从中国-东盟自贸区的建设看中国经济外交

经济外交是总体外交的重要组成部分,是新形势下中国外交维护和发展国家利益的有力措施。经过多年实践,中国的经济外交工作取得了长足的进步,为促进总体外交的发展以及推进国家各项战略的实施做出了巨大的贡献。中国与东盟自由贸易区的建设是中国经济外交中成功的案例之一,它不仅反映出中国经济外交的特点,而且对中国的和平发展战略也具有重要的启示意义。     

农村信用社产权结构及治理机制改革研究

完善的产权制度是农村信用社生存和经营的基础,是其实现健康快速发展并为建设社会主义新农村提供有效金融支持的前提条件.目前我国农村信用社产权制度不完善,存在改革的必要性.应在统一法人的基础上,因地制宜选择合理的产权改革模式,并采取有效措施,推动我国农村信用社产权结构及治理机制改革的深入进行.     

Fiscal Effects of Block Grants for the Needy: An Interpretation of the Evidence

In 1996 the United States revamped its welfare system by eliminating the entitlement to cash benefits under Aid to Families with Dependent Children (AFDC), and replacing it by Temporary Assistance to Needy Families (TANF). Federal financing was converted from open-ended matching grants to fixed block grants. This paper reviews the evidence on the likely impact of block grants for the needy on average benefit levels, total redistributional outlays, and on differentials across states. The econometric evidence on state responses to federal incentives for spending on the needy varies enormously. An evaluation of this evidence, together with an examination of state responses to the federalization of aid to the elderly, blind, and disabled through the Supplementary Security Income program, suggests that in the long run the federal changes will substantially decrease the amount of direct cash redistribution in the United States. A reasonable guess is that average benefits to the needy will be 15 to 30 percent smaller than under current law, while total spending on cash grants could decline by as much as 35 percent. While interstate competition will act to reduce benefit differentials across states, this tendency will be offset by differential matching rate effects. An extreme race to the bottom, with a total withering of the transfer state, is unlikely to occur.     

Human resource strategies,workplace reform and industrial restructuring in Australia and New Zealand

In recent years, Australia and New Zealand have pursued two different routes of labour market reform. New Zealand opted for a radical experiment in the deregulation of industrial relations and other areas. Australia pursued a co-operative and co-ordinated approach to reform within the centralized arbitral system. Both reform initiatives were designed to stimulate improvements in organizational performance and cost competitiveness. In this paper, we argue that there are three main types of strategies that management can use to reduce labour cost and improve performance: productivity-enhancement, costminimization and work-intensification strategies. We argue that the former is a long-term sustainable strategy whereas the latter two are negative short-term strategies that may have deleterious longer-term effects. This paper reports the results of a cross-national survey in New Zealand and Australia into the extent of adoption of these management strategies. The results are presented by industry, employment size, mode of operation and countries as a whole. The research findings indicate that New Zealand's decentralization has encouraged a higher degree of employer experimentation with both positive and negative workplace change strategies, especially in the private sector. Australia's more centralized system limited the use of cost-minimization strategies but not productivity-enhancing strategies in the public and not-for-profit sector. The research found evidence of work intensification in both countries.     

From Quality Circles to Self-Managed Work Teams: Are Employee Teams Legal in the United States?

This paper focuses on the legal status of employee teams, such as quality circles, that are commonly used within organizations in the United States. At present, the National Labor Relation Act (the Act), which governs labor–management relations, also has direct implications for the types of employee teams that can be legally implemented within organizations. This paper reviews the governing sections of the Act and analyzes how they apply to the use of employee teams. Suggestions for avoiding or dealing with illegally formed employee teams are offered.     

特殊主义文化环境中组织内部关系的几个问题

特殊主义文化环境会使组织内部关系具有如下一些特点：在组织成员选择中更倾向于吸收有特殊关系者,人员流动性小,按关系分配职位的倾向更为显著;更高领导者更换频率小,继承周期长,但“继承问题”更为严重;人际关系对组织活动影响更大,人事工作及人事权具有更大的重要性,易于滋生宗派主义小集团,造成“兵”不能不为“将”所有,又不能为“将”所有的困境。文中进一步探讨了上述特点对人力资源配置效率、人力资本投资、组织凝聚力、组织内部职能分化、组织结构、组织的兼并等方面的影响。     

用公共关系即开国际化之门——浅析中海油收购尤尼科事件

2005年,我国第三大石油天然气集团——中国海洋石油有限公司(下文简称“中海油”)考虑对美国同业对手尤尼科公司发出逾130亿美元的收购要约,它标志着中国企业规模最大的一宗海外收购案拉开了序幕。但是历经雪佛龙公司及美国外国投资委员会的阻挠,这宗收购案的进程可谓一波三折。最终,中海油权衡了各方利弊,果断地宣布退出竞购,虽然令国人感到惋惜、也使我们看到了希望。中海油收购尤尼科其意义深远,在整个竞购过程中,中海油遵守国际规则,始终抱着积极主动的合作态度,但是仍有一些主客观因素导致了收购的失败。其中包括企业的竞争力和综合素质、缺乏跨国兼并经验、国际商战的扑朔迷离、跨国运作的公关技巧等等因素。本文从公关技巧这一角度来分析中海油收购案,为将来国内企业跨国兼并运作出谋划策。