论矿产资源形势分析的理论和方法体系

本文根据矿产资源形势分析的目的，从矿产资源形势分析的目标及其实现途径、矿产资源形势分析的基础、矿产资源形势分析体系与内容、矿产资源形势分析的方法体系四个方面，阐述了矿产资源形势分析的理论和方法体系框架，提出了利用现代科学理论和方法，建立为国民经济建设和矿业活动服务的新的矿产资源形势分析体系的构想。     

Talent management of skilled migrants: propositions and an agenda for future research

This paper unpacks the dominant conceptualizations of talent management (TM) in contemporary academic publications, and considers these in relation to the increasingly important workforce population of skilled international migrants. It postulates that TM approaches are generally built from a relatively narrow human capital-based perspective wherein organizations focus on readily accessible and immediate skills, ignoring the longer term strategic potential of the international workforce of skilled migrants, particularly for multinational enterprises and other international organizations. Through a series of propositions, the paper highlights how organizations, in strategically using a more comprehensive TM lens rather than a human capital lens in approaching the TM of skilled migrants, could benefit from improved HRM performance over time. It also proposes a research agenda, by which future studies might test, explore, and further develop understanding on a more strategic utilization of skilled migrants in organizations.     

战略联盟中合营公司的博弈分析

战略联盟是不同企业集团为实现局部目标而进行的协作.合营公司是战略联盟的主要方式,其性质是非合作不完全信息重复博弈.本文通过合营者的支付矩阵建立了博弈模型,得出能够进行合作的前提条件,证明了合营操作中的三个结论即重视未来的战略联盟稳定;强强联盟非常有效;同一般的公司理论不同,对等投资成功率非常高.     

技术导向与市场导向的战略协同研究

对于高技术企业而言,技术创新能力的提升无疑是其生存与发展的根本。但是,由于高技术行业具有高风险、高竞争、高成本等特征,能否进一步获得顾客关系、企业品牌等市场基础资源成为取得长期竞争优势的关键。本文以高技术企业为研究对象,选取2007-2011五年的相关数据,采用逐步扩大检验期间的方法,分别对技术导向和市场导向两种战略行为及其协同效应对企业绩效的影响进行了检验,研究发现：技术导向对企业营业利润率、市场价值均有显著的正向影响,而市场导向对企业市场价值没有显著影响,但对营业利润率具有逐渐增强的正向影响。对营业利润率而言,技术导向和市场导向具有协同效应,采取高技术导向和高市场导向相结合的战略的企业绩效更好。     

公务员培训管理理念及战略组合研究

作为“公务员培训特色研究”课题的总论 ,文章的基本观点是 :从教学管理过程来看 ,培训教育是一个可以“交换”的产品 ,围绕这一产品的开发 ,构成了培训环境分析 (SWOT)、培训管理人员管理、培训岗位需求调研、培训目标对象细分、培训实施、培训监控等几个主要环节的战略管理过程。     

深圳建设世界城市的战略思考

当今世界正处于政治、经济格局重新组合的历史时期,中国正在成为世界经济发展中新的增长级。深圳作为中国改革开放的前沿城市,随着国家东部沿海大都市圈发展战略的实施,深圳将面临世界城市崛起的历史机遇和空间机会。本文在国内外研究基础上,结合深圳自身特色,提出深圳建设世界城市的几点战略思考。首先,深圳要建设世界城市必须要依托国家崛起因素和依靠政府力量规划推动,通过战略设计,把城市的个性特点和资源积淀发挥到最大;其次,深圳要依托珠三角地区的发展走区域性世界城市的发展道路,加强深港合作,共同形成世界经济的新增长极;再次,深圳应抓住前海发展的契机,建设港深金融中心,抢占全球金融第三级;最后,要崛起成为新的世界城市,先要成为能够革除世界城市传统弊病的可持续发展的"理想城市",深圳要通过生态战略的制定,促进城市的可持续发展,向建设世界城市迈进一步。     

企业战略联盟及其合作伙伴评价选择模型

随着经济全球化趋势的日益增强,战略联盟作为一种全新的组织形式已被众多企业选择,但也应该看到战略联盟伙伴关系多不牢靠,维持时间太短,即战略联盟伙伴之间不能有效的长期的合作。因此本文重点讲述如何用层次分析法对众多企业进行评价选择合作伙伴,只有选择了合适的合作伙伴才能使联盟更加稳定持久。     

Dynamic ambidexterity: How innovators manage exploration and exploitation

Firms must excel at both exploration and exploitation to ensure long-term survival and prosperity. However, firms often have difficulties in doing so because they have to accommodate the contradictory logics of exploration and exploitation. This article examines the logics of exploration and exploitation, evaluates the difficulties of accommodating both logics, and identifies dynamic ambidexterity as a new way to overcome these difficulties. To achieve dynamic ambidexterity, firms need to support structural ambidexterity at the corporate level, contextual ambidexterity at the business-unit level, and sequential ambidexterity at the project level. I believe that the notion of dynamic ambidexterity and its managerial practices can help firms manage exploration and exploitation and ensure long-term survival and prosperity.     

A comparative analysis of corporate entrepreneurial orientation between selected firms in the Netherlands and the USA

Firms in turbulent or fast-changing environments must continually innovate to remain competitive. This study examined how a firm's strategic management practices influence its entrepreneurial behaviour as compared to an international competitor. Four firms in the Netherlands were each matched with a key competitor in the USA. Several survey measures related to the strategic management process were used along with an instrument related to corporate entrepreneurship practices. Both managers and employees participated in the study. Results revealed significant differences between the Netherlands firms and the US competitors in entrepreneurial orientation. Results also supported these comparative differences along three key dimensions of strategic management as they relate to corporate entrepreneurship. The final set of data revealed a relationship between corporate entrepreneurship and three measures of firm performance. The implications focus upon the key role that culture may play in facilitating corporate entrepreneurship and adaptable organizational practices. Suggestions for further research are also made.     

The value contribution of strategic foresight: Insights from an empirical study of large European companies

This paper focuses on exploring the potential and empirically observable value creation of strategic foresight activities in firms. We first review the literature on strategic foresight, innovation management and strategic management in order to identify the potential value contributions. We use survey data from 77 large multinational firms to assess how much value is generated from formalized strategic foresight practices in these firms. We show that it is possible to capture value through (1) an enhanced capacity to perceive change, (2) an enhanced capacity to interpret and respond to change, (3) influencing other actors, (4) and through an enhanced capacity for organizational learning.