浅谈我国石油石化产业组织改革

改革开放以来,我国石油石化产业组织按照市场化渐进式改革道路,产权体制从行政集中管理体制向国有石油公司、股份制石油公司转变,从产业链的上下游分割向上下游一体化的石油公司转变。通过改革,促进了产业综合实力的提升,建立了市场化条件下的竞争机制。我国的石油石化产业仍需继续深化改革,创新体制和机制,进一步建立健全现代企业制度,做强做大石油石化企业,建设具有国际竞争力的跨国企业。同时,应注重改革与稳定发展的关系,兼顾公平与效率。     

对我国工业组织的区域比较实证分析

文章运用系统的统计分析方法对我国工业组织现状进行了深入的区域比较实证研究,揭示了我国工业组织所具有的两大重要特性：一是各地区工业集中度与工业经济绩效存在着“反常”的十分显著的反向变动关系;二是不同规模类型企业的规模经济性不同,大中型企业内部没有规模经济性,而小型企业内部的规模经济性却十分显著,在此基础上,文章指出,当前我国各地区工业组织的决定性因素是制度因素,工业产业组织合理化的根本出路在于加快和全面推进经济体制改革,特别是国有大中型企业的改良改造,要充分重视小型企业的发展,并在体制改革的基础上实施大、中、小企业协调发展战略。     

Could a score of industrial organization economists agree on competition?

Twenty experienced I.O. economists were asked to classify 19 industries as competitive, oligopoly or monopoly. There was considerable agreement. More than two thirds of the economists agreed on the classification for 14 of the industries. Only in the case of nursing homes was there substantial disagreement among the panelists.     

The impact of the product to service shift in industrial markets and the evolution of the sales organization

Marketing is undergoing a paradigmatic shift that involves a change in focus from the exchange of goods, which are usually manufactured output, to providing a service, which is fundamental to economic exchange (Vargo & Lusch 2004).Evidenced by three decades of marketing transformation in B2B (business-to-business) sales organizations, this paper examines the evolution of sales organizations as a result of the shift from product- to service-focused commerce. This paper also identifies areas of future research and practice in marketing. Findings suggest that the traditional product-focused sales organization will evolve in two directions. First, enhanced use of technology will reduce some traditional sales functions and even face-to-face contact. Second, customers who are important to marketers will experience improvements in the level of customer contact—leading to growth in customer-focused sales organizations and an increase in global account management teams. Changes in sales organizations will also lead to changes in the selection, training, and recruitment of salespeople as well as their roles.Direction for future research and managerial implications are highlighted throughout the paper as are changes likely to occur in sales organizations.     

The neglect of industrial design

This paper aims at helping innovators to rethink their overall approach to industrial design in product innovation. It examines the role of industrial design in product innovation and demonstrates with both normative and empirical evidence that industrial design is still neglected in British manufacturing industry. The research reveals that firms satisfied their industrial design needs through engineering designers in preference to professional industrial designers. It is concluded that to make the most of design and create market-winning products, the synthesising, interfacing and 'integratorial' approach of an industrial designer is of paramount importance; engineering design, while both necessary and crucial, is by itself insufficient to ensure that innovative products satisfy physical form as well as functional requirements of customers/users. The paper warns that the continued inattention to industrial design may place UK firms at a competitive disadvantage in international markets.     

Objectives, topics and methods in industrial organization during the nineties: Results from a survey

We conducted a survey among 114 experts on industrial organization regarding their opinions on the way markets work, on the proper role of competition and industrial policy, and on the methods which should be used to analyse industrial markets. The experts assessed the importance of research topics and methods during the last year and their probable development in the future. The sample appears to provide a valid representation of European experts, the response pattern does not seem to depend on the personal characteristics of the respondents.     

The engineering department matrix organization

This paper describes the development of an organizational structure within the Engineering Department of the Sperry Gyroscope organization. A matrix form of structure has been operating in the last 15 years or so in various forms. However, the power balance between the project and function teams has been carefully changed over this period to meet changing circumstances, it is accepted that this structure may not necessarily be suitable for all time, but its flexibility has proved of tremendous value in enabling the Engineering Department to perform effectively.     

The dynamics of just-in-time

This article analyses the impact of just-in-time production on the three resources of machines, materials and people, and suggests that JIT entails a redistribution of slack between these resources. The impact of JIT on an organization's human resources is particularly problematical; pressures towards both increased variety and intensity of work are apparent.     

组织管理重在创新

企业的组织管理变革与创新,是增强企业活力,提升企业核心竞争力的重要途径。“十五”期间,义马煤业集团有限责任公司不断深化改革,以改革为动力,向管理要效益,实施以煤为主、煤—电—铝—化—建综合发展战略,实现了快速发展。并在此基础上,制定了义煤集团“十一五”发展规划,在义煤集团进入跨越发展的新阶段,企业的组织管理变革与创新面临着新的机遇与挑战。     

The future of industrial new venture departments

In the companies studied, the primary reason for “failure” of New Venture Departments (NVDs) did not appear to be ineffectiveness in new business development. An NVD was an effective structure for managing new ventures in many companies. The main reasons NVDs became inoperative were that (1) the corporate strategic situation changed and the NVD was no longer needed, and/or (2) the NVD's political position eroded within the company and it was rejected by the existing power structure. The NVD's performance may be a contributing factor to the erosion of its political position but in many companies there were more important factors such as the NVD's sponsor leaving the company, excessively high expectations generated or the NVD appearing to pose a threat to other divisions.