黑河边境贸易发展现状及建议

黑河市位于我国北部边唾,与俄罗斯阿穆尔州隔黑龙江相望,具有得天独厚的发展跨国经贸合作的口岸优势和地缘优势,１９９２年被国务院批准成为全国首批沿边开放城市。黑河市与俄罗斯的边源线长达３５８公里,有黑河、逊克、孙吴３个国家一类口岸,隔黑龙江与俄布拉戈维申斯克、波亚尔科沃、康斯坦丁诺夫卡３个口岸相对应。其中黑河与布市是中国与独联体７４００公里边境线上规模大、规格高、距离最近、功能全的对应城市,这种对应关系,使黑河口岸具有了国际区域经贸合作重要通道作用,形成了巨大的开放开发潜力。一、黑河市对外经贸发展状…     

黑河风雨，海关百年

在中俄4374公里的边境线上．两国边城距离最近的当数黑河口岸。它位于黑龙江省北部市区以黑龙江主航道中心线为界．与俄罗斯远东第三大城市——阿穆尔州首府布拉戈维申斯克市（即海兰泡）隔岸相望，最短距离仅为750米。入夜时分．从黑河市的沿江大道望去，可以清晰地看到对岸灯火星星点点；     

加快口岸软硬环境建设构筑高效畅通的中俄旅贸大通道

黑河市地处祖国东北边陲,是一个幅员辽阔、区位优越、资源富集、美丽神奇的边境地区。现辖北安、五大连池两个市,嫩江、逊克、孙吴3个县和爱辉区。总面积6.8726万平方公里,占黑龙江省面积的1/6。人口173万,有汉、满、达、鄂等33个民族。黑河市与俄罗斯阿穆尔州首府布拉戈维申斯克市(以下简称布市)是中国与独联体国家7400公里边境线上规模最大、距离最近、规格最高、功能最全的口岸对应城市。黑河口岸作为国家一类口岸,从1986年至2003年5月,已累计完成货运量380万吨、客运量613万人次,客运量位居黑龙江省各口岸之首。边贸进出口总额累计已达20多亿美     

黑河市委书记曹震谈黑河对外开放新构想

黑河市委书记曹震谈黑河对外开放新构想迟宏波黑河，是我国对俄罗斯进行边境贸易的重要口岸城市。黑河市委书记曹震日前接受记者专访，就黑河市下步对外开放工作谈了一些构想。黑河的主要目标是：形成三点一线、覆盖全市和向独联体腹地以及向西方国家延伸的开放格局。全市...     

沿边口岸黑河对俄贸易发展战略研究

黑河作为黑龙江沿边开放带的重要城市,是重要的中俄边境口岸。黑河市面临着重大的战略机遇,坚持协同合作战略、经贸合作模式创新、人文战略,为黑河市未来的发展,构建了理论和实践上的愿景。基于黑河发展对俄贸易的影响因素,如两国关系依存度的影响、俄罗斯加入WTO的影响、我国经济结构调整对黑河对俄战略的影响以及黑龙江省沿边开放带对黑河对俄战略的影响,应采取基础设施配套战略和内涵式发展战略,以促进黑河与俄罗斯的经济合作。     

黑河市开展俄农产品回运及加工研究

中俄农业合作潜力巨大,结合黑河作为边境口岸城市从俄罗斯回运农产品的基本情况,依据中华人民共和国海关总署陆续出台的农产品贸易政策,黑河市以黑河口岸为载体,依托国家物流枢纽的建设、黑龙江大桥的开通和两国之间贸易政策的便利,发展边境回运农产品精深加工产业链,深挖特色绿色农业资源,打造“双循环”发展新格局。     

打造边境特色鲜明的地方党报

黑河是我国首批四个沿边开放城市之一，与俄罗斯阿穆尔州首府、远东第三大城市布拉戈维申斯克市隔江相望，距离最近处仅750米，是中俄4300多公里边境线上唯一距离最近、规模最大、规格最高、功能最全的国际“双子城”。作为这样一个地域特色鲜明城市的市委机关报，多年来，《黑河日报》充分发挥地缘优势，围绕边境特色做文章，化地缘优势为竞争优势，变地域符号为品牌符号，     

国门下那流光溢彩的青春--记全国青年文明号黑河检验检疫局大黑河岛办事处

2002年7月4日11时. 黑龙江省黑河市大黑河岛黑河口岸. 联检大厅外,阳光明媚,黑龙江水波光潋滟,大黑河岛风光旖旎.     

浅谈黑河市旅游业发展

黑河市与俄罗斯隔江相望,地理位置优越,成为我国首批开放的沿边口岸城市。黑河市还有独特的自然旅游资源和丰富的人文旅游资源。五大连池的火山地质地貌景观、冬季奇特的冰雪景观、美丽的历史古城爱珲等。然而,黑河市旅游业在发展中却存在特色产品开发不足,未形成旅游产业化格局,旅游市场缺乏监管等问题。黑河旅游业应加快整合资源、科学规划,突出地方形象;加大宣传、突出优势,扩大市场影响力;强化管理,完善服务,促进黑河旅游健康发展。     

中国国际贸易学会东北地区会议在黑河召开

2000年中国国际贸易学会东北地区会议于10月9日至12日在黑河市召开,来自吉林、辽宁、黑龙江的学会代表及部分企业人员出席了会议。会议交流了东北地区外经贸工作情况及学会工作经验,研讨了新形势下对外经贸、边境贸易发展问题,中国社科院俄罗斯问题专家陆南泉教授应邀为黑河市委市政府各委办局及外经贸系统的广大干部和职工作了当前俄罗斯经贸形势与对策专题报告,受到与会代表的一致好评;并参观考察了黑河口岸、大黑河岛边民互市贸易区、黑河市开发区。黑河市委、市政府、黑河市外经贸局等有关单位对会议给予了大力支持。 中国国际贸易…     

Sustainability, Epistemology, Ecocentric Business, and Marketing Strategy: Ideology, Reality, and Vision

This conceptual article examines the relationship between marketing and sustainability through the dual lenses of anthropocentric and ecocentric epistemology. Using the current anthropocentric epistemology and its associated dominant social paradigm, corporate ecological sustainability in commercial practice and business school research and teaching is difficult to achieve. However, adopting an ecocentric epistemology enables the development of an alternative business and marketing approach that places equal importance on nature, the planet, and ecological sustainability as the source of human and other species’ well-being, as well as the source of all products and services. This article examines ecocentric, transformational business, and marketing strategies epistemologically, conceptually and practically and thereby proposes six ecocentric, transformational, strategic marketing universal premises as part of a vision of and solution to current global un-sustainability. Finally, this article outlines several opportunities for management practice and further research.     

Rethinking managership,leadership, followership,and partnership

Organizations underperform, or fail, when members avoid partnering with managers—whether through subtle resistance, disagreement, protest, or walkout—to achieve common purpose. Managers should boost partnering not by affecting a pretense of leadership but through a nuanced balance of managerial authority and understanding of members’ points of view. The objective of this article is to sharpen attention on the concept of partnership with organization members and how it relates to some of the important previous literature. We also argue that some of the previous scholarly work contributes to misconceptions related to these concepts. Our work is forward-looking in that it is motivated by the dangerous societal and cultural differences evident in the world, differences that surround management’s decisions and that may induce an overuse of authority to quash disquiet. Using our experiences in both industry and academia, we argue that the crucial link between managers and members is leadership—not leadership thought of as directional and inspirational, but leadership as building a relationship toward common purpose through partnership. “Lead” and “leader” are sorely misused terms, and worse, substituting “leader” for “manager” is just plain wrong. We believe that managers become leaders only when followers agree to follow, not when the managers simply step forward energetically with direction. Managers are cheated by mistaken definitions. Reviewing past perspectives about what makes good leaders and managers, we rethink ways to enhance organizational harmony through a clearer understanding of managership, leadership, followership, and partnership. Only by thinking and acting as partners in common purpose can managers and members form the core of success in organizational endeavors.     

Trust,terrorism, and technology

The development of civilization implies an evolution of complex trust mechanisms which integrate the social system and form bonds which allow individuals to interact, even if they are strangers. Key elements of trust are predictability of consequences and an evaluation of consequences in terms of self-interest or values. Values, ethics, and norms enhance predictability. The terrorist introduces an unpredictable event which has negative consequences, thus destroying trust. However, terrorist-like situations occur in day-to-day activities. Technology itself makes the world more interdependent and less predictable. Furthermore, technological accidents and disasters, which are also unpredictable and negative, may prompt individuals to perceive technology as if it were a terrorist. Louis H. Bluhm is Associate Professor of Sociology at the Mississippi State University. He has written several articles which have been published in Rural Sociology, and with P. M. Shingi he has written a chapter in a book.     

Networks,firms, and trade

Fixed costs associated with learning about demand and setting up distribution networks are expected to be lower when there are more potential contacts in the destination market, suggesting a greater probability of market entry and larger export revenues. We match historically-determined emigration stocks with detailed firm-level data from Portugal to examine the effect of migrant networks on these export outcomes. We find that larger stocks of emigrants in a given destination increase export participation and intensity. In addition, we show that the former of these effects tends to be more pronounced among firms that are more likely to have close ties with the emigrants. These results are consistent with a multiple-destination version of the Melitz (2003) model featuring market-specific entry costs and idiosyncratic firm-destination demand shocks.