全球化时代的数字文化出海与新"民族寓言"

全球化时代的文化输出并非易事,国家之间不同的文化理解度和包容性造成了文化出海的难题,疫情爆发加剧了文化割裂,后疫情时代文化出海的理论解读与立场明确迫在眉睫.数字文化出海需要建立在以民族想象为基石的吸引力上,发挥其寓言性质的内容特点,打造以意见领袖为主体的出海主力军.新"民族寓言"采用"认知图绘"应对文化出海难题,重视数字文化历史再现的文化功能,尊重民族寓言的社会功能,对网络公民进行网络素养培育.新"民族寓言"尝试为数字文化出海及其立场提供理论依据,丰富中国故事和民族文化的全球化阐释途径,为发展中国家突破后疫情时代文化壁垒、争夺文化话语权、反抗资本主义文化全球倾销贡献力量.     

推行"零缺陷"管理创建企业质量文化

把“零缺陷”质量管理理念引入石油企业质量文化建设之中，通过企业内部质量文化教育活动，改变员工的心智，树立“第一次就把事情做对”的理念，提高员工的质量意识和技术素质。并通过全体员工的参与，营造“以顾客为中心”、“以零缺陷为核心”的企业质量文化环境，创建适合本企业特点的质量文化，在建设现代石油企业质量文化过程中，通过管理创新塑造强势竞争力，追求石油企业卓越绩效。     

浅论可持续发展对当代旅游审美文化的影响

可持续发展作为人类社会摆脱发展困境的战略选择,影响着当代旅游审美文化和人们的审美观念,改变着人们的旅游消费观念,也必将影响着旅游开发的方向和旅游业的整体发展。     

区域文化资源优势向产业优势转换的路径

我国有着辽阔的地域、悠久的历史和灿烂的文化。在长期的政治、经济、文化和社会历史变迁中,不同区域逐步形成并拥有别具一格的文化资源优势。只有积极挖掘、有效保护和充分利用好当地独特的文化资源,进一步加大文化资源产业化创新力度,才能更好、更快地实现区域文化资源优势向产业优势、经济优势和发展优势的转换。     

对国际贸易中文化差异的思考

伴随着贸易的发展,文化差异对贸易的影响也越发突显。这体现在语言、宗教、社会习惯、政治哲学、社会结构、教育等文化构成的各个层面。必须培养跨文化意识,加强跨文化商务交往能力,进行文化交流与展示,注重文化的融合和变迁,以此推动世界贸易的发展。     

企业文化对企业生存发展的重要意义和作用

现代经济体制、现代企业制度以及企业自身的生存与发展都要求企业必须建立新型的企业文化,要求深刻认识和理解企业文化的内涵和作用。企业文化是企业扩张和发展的灵魂,要切实转变观念,革故鼎新,加快建立我国新型的企业文化的进程。     

我国志愿者文化结构及其协调发展研究

我国志愿者文化是由志愿者物质文化、精神文化、行为文化和制度文化等部分组成,其中精神文化是内核和本质所在,其他文化是外层,共同构成一个矛盾的统一体。只有全面系统地加以研究,才能继续推进志愿服务实践活动。     

Substantial effect of voluntary policy interventions on aircraft ground handling safety

Managing safety and health matters require comprehensive policy intervention to change the existing culture in the ground handling operations and reducing the safety performance outcomes. This study aims to investigate the relationship between safety culture and safety performance outcome with voluntary policy intervention as the moderating effect of the relationship. The study employed a quantitative method through a survey instrument, which was participated by 423 ground handling workers from six international airports in Malaysia. The results indicated seven hypotheses in direct relationships have positive association between safety culture and safety performance construct. While for moderator relationships, there were five hypotheses found to be statistically significant and supported. The presence of voluntary policy interventions were found to be beneficial or detrimental elements for the insignificant relationships of the study. The ground handling organisation is expected to utilise these results by strengthening their organisation safety culture and prioritise safety and health matters over demand and cost.     

Solo dining in Chinese restaurants: A mixed-method study in Macao

Given the emergence of solo dining resulting from the changing family structure and increasingly individualised lifestyle in contemporary Chinese society, this study investigates solo dining in the setting of Chinese restaurants in Macao, including the solo dining motivations, behavioural characteristics, and experiences, taking into considerations the underlying social and cultural factors. Adopting a sequential exploratory mixed-method design, 18 interviews were conducted, followed by a survey with 493 local diners. Findings show that freedom of choice and satisfying hunger are the main motivations for solo dining, and some solo-friendly attributes, food-related attributes, and restaurant characteristics are considered as important elements. Solo dining is perceived positively, partly because its perceptions and experiences are shaped by the diners’ socio-cultural backgrounds and unique regional characteristics, in which solo dining is considered relatively common in Macao as opposed to extant literature that has suggested an essentialised assumption about Chinese group-oriented dining preference. Sociocultural insights and managerial implications are provided in catering to the growing solo diner market.     

Seven key steps for rapidly scaling up multi-unit operations

While there are many organizations that seek to quickly grow into multi-unit operations, the academic literature is surprisingly limited in what advice it provides to those confronting the managerial capacity limitations scaling up to multiple units presents. In this Executive Digest, we detail one co-author’s experience in rapidly developing the east coast market for Starbucks and outline the knowledge he brought to the process that came from prior rapid growth experiences with Burger King, Blockbuster, and Wendy’s. We present seven key steps for rapidly scaling that can guide any manager seeking to build a multi-unit operation quickly.