管理文化演进的规律性探究

管理文化是指人类在管理活动中共同创造、共同维持、共同发展的物质财富和精神财富的总和。它包括四个层次的内容:一是管理物质文化,二是管理制度文化,三是管理意识文化,四是管理心理文化。管理文化的演进是按照这四个层次由低到高依次循环进行的。现代管理文化近百年的演进历程可分为三个大的周期。     

基于污染损失率的连云港水环境污染功能价值损失研究

水体污染是当前环境污染一个重要方面,有效评价水污染的价值损失是水环境规划、制定水环境对策与政策的基础。文章基于污染损失率法估算连云港水环境的功能价值损失,得出1996—2000年连云港的水环境污染功能价值损失年均高达11.8亿元,占GDP的比重年均为4.55%。表明连云港水环境污染损失较大,其经济发展在一定程度上是以水环境污染为代价的;目前以GDP为主要衡量指标的国民经济核算体系可能过高地估计了连云港的经济增长水平。     

首批银行代客境外理财产品比较分析

首批QDII产品的运作情况整体而言不尽如人意,但各款产品之问较大的收益差别更值得进行仔细的思考.本文结合各产品的收益情况,对各QDII产品之间的设计条款进行比较,力图找出两者之间存在的必然联系,为今后银行QDII产品的设计提供一些思路.     

KMV模型的修正及在我国上市公司信用风险度量中的应用

目前,国内学者在将KMV模型与我国国情相结合的过程中已经取得了一些成果。本文在继承现有研究成果的基础上,对模型加以进一步的修正,不再假定公司资产价值增长率为零,而是以净收益增长率加以表示并且引入到KMV模型中。通过对沪深两市30家ST公司和30家非ST公司的信用风险进行评估检验,结果表明,利用修正后的KMV模型能够较好地识别出非ST公司和ST公司之间信用风险的差别,比较准确地把握上市公司信用质量的变化趋势。     

对外贸易与FDI之间关系的实证研究

在中国经济持续稳步发展,经济全球化加速的大环境下,中国参与国际直接投资的程度不断提高,外商直接投资在对我国经济发展发挥着越来越重要的作用,对外贸易也有了长足的发展。有关外商直接投资和对外贸易之间关系的理论由最初的单一替代关系,单一互补关系,发展到替代和互补共存。本文通过对中国外商直接投资与贸易之间关系的实证研究得出,它们二者之间的关系不能笼统而言,根据研究的角度的不同会呈现出不同的变化。     

基于亲景度的上海入境旅游客源市场分析

对上海入境旅游客源市场的准确分析，是上海国际旅游业可持续发展的前提。运用亲景度指标，定量分析了1997—2004年上海国际旅游客源市场中的统计数据，揭示了上海入境旅游市场的亲景度特征，并将客源国的亲景度和市场占有率相结合，提出上海入境旅游开发的重点市场、主要市场、新兴市场和机会市场。为增强上海国际旅游的竞争力，开发入境旅游客源市场提供理论依据。     

中小企业财务诊断:需求分析与诊断实例

保持中小企业的持续健康发展,需要经常对企业经营管理过程中的问题进行诊断。作为中小企业真正的财务诊断人员,企业财务工作者只有具备相关的诊断知识和能力,才能胜任财务诊断工作。     

南洋理工学院办学理念对我国高职教育的启示

南洋理工学院是新加坡的一所知名的高职学院,该校结合本国实际情况办学,办学理念先进,有着鲜明的办学特色。学生在校三年的学习中,既接受完整有效的理论知识教育,又接受来自于“教学工厂”和“教学企业”行之有效的实践技能培训。南洋理工学院成功的办学理念,值得我国高职高专学习和借鉴。     

High‐Performance Product Management: The Impact of Structure,Process, Competencies,and Role Definition*

Product management is one of the most important functions in marketing. Yet the product management literature has focused largely on creating successful products and has relatively little to say about creating effective product management organizations. This paper focuses on the organizational determinants of high‐performance product management at three levels: (1) the product manager as an individual; (2) the marketing processes related to product management; and (3) the organization structure and role definition. The paper identifies several key factors that potentially impact product management performance. A set of qualitative interviews is conducted to develop hypotheses related to constructs that may drive product management performance. These hypotheses are used to develop a causal model for product management performance that includes constructs related to roles and responsibilities, organization structure, and marketing processes related to product management. An empirical survey of 198 product managers from a variety of industries is conducted to test the causal model. The results of the causal model suggest that performance of a product management organization is driven by structural barriers in the organization, the quality of marketing processes, roles and responsibilities, and knowledge and competencies. The findings suggest that structural boundaries and interfaces are the biggest impediment to effective product management, followed by clarity of roles and responsibilities. The research highlights the importance of organization structure and effective human resource practices in improving product management performance.     

Pipeline management for the acquisition of industrial projects

The management and controlling of the industrial project acquisition process, with its staged, funnel-like structure, has been neglected in empirical research so far—even though an effective acquisition process is crucial for economic success. In addition to profitability, the main goal of industrial companies is to implement a pipeline process that ensures that the pipeline is always filled with acquisition projects and results in a constant stream of orders over time. The projects considered are characterized by complexity, uniqueness, and discontinuity. Based on a large-scale survey among German industrial companies, we describe the industrial project acquisition process, where the projects mentioned above are sold on a non-continuous basis to industrial customers. We assess how the industrial project acquisition process is really structured, whether a sales funnel management is applicable and utilized by sales management to monitor and control this process, and whether a sophisticated sales funnel management contributes to enhanced economic success.