关于邮政短信平台建设的探讨

为了有效地促进传统邮政业务的发展,开拓新的邮政业务领域,创造新的业务增长点,文章对发展邮政短信业务的相关问题作了分析,并结合安徽省的具体建设条件,对邮政短信平台建设的必要性、原则以及系统方案作了具体阐述。     

Teams,Teamwork and Absence*

We argue that firms with interdependent worker productivity, team production, have a higher cost of absence and, as a consequence, spend additional resources on monitoring absence. As a result, firms with team production should have lower absence rates. We estimate the determinants of absence for blue‐collar workers using a sample of German manufacturing establishments. Workplace teams are used as a proxy for team production. The estimates reveal that firms with teams have lower absence rates, as do smaller establishments. The size effect, however, is unique to establishments with teams, which fits prior theoretical work that has not been previously tested.     

Contract modifications and the basis behavior of live cattle futures

The purpose of this study was to assess the basis behavior of the Live Cattle Futures contract at the Chicago Mercantile Exchange (CME) before and after the 1995 contract changes. Additionally, an alternative method of basis calculation utilizing weighted mean futures prices versus settlement futures prices was compared to determine which method provides a better representation of the basis level. Within a regression model with heteroskedascity error framework, we found that the level of nearby basis in the period after June 1995 has shifted lower and the average monthly open interest of net commercial long positions has substantially increased after the contract modifications. These empirical results are consistent with the notion that more long activity entered the market in response to the contract modifications. Additionally, an alternative (new) measure of basis calculation (cash price minus weighted mean futures price) produced similar results to two other commonly used measures. In conclusion, the 1995 contract changes have neither increased nor decreased the volatility of live cattle basis. © 2004 Wiley Periodicals, Inc. Jrl Fut Mark 24:557–590, 2004     

STRATEGIC ORIENTATION,CAPABILITIES, AND PERFORMANCE IN MANUFACTURER — 3PL RELATIONSHIPS

This study examines how two dimensions of strategic orientation (customer and competitor orientation) influence logistics and market performance. Two capabilities, operational flexibility and collaboration, are studied. Data were collected from manufacturers working with third party logistics providers. The findings suggest that customer and competitor orientations have different influences upon performance when leveraged through the capabilities. Competitor orientation, while having a detrimental direct effect on logistics performance, appears to be the better strategic approach, when supported with operational flexibility since it results in enhanced logistics (efficiency) and market (effectiveness) performance. Customer orientation, on the other hand, greatly improves logistics performance, i.e., internal efficiency.     

Building Brands through Brand Alliances: Does a Second Ally Help?

Several papers have been published demonstrating the positive effects a single, reputable ally has on evaluations of a focal brand. Interestingly, little research has been published examining the effects of multiple brand allies. We examine the effect of an alliance with two, one, or zero well-known brand allies on evaluations of a previously unknown focal brand. The presence of a single brand ally significantly increased perceived quality and hedonic and utilitarian attitudes. While multiple alliances improved focal brand evaluations relative to the no ally condition, the second ally did not increase evaluations relative to the single ally condition.     

EARNINGS EXPECTATIONS, FIRM SIZE, AND THE INFORMATIVENESS OF STOCK PRICES

The notion that prices impound a wide array of information, including market expectations, has led to earnings forecast models conditioned on prices. Yet, presumably, analysts' forecasts capture both public information and certain private information not previously impounded in prices. Accordingly, price-based models are seemingly an inefficient, and less effective, source of expecta-tions. This article investigates this hypothesis using financial analysts', price-based, and naive forecasts. Results indicate that analysts' forecasts (1) are at least as accurate as price-based and naive models, and (2) yield better expectations for market tests relating returns and earnings. These inferences are robust across different information environments. The evidence suggests that analysts either possess private information or are more effective information processors, or both.     

论电力行业的企业管理创新

自1993年开始，全国电力企业管理现代化创新成果评审委员会已进行了8届成果评审，评出电力行业的优秀管理成果300余项，有几项还获得了全国企业管理现代化创新成果奖。这些管理成果表明电力企业在管理上突破了一些难点、热点问题的障碍，代表了电力行业的管理水平。从全行业涌现出来和正在申报的管理创新成果看，管理创新是企业管理者创造性地认识、掌握和运用管理规律的能力。企业管理者和经营者创造和运用管理创新成果，将会以最佳的投入获得最好的回报。