促进亚洲能源合作与发展--访伊朗驻华大使韦尔迪内贾德先生

2004年6月24日下午,博鳌亚洲论坛召开媒体见面会,宣布将与伊朗外交部合作,于今年7月17—19日在伊朗首都德黑兰联合主办主题为“亚洲能源合作与发展”的“博鳌亚洲能源论坛”。博鳌亚洲论坛秘书长龙永图、伊朗驻华大使韦尔迪内贾德以及中国海洋石油总公司(CNOOC)总经理傅成玉分别在媒体见面会上就将要召     

来自博鳌亚洲能源论坛高层的声音

在为期两天的博鳌亚洲能源论坛上,本刊记者利用会议间歇采访了博鳌亚洲论坛秘书长龙永图,伊朗石油部长比詹·纳姆达尔·赞甘内,博鳌亚洲论坛创始人之一、澳大利亚前总理鲍伯·霍克和本次论坛中国代表团团长、中国海洋石油总公司总经理傅成玉四位到会的高层人士。他们富有个性的谈话,可以使我们更广泛地了解他们对于亚洲能源合作问题的思考与认识。     

亚洲的声音

各国政要、商界名流,昔日海南小渔村博鳌堪称群贤毕至。在4月12日至13日的博鳌亚洲论坛首届年会上,不经意间一回头,比肩而立的可能就是一位名人。以“亚洲的平台、亚洲的声音、亚洲的智慧”为宗旨的博鳌亚洲论坛,尽管强调自己是一个非官方性质的民间论坛,但其声势丝毫不弱于去年的APEC上海会议。 得到中国政府鼎立支持的博鳌论坛以经济议题为主,头     

声音

“为防止能源资源价格大幅波动引发新的全球性经济危机,应当在二十国集团（G20）框架下建立全球能源资源市场稳定机制。”国务院原副总理、博鳌亚洲论坛副理事长曾培炎7月9日在博鳌亚洲论坛“能源、资源与可持续发展会议”上表示,全球资源供应及定价已经相对集中在少数企业。资源纷争经常成为一些同家和地区动荡的起因,能源资源价格快速攀升,不但影响了新兴经济体和其他发展中国家,而且威胁到全球的经济复苏和稳定。面对脆弱的全球资源供需关系,很难保证不会引发下一次全球性危机。     

博鳌的声音

每年一度的博鳌论坛把人们的注意力集中到亚洲,也让海南小镇博鳌变成了中国的达沃斯。有意思的是,博鳌亚洲论坛只成立了5年,而达沃斯论坛已经举办了40 年。在亚洲地区性议题减少的情况下,2006年的博鳌亚洲论坛出现了大量的关于中国产业方面的议题,给人一种更加务实的感觉。     

发改委：今后20年我国天然气需求年均增长率将超过15％

博鳌亚洲论坛秘书长龙永图在首届中国能源战略国际论坛上表示：“我认为全球没有什么能源危机，中国更没有能源危机。”龙永图说，“能源危机论”是少数西方人对中国的崛起、亚洲崛起的恐惧，如果不批驳这些论调就不可能形成互利双赢和全方位合作。     

SABIC蝉联博鳌亚洲论坛钻石级赞助商

【本刊讯】(记者杨扬)沙特基础工业公司(SABIC)日前宣布,该公司蝉联博鳌亚洲论坛年会钻石级赞助商。2010年博鳌亚洲论坛年会将于4月9日至11日在海南博鳌举办。在北京举办的赞助商答谢     

博鳌论坛中的民企呼吁

到今年,政商学精英齐聚的博鳌论坛已经是第十二届。这个非官方、非营利的民间论坛,早已成为观察中国热点问题的窗口。今年,博鳌论坛又带来美味多样的饕餮盛宴。我们尝试撷取54场专题讨论中那些民营企业尤为关注的焦点言论,与读者分享。博鳌亚洲论坛已于4月8日落下帷幕。过去的3天,来自世界各国的与会嘉宾齐聚中国海南琼州小镇博鳌,围绕"革新、责任、合作:亚洲寻求共同发展"这一主题展开了一场头脑风暴。虽然博鳌是一个非官方、非营利的民     

沃尔沃集团出席博鳌亚洲论坛2010年年会

本报讯4月10日,博鳌亚洲论坛正式开幕。作为博鳌亚洲论坛连续3年的钻石赞助商,沃尔沃集团派出了16人组成的代表团出席了会议,沃尔沃集团高级副总裁潘伟博在开幕大会上作了重要发言。     

西门子携手中国企业共同发展

7月10日，西门子（中国）有限公司自动化与驱动集团举办的“2008西门子自动化峰会”拉开了帷幕。博鳌亚洲论坛秘书长龙永图先生，中国自动化学会理事长戴汝为院士，国家发展和改革委员会能源研究所副所长、可再生能源学会副理事长李俊峰先生以及西门子的高层管理人员出席此次盛会并发表讲话。     

团结联合求真务实创新发展提高前进

1．发挥联合优势，举办了一些有影响的大型活动，增强了行业凝聚力和影响力。     

Structure,conduct, performance,and welfare

This paper extends previous analysis of weaknesses of the structure-conduct-performance paradigm and of the price-cost margin as a measure of performance. Sufficient conditions are established under which monotonic linkages may not exist between virtually any two of social welfare, its individual components, structure, conduct, or performance.     

Relationship between innovativeness,quality, growth,profitability, and market value

The purpose of this study is to examine the relationship between innovativeness, quality, growth, profitability, and market value at the firm level. Building on concepts from a resource‐based view of a firm and organizational learning, innovation and quality literature, we propose the innovativeness–quality–performance model, which describes how a firm's capability to balance innovativeness with quality drives growth and profitability, and in turn drives superior market value. Results of structural equation models indicate that (1) innovativeness mediates the relationship between quality and growth, (2) quality mediates the relationship between innovativeness and profitability, (3) both innovativeness and quality have mediation effects on market value, and (4) both growth and profitability have mediation effects on market value. Implications for theories and practices are discussed. Copyright © 2005 John Wiley & Sons, Ltd.     

Knowledge structures of prospectors,analyzers, and defenders: content,structure, stability,and performance

The managerial cognition perspective argues that managers operating in complex, dynamic environments develop knowledge structures that help them focus their attention, interpretation, and actions. We explore the content and structure of top managers' strategic knowledge structures by measuring differences in the level of attention they give in annual reports to strategic issues and themes that Miles and Snow used to describe their main strategic types. Twenty-one themes that form seven main factors describing managers' strategic cognition are identified, and these demonstrate reasonable fit with the Miles and Snow model. We show that expert raters can recognize these factors when they read annual reports that contain them. Cluster analysis is then used to identify groups of firms that share similar profiles on these strategic dimensions which are interpreted as examples of cognitive strategic groups. These groups show alignment with Miles and Snow's strategic types, are relatively stable over time, and differ in financial performance. The sample comprises 1,038 listed Australian firms between the years 1992 and 2003. Copyright © 2007 John Wiley & Sons, Ltd.