Human Resource Management Striding into the New Era of Value Management

As a scientific management concept, value management （VM） is universally applied, and it acts on making strategy, realizing the maximization of business enterprise value, improving the performance of managing and promoting the lasting growth of the economy of various countries, etc. Nowadays, it has already stridden into each field of business management thoroughly, which has become the most popular management thought, idea and method in the world. The core of value management~function analysis, has offered very good theoretical foundation, method, technology and thinking for modern human resource management, which has stridden into the new era of value management.     

The Redesign of the Business Model Based on the Structural Perspective

At present, whether internally or abroad, whether in the theory or business, there is a lack of a unified understanding about the basic concepts of structural system and theoretical category of enterprise business model, and its theoretical analysis framework has not been built up, it is the exploratory phase of the model research in the mass. This study aims to analyze the formation mechanism, action mechanism, and evolution mechanism about the business model from the perspective of structure, and designs the enterprise business model architecture and forms a system, besides, explores approaches and strategies about enterprise carrying out business model innovation, and does beneficial bedding in order to use and improve the theoretical system in the process of the enterprise management practice. The significance of this study is to provide analytical methods and tools for the business model questions in the enterprise management practice. This paper firstly defined the connotation of enterprise business model and summarized the seven characteristics of the corporate business model. On the basis of outlining the enterprise business model design theory, the structural design of the corporate business model is mainly discussed. This paper designed the structure of the business model on modular perspective, proposed four constituent units and nine elements of enterprise business model structure system. Through the design of the enterprise business model structure and analysis of the elements that constitute structure, provide the basis for the transformation of innovative enterprise business model, or both enterprise business models, avoid the lack of elements of the enterprise business model structure and lead to business failure. Finally, the paper concludes with the five core strategies for the implementation of the enterprise business model design.     

The Analysis and Assessment of the Creation Investment Risk in the High and New Technology, Enterprise

The creation risk investmentof the high and new technology enterprise isthe way to finance：and invest for the business period. After we putting the capital into the high and new. technology project.that is in the devetopment stage, the enterprise can, acquire high, increase, by the. support and assistance ＇of, the. capital and management. After the enterprise grew up, it can achieve high benefits by selling stock, attorning the enterprise, and dealing property rights, etc. Finally it secedes form the enterprise invested. The purpose of total analysis in the respective stage for the business investment cause including cause prosperities, object, risk, is to comprehensively understand the effect on the anticipation ratio of the benefit, investment distribution, the stock property proportion which is offered by the activity content, and the emphasis of the assessment in the respective stages of the creation risk investment cause.     

On Improving the Internal Control System of Enterprises

As a self-adjusted and self-constrained inherent mechanism, the Internal Control plays a extremely important role in the operation and management of enterprise. It＇s setting-up and putting into practice concerns the success or failure of the business directly. The author proposes some views from government, social intermediary organizes and enterprise three respects to improve Internal Control of the enterprise.     

Analysis of the Effect and Mode of Strategy Integration of the Enterprise M＆A

Merger is a kind of strategic behavior of seeking long-term development. A new enterprise coming from merger is different from the one that come into existence. The strategy of new enterprise formed from merger is constituted through the integration of the strategy for each side. Strategy integration is the guide for the integration of other elements after merger, the way for enterprises to adapt the change of environment and the warranty for the enterprises to achieve strategy synergistic effect. Strategy integration of the merging-enterprises can be realized through several steps： preparation for strategy integration, readjustment to strategy, reorientation of the enterprise and effective communication with target enterprise in the course of carrying out the strategy.     

Legal regulation of enterprises＇ environmental impact：a survey

The enterprise coordinates social resources, which changes the dialogue between human and the environment into that between enterprise and environment. The profit-making character of enterprise leads to the abandonment of environmental ethics. Enterprise, which has the capability to solve environmental problems, however, lacks the motive to do it. It has controlling power over society and should assume the responsibility of environmental protection. For its lack of environmental conscience, the external institutional arrangements should be made for enterprise. The strategy for environmental cost should be designed in connection with the interest orientation of enterprise. And various legal measures in constitutional law, social law, civil law, administrative law and criminal lave should be utilized to regulate enterprise＇s behaviors regarding environmental protection.     

Strategic group theory： A customer-oriented view

Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory results is the lack of a theoretical framework： what strategic variables to include in the analysis and their relative importance; the definition of an industry, and how to make competitive strategy operational. First, the author presents a customer-oriented theory of management which submits that, like Procter and Gamble, understanding customers should be the primary focus of a business. Second, the author proposes an integrated approach to competitive strategy. Because customer-perceived quality is far more critical to long-term success than any other factor, it should be the centerpiece of competitive strategy. The author suggests that competitive strategy should be divided in two interdependent dimensions： external and internal. It is the external strategy that should be considered the primary dimension because it reflects the customers＇ perspective, and provides a sense of direction regarding how the internal resources should be used. Next, the author presents an operational framework of competitive strategy which proposes that the best route to market share leadership in consumer markets is competing in the mid-price segment, offering superior quality compared to competition at a somewhat higher price： （1） to maintain an image of quality, and （2） to ensure that the strategy is profitable and sustainable. Finally, the author offers a framework of business or industry definition that extends Abell＇s （1980） three dimensions to seven. He suggests that an integrated approach to market segmentation provides the foundation for conducting strategic group analysis in consumer markets. So, in strategic group research, we need a bottom-up approach that begins with a product-market segment. In each product market, real competition occurs at the brand level. This is the ground where actual competitive wars are fought, and this is where the rich dynamics of competition often come to light.     

The Impact of the Corporate Social Responsibility on China Textile ＆ Apparel＇s Competitiveness

This paper introduces the situation and the comparative advantage of Chinese textile ＆ apparel industry. The negative impact of Corporate Social Responsibility on Chinese textile ＆ apparel＇s competitiveness is that it will alter corporation＇s pricing strategies and lack of green competitiveness. The positive impact is that it will uphold enterprise competitiveness and upgrade enterprise strategy resilience. Chinese textile and apparel should mix CSR strategy into enterprise production, management, employees＇ training as well as the marketing in order to improve its competitiveness.     

The fostering factors in the occurrence of rural small industries and enterprises in the Northeast of Thailand

The rural small industry and enterprise have a close relation with the regional development. Although they generated job and income, the number of them increased quite low in the area. The previous study focused on the financial support on the hypothesis of lack of capital. Many agencies had provided the variety fund, but the number of them increased not so high. In the study, the author focuses in the management background on the basis that capital is the important issue but not the major factor. The management background should have a role. The author studies 370 small industries and enterprises of every type in the region. The study found that the major three issues that are the fostering factors in the occurrence of them are management background, capital, and creative thinking. Management background of entrepreneur that relate directly to their experience is a major factor rather than capital. The regression coefficient show significantly. The study can bring new strategy to develop them in the future.     

Research on Financial Targets Sequence of Impacting on Business Value—— Based on Data Analysis from Chinese High-tech Listed Firms of Unmodified Auditing Opinions

The high-tech listed firms are not only representative for mainstream of nongovernmental businesses, but also afflux new livingness into the capital market development in China. By considering our country＇s high-tech listed firms as study object, we have disclosed different degree between diverse financial targets and business value, built a financial targets sequence model of impact on business value. The study supplies a certain extent reference to valid supervising and exalting of firms＇ financial core.     

Facilitating knowledge management strategies through IT and HRM

In an increasingly competitive environment, where new business practices are regularly introduced, organizations have to be innovative to survive. In the present competitive climate, knowledge is considered as the main distinguishing factor of business success, and it is seen as the foundation of organization＇s innovation. The emergence of knowledge-intensive society has changed the nature of business competition. Hence knowledge needs to be appropriately managed. Knowledge Management （KM） focuses on managing different knowledge processes such as acquiring, creating, storing, sharing, transferring and applying implicit and explicit knowledge with objective of product and process innovation, performance development and sustainable competitive advantage. This paper tries to demonstrate KM lead to promotion of innovation and performance when it is correctly supported by human resource management （HRM） and information technology （IT）. The questions we will try to investigate in this paper are： How knowledge in organizations can be managed？ What is the connection between HRM, IT and effective implementation knowledge management strategies and how these relationships affect on organizational goals？ For this means, this study ftrst states the importance of knowledge, KM process and introduces two strategies for managing knowledge （exploitative and explorative strategy）. Next, it demonstrates each strategy requires to desired facilitator to support them in action. Finally, with presenting of model, this study concludes that each one of strategy can cover some KM process. Hence for the effective implementation of knowledge management process, organizations have to utilize both strategies.     

Business Choice of Enterprises’Diversification

Diversification strategy is a growth behavior adopted forthe long-term development of the enterprises when theyreach a certain stage. The success of a planned diversifica-tion strategy depends mainly on the correct businesschoice. Nevertheless, it is very difficult for a corporation todecide which business should be chosen. I.TheEvolution of theapproach of businesschoiceIn his 1980s’ books entitled, Competitive Strategy andCompetitive Advantage, Porter. Michael E. analyzed thecompetitive …     

The Condition of Fostering Core Competitiveness of Equipment Manufacture Industry in Our Country

The equipment manufacture industry occupies the important position in our national economy, and the research on its core competitiveness is an important aspect of protecting the healthy development of equipment manufacture industry. Researches on core competitiveness of equipment manufacture industry are to cultivate, strengthen and perfect enterprise＇s core competitiveness and bring about the advance to enterprise.     

The Real Option Game Model to the Technology Innovation Investment Strategy

The real option game theory is a new effective method to analyze the project investment decision containing uncertain factors in the incomplete competition circumstance. Based on the introduction of the development of real option game method, this paper puts forward a real option game model to research on the investment opportunity and investment strategy of technology innovation involved two competitors. The varies of the value of project bring on three kinds of game equilibrium, that is the corporate investment equilibrium strategy, the leader ＆ follower investment equilibrium strategy and the corporate delay equilibrium strategy.     

Study on Operation Mechanism of Enterprise＇s Post Monetization Management

Enterprise＇s post monetization management is one of the important achievements of business management innovation. The paper defines the meaning of enterprise＇s post monetization management mechanism, which includes benefit, supply, demand, competition and incentive mechanism, and specifically explains the meaning and function of each subsystem in order to profoundly crystallize and grasp the importance of enterprise＇s post monetization management in the aspect of raising business management level.     

Implementing a model for identifying organizational complications for the purpose of increasing productivity in hydropower plant

The present economical conditions on today＇s world require specific point of view and policy making in business agencies. In this competitive world to achieve competence, competitive advantages in order to better governance, organizations have to increase their competitive powers through promotion and productivity. One of the fundamental approaches to elevate the productivity level is finding the complications and obstacles, and arise planning to remove them. In order to understand organizational complication, we have tried to take critical factors of success and continue improvement into consideration to demonstrate a model to find the main and radical problems and complications and recognize the recoverable areas in the business agencies. In order to verify and validate the performed research, he planned model has been accomplished in the Hydropower Plant Department, positive and acceptable results were obtained and organizations total factor productivity improvement was achieved which was appreciated by the organization.     

Management of Foreign Market Entry： A Study of Czech Companies

Internationalization of company activities is the necessity of the development for majority of entrepreneurial subjects in the Czech Republic. Internationalization of entrepreneurial activities becomes a tool of business competitiveness. Selecting the right foreign entry mode is an important decision, which demands a lot of resources and thorough planning. The factors influencing company＇s choice of entry mode are divided into two main groups subsuming--external and internal factors. External factors consist of determinants regarding the company＇s environment while the intemal ones are determined by the company＇s specific factors. The opening of new markets such as in the Czech Republic has created the potential for small and medium-size enterprise （SME） expansion and investment. The objective of this paper is to present an application of the entry modes of the selected Czech entrepreneurial subjects. The companies included in the study are those that have undertaken internationalization activities and are incorporated in the Czech Republic. There were a total of 297 enterprises that participated in the research. The research method was an oral questioning and the main instrument was a questionnaire. A relatively low degree of Czech companies that have undergone intemationalization has resulted in the dominance of the least advanced forms of internationalization expansion, mainly exports with a small share of more advanced forms of foreign direct investments and a very low level of forms of international cooperation. Czech companies are in decision about the choosing the foreign entry mode influenced by the many factors. The greatest influence on the choice of foreign entry mode has entry mode variables. Entry mode variables constitute variables assessment characteristics of particular entry mode.     

Entrepreneurs as decisive human resources and business performance for the Lao SMEs

Resource-based view （RBV） has been a very important theory to explain performance in the past decades. Among several types of resources, human resources are known as a critical factor for business success. The present paper has sought to link the human resources and performance based on the concept of RBV focusing on entrepreneurs as decisive human resources. This paper uses a sample of 378 Lao small and medium enterprises （SMEs）. Overall, the findings suggest that the significant factors in explaining performance in Lao SMEs are the education of entrepreneurs, business development services for entrepreneurs and experience of entrepreneurs. Whereas training at starting business and training for entrepreneurs were not supported.     

The entropy weight fuzzy comprehension evaluation of enterprise knowledge competitiveness

With the constant development of knowledge-based economy, knowledge has become the core competitiveness of enterprise, which plays a vital role in the development of enterprise and market competition. It will be helpful for enterprise managers to improve their knowledge competitiveness, if they can judge the advantage and disadvantage of knowledge competitiveness reasonably. According to the nature and the characteristic of knowledge competitiveness of enterprise, a system of evaluation index has been designed about the knowledge competitiveness of enterprise. Taking the enterprise A as an example, it is appraised by using fuzzy comprehension evaluation based on entropy weight, and has provided a new idea for the knowledge competitiveness of enterprise.