城镇低效用地空间格局及再开发模式研究——以福州市为例

在新型城镇化和国土空间存量规划的时代背景下,城镇低效用地再开发已成为节约集约利用土地、优化用地布局、促进产业升级、实现城市更新的必由之路.基于福州市旧城镇、旧厂矿、旧村庄三类城镇低效用地的调查数据,利用GIS空间分析方法,在街道和镇域尺度上定量分析福州市城镇低效用地的空间格局特征,结果表明:城镇低效用地表现出面状集聚、多核心的空间分布特点,形成盖山镇、鼓山镇、新店镇三大分布热点区,在鼓山镇西部和盖山镇西南部出现两个高密度区,由城市开发边界自外往内呈现出串珠状链接的圈层分布形态;整体看来具有和福州城区河口盆地延伸方向基本一致的北北西—南南东向分布趋势;空间分布在街道、镇域水平上显著正相关,空间关联性强,为典型集聚,有利于连片再开发.据此分布格局,提出老城抽疏、新城整合、边缘集聚的低效用地再开发模式,以期为全国同类地区低效用地的理论研究和实践应用提供参考.     

玄武岩纤维SMA-13沥青混合料路用性能试验研究

为了研究玄武岩纤维长度为6mm、掺量为0.49％以及油石比为5.65％的SMA-13沥青混合料的路用性能,对玄武岩纤维SMA-13沥青混合料分别进行了高温车辙试验、小梁弯曲试验、冻融劈裂试验以及浸水马歇尔试验.结果表明,该组合的玄武岩纤维SMA-13沥青混合料具有良好的低温抗裂性能与水稳定性能,而高温稳定性能相对较弱.     

Old flames never die – the role of binding social ties for corporate entrepreneurship in family firms

This paper investigates the role of social ties and family embeddedness for corporate entrepreneurship in family firms. Family firms are mostly characterized by close and often inseparable ties between the dominant family coalition and the firm and offer specific resources within a context of both rational as well as non-rational factors that influence entrepreneurial strategies. We empirically test (n =?181) the relationship between binding social ties and innovation, strategic renewal, and corporate venturing. Our findings indicate a strong significance for networks and close and stable relationships both to inside the firm and the outside in decision making for corporate venturing and innovation. In contrast, the results for strategic renewal show no relevance of strong social ties. We link up with the debate on the role of owners as an important stakeholder group.

     

基于岗位胜任力的某通信服务分公司的中干培训体系构建

为适应公司数字化转型,某通信服务分公司在2019年调整了中干组织结构。调整1年后,高层发现很多中干急缺管理、专业知识等相关知识和技能,这就需要公司构建培训体系来提高中干的整体能力和素质来适应快速的转型。论文通过问卷调研、统计分析、专家咨询法等方法构建了适应通信服务公司转型的中干培训体系,试图为构建完整的通信服务公司中层管理者胜任能力模型评价体系奠定基础。     

均衡性原则之“权重公式”的反思与重构——一个法经济学的分析视角

为避免均衡性原则适用的模糊抽象,具体化成为学界共识,量化方法颇受关注。阿列克西设计的“权重公式Wij”的影响力较大,发挥着定序量化分析的功能,但公式的适用范围受限及构成要素的赋值不当,降低了其应用价值。解决问题的关键在于重构“权重公式”的适用框架,法经济学的分析方法能强化公式的适用能力,使量化过程更具客观性。在以利益为核心的成本收益分析框架下,“权利”作为公式的适用对象,经必要变量的逻辑改进,“权利”的保护强度作为公式的构成要素;经济学上的价值及“权利”的损害导向确立公式的量化基础,继而“权利”能实现货币等价或价值评估。尤其基于经济学的替代理论,“权利”之间构成了新的权衡模型：“权衡公式Bij。”在“权衡公式”的结果判定上,Bij≥1,手段不符合均衡性,不应改变“初始状态”下“权利”的比例关系;Bij＜1,手段符合均衡性,且尽力选择使Bij值更小之手段。“权衡公式”兼具体系化与精细化分析能力,保持了严密结构和强操作性,为更普遍的实践应用提供新思路。在“权衡公式”与成本收益分析的关系上,它是一种融合成本收益分析的均衡性判断。     

Systematic review of sourcing and 3D printing: make-or-buy decisions in industrial buyer–supplier relationships

Management Review Quarterly - Additive manufacturing (AM) is regarded as a technology that has transformative and disruptive potential in nearly all industries. However, AM is not only about new...     

De produktiestructuur van Nederland in de periode 1950-1966

Summary In 1961 Arrow, Chenery, Minhas and Solow presented their C.E.S. production function, which was based on the relation between the real wage rate and the average labour productivity. They argued that, if the aggregate production function is continuous, lineair and homogeneous, then, with perfect competition and profit maximalization prevailing, the relation between the real wage rate and the average labour productivity is reflection of the production structure. This relation can, therefore, be used for specifying the production structure.In the present paper, the same line of thought is applied to the Dutch economy. Several hypotheses on the relation between wage rate and average labour productivity are tested. Statistically, it turns out that in the Dutch economy the elasticity of substitution between capital and labour is not a constant: it declines with increasing capital-labour ratio. Two statistically acceptable production equations that have this feature are presented.The efficiency parameter appearing as an integration constant in both production equations shows a decline: with labour productivity constant, the capital-labour ratio is falling over time. This means that the relation between labour productivity and capital-labour ratio shifts over time. Another outcome of this study is that technical progress is capitalaugmenting and that it brings about 50 percent of the growth in the labour productivity.De schrijvers zijn dank verschuldigd aan Prof. Dr. F. J. de Jong voor zijn stimulerende kritiek en aan de heren J. G. Althuis, F. J. van Bolhuis, J. D. Flikweert, H. Jager en B. S. Wilpstra, assistenten bij de afdeling Algemene Economie van de Economische Faculteit der Rijksuniversiteit te Groningen, voor hun bereidwillige medewerking aan dit onderzoek.     

Demand better results--and get them

This HBR classic, first published in 1974, asks and answers one of management's most important questions: Why do so few organizations reach their productivity potential? The answer: because most senior executives fail to establish expectations of performance improvement in ways that get results. They fail because making heavy demands involves taking risks and threatens those who have the demands imposed on them. It's safer to ask for less. To avoid facing the reality of underachievement, managers may rationalize that their subordinates are doing the best they can or that better performance requires more authority or greater resources. They may put their faith in incentive plans that don't need their personal intervention. They may actually set high goals but let subordinates escape accountability for results. To get out of these doldrums, executives have to be willing to invest time and energy; responsibility can be delegated only so far. The key to the recovery strategy is to set a specific, modest, measurable goal pertaining to an important problem in the organization. If this goal is met, management uses the success as a springboard for more ambitious demands, each one carefully supported by plans, controls, and persistence directed from the top. Resistance can be expected from many levels. But as the organization registers genuine achievement, consciousness-raising in the form of recognition transforms expectations into positive factors. The fact is, most people like to work in a results-oriented environment. In a retrospective commentary, the author writes that while companies today are more impressed with the need for performance improvement, the ability to establish high expectations is still the most universally underdeveloped managerial skill.     

Designing a guideline-based utilization management program

Many public and private organizations are developing and publishing clinical guidelines to assist health care providers and patients in making appropriate medical decisions. Unless clinical guidelines are part of a well-designed managed care program, they have little effect on physician practice styles. This article explores integral components of an effective guideline-based utilization management program. Initial evaluation of this program suggests that, as part of a well-designed utilization management program, clinical guidelines can inform patients and physicians, and create appropriate incentives for effective health care delivery.