Influence of public affairs offices on corporate planning and of corporations on government policy

This article reports the findings of an extensive study of the process by which corporations manage their external affairs. The major portion of the data is drawn from the responses to a ten page questionnaire sent to 1000 of the largest corporations in the U.S.A. With a response rate of over 40 per cent, this is the largest database yet assembled with respect to the management of external affairs. The author has determined that the influence of public affairs offices varies considerably from industry to industry and from company to company, and this article identifies the factors which correlate strongly with a high degree of influence. In addition, the article identifies the factors which correlate strongly with a high degree of corporate influence in Washington.     

Autonomy strategies of government owned business corporations in Canada

State-owned enterprises, referred to as “government owned business corporations” in this paper, are a common phenomenon in Canada, are increasing in number, and are contributing substantially to the economy. The environment for these corporations is examined to establish the principal components and to identify two dominating trends in public policy, privatization and commercialization. The paper suggests that these trends, plus management's desire for flexibility, are resulting in the formulation of autonomy strategies designed to increase management's decision making capability relating to operating and strategic management with less government interference. A final section integrates the environment and autonomy strategies discussions to develop a typology for classifying the behaviour of government owned business corporations. The paper concludes that managers of government owned business corporations in Canada are formulating and implementing autonomy strategies because of environmental factors, public policies, and management's desire for independence.     

面向企业的我国医药电子政务业务模式研究

我国医药电子政务经过20年的发展，取得了很大的进步与成长。但是由于我国医药电子政务起步较晚、医药企业的市场集中度低、信息化程度低、企业在线办事意识差等原因，面向企业的我国医药电子政务整体应用水平不高。随着政府职能的转变和构建社会主义和谐社会，面向企业的医药电子政务的开展进入以公共服务为主的新阶段。本论文把面向企业的我国医药电子政务模式进行了系统规划与设计，针对其实现提出了相应的措施与建议。     

突发公共事件中政府网络舆论引导策略研究

突发公共事件突发性、紧迫性和高度破坏性的特点,使其在网络传播过程中产生巨大的舆论影响力,如解决不及时,就会使党和政府的形象受损,会严重影响到社会和经济的和谐发展.梳理政府网络舆论引导现状,分析政府网络舆论引导存在的问题,探索政府网络舆论引导策略可以为突发事件政府网络舆论引导提供思路与途径.     

Marketing versus public relations in selling nuclear power

All too often, the terminology and practices of public relations are used when marketing is what is really needed. This misapplication appears most often when a concept, an idea, or an intangible product is involved. Webster defines public relations as: relations with the general public through publicity; those functions of a corporation, organization, branch of military service, etc., concerned with informing the public of its activities, policies, etc., and attempting to create favorable public opinion.This definition implies a general, ongoing effort to supply information supporting the image of an organization. There is, however, a considerable difference between this kind of activity and the specific, overt process of marketing. This difference has been particularly apparent in attempts of public utilities to “sell” nuclear power plants. Utilities, of course, are monopoly suppliers and, as such, must seek a favorable image in the community. Thus, when public opposition to nuclear power plants mounted, many utilities responded with stepped-up public relations programs; the method they knew best. This article examines the experience of several utilities in locating nuclear plants and suggests how marketing techniques might be used in selling this intangible product.     

政府转型是公共服务体制建设的关键

我国在全面建设小康社会的进程中,社会公共需求全面快速增长。在这个特定背景下,加快建立社会主义公共服务体制,是实现经济社会协调发展、建设和谐社会的内在要求。为此,要以科学发展观为指导,在加快完善社会主义市场经济体制的同时,加快建立社会主义公共服务体制。本期特约中国经济体制改革研究会会长、中国(海南)改革发展研究院院长高尚全为此撰文。     

中国企业国际化的公共关系管理

在瞬息万变的国际经营环境中,企业国际化面临着诸多挑战.受欢迎程度不高、中方员工的友善行为不被理解、海外履行社会责任效果不明显等成为中国企业国际化过程中遇到的棘手问题.中国企业公共关系管理存在以下三大问题:海外的管理模式不利于文化融合;忽视除政府之外其他利益相关者的利益诉求;不善于与当地媒体交往、缺乏与公众的双向沟通.中国企业要想克服海外发展的“瓶颈”,就必须从利益相关者的角度着手,加强公共关系的研究并准确把握与利益相关方的相处原则,通过双向对等的沟通和交流,建立起亲善友好、负责任的良好形象.     

Citizen participation in public administration: investigating open government for social innovation

In recent years, public sector organizations have increasingly focused on citizen contribution by adopting instruments known from open innovation. By collaborating with the periphery and leveraging external knowledge, government institutions initiate social innovation and stimulate a positive change for society. This article examines the involvement of citizens in an ideation platform initiated by a local government and investigates the motivations affecting participation intensity. Drawing on self‐determination theory, we analyze what motivates citizens to participate in an open government platform and how these motivations influence participation quantity. Based on a survey among platform users and the analysis of usage data from the platform operator, we find that motivations of citizen participation in public administration greatly vary across forms of participation. Whereas, intrinsic motivation is positively associated with producing and consuming platform content, external and introjected regulation negatively relate to individuals’ active contribution. At the same time, external regulation is positively associated with evaluation behavior.     

论政府在节水产品质量监管中的作用

本文从我国节水产品质量监管的现状出发,以创新监管模式为目标,探讨和分析了当前政府在节水产品质量监管中的作用.     

Centers of excellence in multinational corporations

This paper seeks to understand the conditions under which ‘centers of excellence’ emerge in foreign subsidiaries of multinational firms. We define a center of excellence as an organizational unit that embodies a set of capabilities that has been explicitly recognized by the firm as an important source of value creation, with the intention that these capabilities be leveraged by and/or disseminated to other parts of the firm. Drawing on overlapping research in international business and strategic management, we argue that the formation of centers of excellence is shaped by conditions in the subsidiary's local environment as well as by various aspects of the subsidiary's relationship with other parts of the multinational firm. Based on a survey of 99 foreign units in Canada, our results highlight the fundamental role played by parent firm investment as well as the role of internal and external organizations in the development of subsidiary capabilities. Performance implications of the center of excellence phenomenon are also explored. Copyright © 2002 John Wiley & Sons, Ltd.     

Managerial stereotypes in Singaporean subsidiaries of multinational corporations

The responses of 365 managers from 34 Singaporean subsidiaries of multinational companies are used to profile the stereotypes these individuals hold of each other. The managers' replies to 18 semantic differential items show greater agreement on each other's managerial performance and style between expatriate and local managers in British corporations than in Japanese corporations. The results from American corporations are between these two. Stereotyping has been shown to be a very common phenomenon in international relationships (Davidson and Thomson, 1980). Despite some recognition of the importance of stereotyping in international business situations (Hays, 1972), very little empirical work has been conducted into the general process of stereotyping in multinational corporations (viz. Stening and Everett, 1980; Whitehead and King, 1973). Even less research has been conducted on the stereotypes held by expatriate and local personnel in multinational corporations of their own group (auto-stereotypes) and of other groups (hetero-stereotypes). This study examines the auto-stereotypes and hetero-stereotypes held by expatriate and local managers in Singaporean subsidiaries of British, Japanese and American corporations. It is apparent from the comparative management literature that there are differences in attitudes and behaviour among managers from these countries (Haire, Ghiselli, and Porter, 1966; Ronen and Kraut, 1977). There is insufficient basis, however, for anticipating variations among them in terms of their auto-stereotypes and their hetero-stereotypes. This exploratory study presents evidence on the nature of those variations.     

How to counteract the suppression of exploration in publicly traded corporations

Top management teams frequently overemphasize efforts to exploit the current product portfolio, even in the face of the strong need to step up exploration activities. This mismanagement of the balance between explorative R&D activities and exploitation of the current product portfolio can result in the so‐called success trap, the situation where explorative activities are fully suppressed. The success trap constitutes a serious threat to the long‐term viability of a firm. Recent studies of publicly traded corporations suggest that the suppression of exploration arises from the interplay among the executive team's myopic forces, the board of directors as gatekeeper of the capital market, and the exploitation–exploration investments and their outcomes. In this paper, system dynamics modeling serves to identify and test ways in which top management teams can counteract this suppression process. For instance, we find that when the executive board is suppressing exploration, the board of directors can still prevent the success trap by actively intervening in the exploitation–exploration strategy.     

企业如何加强财务管理

笔者认为加强企业的财务管理可以全面提高企业市场竞争力,为达到这一目的应加强企业资金管理,成本管理。     

工程公司管理信息系统的设计与应用

以某大型工程公司计算机管理信息系统的设计与应用为例，阐明了信息资源及项目管理信息系统在工程公司经营管理中的应用，该信息网提供了一个先进，开放，实用的计算机网络环境，实现了企业办公自动化，数据件共享及项目全方位的动态管理。     

Financial performance and survival of multinational corporations in China

This study investigates the impact of entry timing, mode of entry, market focus, and location advantages on the financial performance and survival of multinational corporations (MNCs) in China. Three major results were found. First, MNCs that entered China in an earlier year had a higher level of profit than those that entered in a later year. Second, equity joint ventures (EJVs) had a higher profit level than cooperative operations or wholly foreign‐owned subsidiaries. Third, MNCs that utilized well the location advantages in China had a higher profit. We also found that EJVs were more likely to survive compared to cooperative operations, while wholly owned subsidiaries did not differ from EJVs. The findings are based on a 2‐year study of about 1000 MNC operations in China. Copyright © 1999 John Wiley & Sons, Ltd.     

Building firm-specific advantages in multinational corporations: the role of subsidiary initiative

This paper investigates how subsidiary companies are able to contribute to the firm-specific advantages of the multinational corporation (MNC). Specifically we examine the determinants of the contributory role of the subsidiary and subsidiary initiative. The study reveals the following significant relationships: (a) internal subsidiary resources in combination with initiative have a strong positive impact on the subsidiary's contributory role; (b) subsidiary initiative is strongly associated with the leadership and entrepreneurial culture in the subsidiary; and (c) contributory role is strongly associated with subsidiary autonomy and a low level of local competition. We discuss the implications of these findings and some of the theoretical issues associated with subsidiary initiative. Our provisional conclusion is that MNC subsidiaries can not only contribute to firm-specific advantage creation, they can also drive the process. © 1998 John Wiley & Sons, Ltd.     

Navigating the purchasing power gap in new product development in multinational corporations

Multinational corporations (MNCs) face a significant purchasing power gap of customers between developed and emerging economies. In R&D intensive industries making physical products, MNCs can benefit from economies of scale. Therefore, managers strive to achieve a product standardization–adaptation (S‐A) balance when navigating the purchasing power gap. Through focusing on five MNCs headquartered in developed countries, I examined how MNCs can achieve such a balance through new product development (NPD). I found that (1) an S‐A balance can be achieved through three NPD strategies (product simplification, product retaining, and reverse innovation); (2) managers need to take into account five key factors when choosing NPD strategies (product complexity, product modularity, brand strategy, position in local competition, and internal technical standards); and (3) the NPD strategies can be implemented through structural separation, temporal separation, and a shared value. This research reveals the complexity of achieving an S‐A balance when managers navigate the purchasing power gap in NPD. Different NPD strategies have certain advantages and shortcomings. High product complexity and product modularity can serve as favorable conditions for a product simplification strategy. A brand strategy of leading‐edge technologies can serve as an adverse condition for a product retaining strategy. Strong local competitors in emerging markets can be a motivation for a reverse innovation strategy, while stringent internal standards for safety can be an adverse condition. This research also reveals the nuances of implementation of NPD strategies in terms of managing innovation and refinement activities. MNCs may need temporal separation when adopting both downhill and uphill NPD strategies.     

商务谈判的语言艺术

商务谈判作为企业经济活动中一个十分重要的活动,越来越多地受到人们的关注重视,商务谈判的过程是一个围绕双方经济利益,通过语言进行沟通和协商的过程,实质上就是谈判者运用语言进行协调磋商、谋求一致的过程,而在谈判中如何把思维的结果用语言准确地再现出来,则反映了一个谈判者的语言能力.那么如何在商业谈判中合理有效地运用谈判语言呢?下面就商务谈判中的语言艺术谈一点粗浅的认识.     

现代大学制度下的财务管理

高校财务管理是学校管理的一个重要组成部分,现代大学的经济特性和自主特性决定了大学在永续经营过程中必须依靠自身的自主权,运用经济规律和经济领域的手段和方式进行资本运营、成本核算、资源配置等财务手段.所以,现代大学制度下财务管理必须建立以成本核算为中心的会计核算体系,并且处理好高校与银行、高校与投资者、高校与企业等的财务关系.     

In-house R&D management development — strategy and implementation in a major government R&D agency

Abstract
The paper describes the experiences of CSIR in developing an in-house capability and implementation process of R&D management development programmes. The conceptual approach of the laboratory-based R&D management development programmes is described. Different phases in the process of implementation are presented along with the case studies of recent training programmes in two different laboratories. Some of the key aspects of the training programmes —- successful implementation, relationship with policy-making, and improving R&D performance have been examined. The role of international co-operation in R&D management development is suggested. The paper also discusses the future prospects of R&D management development programmes in the country.