危机中创新的四种可持续商业模式

2008年开始的这场经济危机,给世界经济带来沉重打击的同时,也促使一些企业开始了新的、可持续的商业模式的创新与改革。     

The crisis of business intelligence: On the necessity of training reform

One can probably misjudge or misunderstand more critical history-making international events, patterns, and trends than contemporary intelligence analysts have, but it is hard to imagine how. The crisis of intelligence, including business intelligence, is part of the larger crisis of incompetence within the social sciences generally. It is a systemic problem involving, as an internal CIA review says, an inability to think “how the other guy thought,” a chronic failure of imagination and personnel, and flaws in information gathering, training, and analysis. Senator Helms says, “Our foreign policy institutions are a complete mess,” and many congressmen, scholars, and practitioners agree.     

The craft of business intelligence: An American view

Business is war. And in war, it is a matter of survival of the fittest. In order to survive in today's cutthroat business environment, we must be properly armed. And one of the most important arrows in the executive's quiver is accurate knowledge of competitors and their business environment. In other words, detailed knowledge of the enemy and the terrain of the battlefield. Every major country on earth recognizes the importance of intelligence and employs an intelligence agency to collect it for them. Over 2,500 years ago, the Chinese general Sun Tzu wrote: “If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.” Frederick the Great also expressed his opinion on the importance of intelligence when he said: “It is pardonable to be defeated, but never surprised.” In today's highly competitive business world it is becoming more and more important to know your competition-know your enemy-and, particularly in the international arena, to know your battlefield. There are minefields out there, and it is imperative to be able to identify and avoid them. You can still lose, even when armed with superior forces, if the terrain is against you. 1997 John Wiley & Sons, Inc.     

美国危机对中国经济发展的启示

美国次贷危机对美国以及全球经济造成了严重冲击,教训是深刻的,足以对中国日益对外开放的经济敲响警钟.     

美国危机对中国经济发展的启示

美国次贷危机对美国以及全球经济造成了严重冲击,教训是深刻的,足以对中国日益对外开放的经济敲响警钟.     

经济危机背景下我国企业创新商业模式的研究

商业模式的创新和其他技术模式的创新一样也会有产生、扩散的过程,是一种不断的进行创新、被模仿、再创新的生命阶段.在目前经济危机的背景下,只有通过商业模式的不断创新,来使我国的企业能够持续的经营和稳步的发展.     

Just how unethical is American business?

This study of reports in the business news between January 1, 2000 and June 30, 2005 found that as of 1999, 40 corporations in the Fortune 100 had committed behaviors that can be considered unethical. The behaviors of concern included three types of fraud (accounting, securities, and consumer), discriminatory practices, undisclosed executive pay, antitrust activities, patent infringement, and other violations of the law. Based on the “unacceptability” of the misdeeds committed, this article ranks the 40 firms into three categories. Further, it uses the research on business ethics and the behaviors of executives, boards of directors, and even government officials to suggest why these unethical behaviors were allowed to happen. Finally, it concludes with recommendations for improving business behavior, and suggests important roles for future business leaders and the broader American public.     

A comparison of Japanese and American business negotiations

The determinants of the outcomes of business negotiations in two cultures are investigated in a laboratory experiment. The most important causal factor in Japanese negotiations was found to be the role (i.e., buyer or seller) of the negotiator. Japanese buyers consistently achieved higher bargaining solutions than Japanese sellers. The primary causal factor in negotiations between Americans was the information content of bargaining strategies. Americans to whom bargaining partners gave information more freely achieved higher bargaining solutions.     

What is the American business value system?

The model of free enterprise that has developed in the United States presupposes a value system. The central value is freedom. Next come goods and the means of acquiring them, viz., money and profit. Competition is central. But fairness of transactions is presupposed, and this implies honesty, truthfulness, and general respect for persons. Optimism and faith in the future have been ingredients from the start. Each of these values can be abused, and such abuses characterize the seamy side of capitalism. The Myth of Amoral Business helps undermine the values. Yet the changes American society is demanding of business can be seen as reaffirming the values the system presupposes. The imperative is for business to live up to its own best traditions — a social demand that business can and should meet if it wishes to continue as a system of free enterprise. Richard T. De George is University Distinguished Professor of Philosophy and Co-Director of the Center for Humanistic Studies at the University of Kansas. He is author or editor of thirteen books, including Ethics and Society; Ethics, Free Enterprise and Public Policy; and Business Ethics.     

Statistical portraits of American business elites: a review essay

Since the early twentieth century, scholars have conducted statistical studies of groups of business leaders. These have often been extensive undertakings, calling for the collection of large quantities of information about business executives through the use of surveys, personal interviews, dictionaries, obituaries and biographies. The scholars who have carried out these studies have come from a range of disciplines, including sociology, history and economics. The questions they have asked have varied over time. Some have sought to uncover common characteristics among the executives themselves. Others have studied groups of businessmen in order to learn about society (especially the extent of social mobility), or about particular industries and the people who ran them. While the variety of approaches has led some to conclude that these studies present no coherent picture, this article shows an underlying pattern in these efforts and suggests a framework for future study.     

The Indonesian tourism industry under crisis: a Bourdieuan perspective on social boundaries among small-scale business owners

Abstract

This study investigates how small-scale business owners in the Indonesian tourism industry seek to overcome the consequences of multiple crises, over a 10-year period. Taking a Bourdieuan perspective, the authors emphasize the context-dependency and quality differences of various forms of capital, and explain how these differences are manifested in boundary work aimed at overcoming major adversity. It is argued that social, economic and cultural capital contributes differently to small-scale business owners’ resilience, either spanning or setting developmental boundaries. This furthers understanding of how small-scale business owners cope with social boundaries and generate innovative opportunities for the development in the aftermath of crises.     

The resources crisis

This article utilizes a new concept of supply and demand for raw materials. It emphasizes the need for the use of long run economics rather than short run analysis in the determination of a fair price for raw commodities.     

The business of ethics and the ethics of business

This is an essay in personal business ethics of executives as distinguished from the institutional ethics of corporations. Its purpose is to give practical moral guidance to executives for the conduct of their lives both as corporate decision-makers and as human beings. The pivotal concept in this model of personal business ethics is a direct appeal to the self-interest of executives in their being moral. Our thesis is that generally there is a twofold return on investment in ethics (ROIE) for executives. The first one is related to employee output: by becoming a self-actualizing moral type, executives indicate commitment to excellence. Accordingly, they so manage employees that the latter can also live up to their full potential and excell. And that would increase corporate productivity and product or service quality. The second payback of morality is personal: fully developed, self-actualized managers are generally happier people than those whose growth has been arrested. In brief, moral self-actualization is the same as commitment to excellence and there is a payback in being the best. Return on investment in ethics and return on investment in excellence can both be abbreviated as ROIE. We accomplish the purpose and establish the thesis of this essay by seeking answers to the following questions: What business does ethics have in business? What business does business have in ethics? Is there a return on investment in ethics for executives? and Does being moral help executives become more effective managers? In sketching answers to these questions, we first show why executives need a personal business ethics especially in today's world. Then, we sketch the nature of ethics and of business. After these introductory materials, the body of the paper argues for a personal business ethics for executives by correlating elements of management theory with ethics. Specifically, it links a theory of employee motivation with a scale of values, management character types with moral types, and management leadership styles with morality. Then, the practical technique of life by objectives (LBO) is explained. It can help executives manage their lives more effectively in both the business and ethical sense. We conclude by explaining ideals of excellence which can guide executives in their work and development both as managers and as human beings.     

金融危机下如何利用电视购物寻找商机

随着世界著名投行雷曼公司宣布破产,一场以美国为震中的金融危机迅速波及到世界各地。冲击波从房地产行业开始迅速蔓延到金融、保险直至实体经济,大多数企业面临困境,中国经济和企业也深受此次危机影响。