of electronic components, eg Large Scale Integration (LSI), so great as to be a shift in kind and not merely one of degree. The impact of these advances in technology upon the FCC has been to make some of the fundamental distinctions upon which the FCC has based its actions meaningless (eg communications/computers, telephone/telegraph, multi-point/point-to-point, and monopoly/competition). Communications common carriage can no longer adequately be distinguished from many other forms of telecommunications or from non-communications activities in any substantive technical or economic sense. While it may be possible to develop criteria upon which valid distinctions can be based, these will have to be new ones — the traditional criteria have been eroded by technology.     

Convergence and unbundling of corporate R&D in telecommunications: is software taking the helm?

This paper presents a view of the changing structure of corporate R&D in telecommunications – one that is close to Adam Smith’s insightful and enduring idea of division of labor – that perhaps we are witnessing the beginnings of vertical disintegration and unbundling of important segments of the industry’s R&D activity. The paper maintains that the emergence of an independent software industry – aided by the convergence of computer, telecommunications and imaging technologies – and the rapid growth of technology-based alliances are at the heart of this trend. So extensive is the vertical disintegration of R&D that, in 1997, the top 10 independent software vendors in the US spent more on R&D than the combined spending by AT&T and Lucent whose sales were well over three times as large. It appears that the source of future innovation in the telecommunications industry lies not in its services segment but rather in telecommunications and Internet equipment firms and independent software firms. Increasingly, the fortunes of large service providers like AT&T will depend less on innovation and more on their ability to configure and market complete one-stop-shopping solutions to customers by combining internal resources with outsourced technologies, products and services.     

New Product Strategy, Structure, Process, and Performance in the Telecommunications Industry

A continuous flow of new products is the lifeblood for firms that hope to remain competitive in high-technology industries such as telecommunications. Faced with rapidly shrinking product life cycles, these firms must aggressively pursue the quest for more effective new product development (NPD). Ongoing success in such industries is dependent on choosing the right mix of new product strategy, organizational structure, and NPD processes. Rather than considering the interrelationships among these success factors, however, most previous studies of NPD have examined these issues individually. This shortcoming is compounded by the fact that past studies of NPD have typically cut across industry lines. Gloria Barczak addresses these problems by proposing that a firm's choice of new product strategy, structure, and process are interrelated, as are the effects of those choices on NPD performance. Because these choices and their effects also may be dependent on the unique characteristics of the industry in which a firm competes, her study focuses exclusively on firms in a specific, high-technology industry, telecommunications. The study finds that no single NPD strategy, in and of itself, stands out as being better than any other for the telecommunications industry. Instead, it appears that a company's focus should be on ensuring the best possible fit between its chosen NPD strategy and its corporate goals and capabilities. In keeping with the current focus on cross-functional teams, the study results indicate that project teams and R&D teams are the most effective means for organizing NPD efforts in the telecommunications industry. Perhaps not surprisingly, R&D teams are more important for first-to-market firms than they are for fast followers and late entrants. An R&D team provides the technical skills necessary for playing the role of pioneer. Regardless of the firm's NPD strategy and structure, the presence of a product champion is an important element in the success of new product efforts. In an era of rapid, technological advances, idea generation and screening efforts are essential to the success of telecommunications firms. To ensure that they do not fall into the trap of introducing technology for technology's sake, pioneering and fast-follower firms in particular must recognize the importance of staying in touch with their markets. Such market-oriented activities as customer prototype testing and concept definition and testing can help these firms ensure that their technological developments are in line with customer needs and requirements.