Does a Student’s Personality Influence Global Attentiveness and Internationalism in an International Business Course?

Learning outcomes for international business (IB) courses are designed to do more than simply impart IB knowledge. However, past studies have had mixed results on the impact of learning in IB courses. This study examines whether a student’s personality may affect learning outcomes. The results suggest that after completing an IB course, students become more interested in keeping up with important international issues (i.e., global attentiveness) and also benefit from a stronger global outlook (i.e., internationalism). The Big Five personality trait, openness to experience, partially affected these learning outcomes. Students in our study with a high degree of openness to experience were the most global attentive before and after taking the IB course. However, openness to experience levels did not significantly influence levels of internationalism. Implications of this study and suggestions for future research are also discussed.     

平台型领导对员工主动创新行为的跨层次影响

员工创新能力决定企业生存和长远发展,企业管理者领导风格对员工创新行为具有重要影响,平台型领导者个人魅力在影响下属行为方面具有积极作用,有助于促进员工主动创新行为。基于社会交换理论和社会学习理论,构建平台型领导与员工主动创新行为跨层次影响模型。对24个团队211人样本进行实证分析,研究发现：平台型领导对团队学习涌现、创造性自我效能感和主动创新行为具有显著正向促进作用;创造性自我效能感在平台型领导与主动创新行为之间发挥跨层次中介作用;团队学习涌现在平台型领导与主动创新行为之间发挥跨层次中介作用。研究结果有助于揭开平台型领导影响员工主动创新行为的“黑箱”,并为企业管理者激励员工日常创新活动提供借鉴和指导。     

Re-internationalisation: Exploration and conceptualisation

Re-internationalisation represents a research challenge for the internationalisation process and international entrepreneurship fields. Many companies withdraw from international operations, go through an international time-out period and later re-enter the international arena. Little is known about this process, and whether re-internationalisers behave differently from those starting out for the first time. The limited, sketchy evidence is considered and it is argued that some re-internationalisers will go into the re-entry process with a significant international heritage from previous activities, including relevant knowledge and networks, enabling faster re-entry and take-off. However, other firms will have exited in such negative circumstances that international re-entry initially is rejected as an option, and may be slow to respond to new international opportunities. Much depends on what happens during the international time-out period, particularly in terms of changes in management and/or ownership; the nature and strength of new re-entry influences; and how the re-entry process unfolds.     

现代市场经济社会的财政职能

随着社会经济总量增加和剩余价值率的提高,社会公共需要的范围将不断扩大,要求满足的程度也将不断提高,相应地,财政职能也随之增加.目前我国已进入现代市场经济社会,本文不赞同流行的将财政职能表述为资源配置职能、分配职能、监督职能的提法,提出并阐述了财政的四大具体职能:(1)提供原生意义上的公共产品和服务;(2)调节收入分配和实行社会保障;(3)纠正外部不经济(负的外部效应)和促进广义效率的提高;(4)调节经济和促进经济发展.     

Consumer Support Networks: assessment of need for consumer information and advice service

Research evidence suggests that UK consumers are facing significant problems with goods and services and are in need of information and advice to avoid or redress such situations. Consumers are not always aware of their rights nor where they can access consumer advice services. In 2000, the Department of Trade and Industry launched the Consumer Support Network (CSN) programme in Great Britain to improve consumer access to expert, accurate and timely advice. One challenge faced by these Networks and many other agencies is to assess the needs of consumers for consumer information and advice services. A needs assessment is required as a key element in the effective planning and development of services in each Network at a local level. The focus of the needs assessment at the local level is to encourage Networks to consider suitable solutions to meet the needs of people in their communities. This paper provides a review of the development of Consumer Support Networks in Great Britain and discusses the importance of needs assessment to service providers such as CSNs and other agencies. It reveals the complexity associated with conducting effective needs assessments including the various aspects of needs, consumer segmentation and characteristics of consumer information and advice. Further research is being carried out at Queen Margaret University College, UK, with a view to the development of a scientific model for the assessment of need for consumer information and advice services.     

我国农业保险的发展及国际经验借鉴

目前,我国农业保险的发展取得了一定的成绩,保费收入呈上升趋势,但同时农业保险的发展也存在保险利润低,商业保险公司不愿过多进入农业领域,交易成本高,政策性农业保险并未起到很好的作用,政府财政补贴不合理等问题,应借鉴美国、加拿大和日本在政策、模式和立法上的经验,推动形成我国农业保险先进的技术系统和发展模式。     

The era of Omni-learning: Frameworks and practices of the expanded human resource development

According to the ever-changing organizational environment, we also adopt an ever-expanding HRD in contents and scope. Focusing on the drivers of the recent HRD reforms, the growing demand for organizational agility and holistic capabilities of human resources is driving the need for change, and the pandemic crisis is pushing the revolutionary changes of HRD. Such trends of the expanded HRD can be characterized as a ‘march toward Omni-learning’. In specific, there are at least four noticeable and intertwined waves of HRD reforms toward Omni-learning: (1) embracing holistic capabilities such as benchmarking, modeling, forecasting, and backcasting (BMFB); (2) integrating working and learning by promoting on-the-job learning (OJL), on-the-life learning (OLL), and on-the-life training (OLT); (3) standardizing communication tools such as LMF (logic tree; multi-dimensional matrix/map; flowchart) and EEOSP (everything/everyone on the same page); and (4) diversifying communication space-time across diverse places (close; remote) and times (synchronized; a-synchronized). And all the HRD waves are commonly facilitated and promoted by technological breakthroughs of artificial intelligence (AI) and the metaverse. Beyond the current innovations of HRD, no one would be certain about the answer to the question “What’s next?”. But what is certain is that HRD will continue to be deepened and widened as long as human resources are needed to respond to the ever-changing organizational environment.