中国执行DS413案专家组裁决的法律思考

DS413案(中美电子支付服务限制措施争端案)专家组裁决中国银联所从事的转接清算服务属于GATS项下中国《服务贸易承诺表》开放的金融服务领域。由于专家组裁决认定转接清算服务属于金融领域的银行业服务,中国在执行DS413案过程中,可根据GATS对外资进入该领域设置审慎性的市场准入措施,比如可将东道国与母国双重许可、母国有效监管、监管机构之间信息交流等作为外资银行卡组织的市场准入条件。这些条件给VISA等银行卡组织进入中国带来一定难度,可能诱发美国依据DSU21.5条提起执行审查之诉,但客观上也会对中国银联提供一定的保护。     

关于土地开发整理项目实施管理措施研究——以辽宁某县土地开发整理项目为例

土地开发整理项目实施管理是项目进入建设阶段后对建设过程中的各个环节所进行的控制,是保证项目计划、质量标准、进度安排、预算执行顺利实现的保证。文章按照国家投资要求的管理原则,就如何科学地对土地开发整理项目实施管理进行研究,并结合辽宁某县实际情况提出探索性的管理措施。     

土地利用规划实施监管研究进展与体系框架建设构想

研究目的:通过分析总结土地利用规划实施监管工作实践经验和理论研究成果,提出构建中国土地利用规划实施监管体系的设想。研究方法:文献查阅法。研究结果:通过研究中国当前土地利用规划实施过程中存在的问题,提出了土地利用规划实施监管的必要性;分析当前国内外研究进展,构思了中国土地利用规划实施监管体系。研究结论:土地利用规划实施监管框架体系建设是推动规划实施监管,保护中国有限耕地资源,保障国家粮食安全,以及促进土地集约节约、合理、高效利用的有效措施。     

高校计算机实验室综合信息管理系统设计与实现

当前高校在不断推进素质教育的过程中,传统的计算机实验室教学管理方式急需改革,需要对计算机实验室的设备和工作人员进行统一、规范的管理,本文对高校计算机实验室的应用范围和目前日常管理中存在的不足进行了分析,总结出了高校目前使用的计算机实验室管理系统的模式,以"理论与实践一体化"教学理念为基础设计和实现了计算机实验室综合信息管理系统,使计算机实验室能高效和可靠运行。     

广州工业遗产保护方略初探

广州在中国近现代工业文明发展史上,占有重要的地位.梳理广州工业遗产的固有脉络,找出现阶段研究的要义和难点,坚定传承历史文化的立场、实施保护利用双赢的方略,对维护城市的个性特色,提升城市的价值品位,很有必要.     

基于改进技术接受模型的ERP系统实施方案研究

为了解决ERP系统实施过程中的诸多管理问题,引入了技术接受模型,分析了其心理学基础并做了改进。在此基础上提出了系统实施的原型方案,为企业顺利实施ERP系统提供新的思路和方法。     

Nested identities as cognitive drivers of strategy

Research Summary: Organizations face tensions to conform to industry norms for legitimacy yet differentiate for competitive advantage when implementing strategies. We suggest this tension is due to and resolved through organizations’ cognitive negotiations of multiple levels of identity. Through an inductive study in the recreational vehicle industry, we find that organizations concurrently draw on identities at the organizational, industry, and strategic group levels to formulate and enact specific competitive actions. Specifically, we find that organizational identity relates to decisions on product offerings; industry identity relates to downstream strategy; and strategic group identity relates to upstream strategy, firm boundaries, and expansion mode. Our findings highlight the importance of strategic group identity and inform a grounded model describing how organizations draw upon different levels of identity to influence strategy. Managerial Summary: Many managers experience tensions of differentiating their firms’ competitive actions from rivals, while conforming with industry norms and practices. In this article, we argue that a manager can navigate these tensions by understanding their firm, strategic group, and industry identities and how these identities interrelate. Through a qualitative case study of the U.S. recreational vehicle industry, we show that each level of identity influences different competitive actions, with firm identity connected to product offerings, industry identity related to managing downstream distribution, and strategic group identity related to firm boundary and acquisition strategies. Overall, strategic group identity is the most critical for managers as this level filters how they view competitors and provides the rules of competition.     

Effective HR implementation: the impact of supervisor support for policy use on employee perceptions and attitudes

Abstract

Effective implementation of human resource (HR) policies appears to depend on supervisors’ active involvement in the intervention process. Following recommendations of a recent intervention evaluation framework, we examine how perceived supervisor support during the implementation of a work-life intervention helps to change participants’ perceptions of organizational family supportiveness, and how this ultimately changes participants’ engagement and turnover intentions. A three-wave longitudinal study in a professional services firm (N = 434) that has formally involved supervisors in the process of a work-life intervention showed support for our study hypotheses. Supervisor support for policy use influenced employees’ positive work–home culture perceptions, which in turn strengthened employees’ work engagement and diminished their turnover intentions over time. We discuss practical implications and give recommendations on the future design of HR interventions and related policies.     

分散决策下的双渠道供应链补偿策略——基于消费者渠道选择行为

为了有效解决由于对消费者的争夺从而引发的渠道之间关于定价、服务水平、利润等方面的冲突,基于消费者渠道选择行为,构建了网络直销市场与传统零售市场需求模型和双渠道供应链利润模型,运用Stackelberg模型,在制造商与零售商实施分决策时,通过制造商对零售商实施补偿激励前后的对比,分析了消费者渠道选择行为对网络直销渠道和传统零售渠道定价、制造商与零售商利润以及供应链总利润的影响,并求得最优定价及制造商的最优补偿额度和零售商的最优销售努力水平,进行了不同情况下的双渠道供应链利润的比较分析。结果表明,无论制造商是否实施补偿激励,都应随着网络消费者比例的增加而增加其网络直销价格;零售商的零售渠道价格应根据网络消费者比例的增加先降低到一定水平后再提升。当更多的消费者选择网络直销渠道时,制造商的补偿激励水平和零售商的销售努力程度均会下降。制造商应提高其补偿水平,进而激发零售商提高销售的努力水平,并使双方利润及供应链总利润最大化。研究结果为基于消费者选择行为的供应链补偿研究提供了新方法,对双渠道的供应链补偿研究有借鉴意义。     

How middle managers manage the political environment to achieve market goals: Insights from China's state‐owned enterprises

Research summary: Although the middle management literature has identified various bridging roles performed by middle managers in the market environment, it is relatively vague about whether and how they manage the political environment to achieve market‐related goals. In an inductive field study of four large state‐owned enterprises based in mainland Communist China, operational middle managers were found to take an active role in dealing with political actors to achieve market efficiency in their local environments, performing two distinct bridging strategies. Our field study suggests that middle managers are better equipped than their bosses (top executives) as well as their subordinates (frontline employees) to perform the bridging function between competing market and political imperatives in various local settings. Managerial summary: For firms that operate in diverse geographies, it is challenging for a handful of top executives to deal with numerous political actors. This burden could be shared with operational middle managers, who play a bridging role by drawing on their operational knowledge and local networks. Our research on middle managers who work under the scrutiny of political actors in China found that they bridge market and political ideology by conveying common features that seem legitimate to both. They also bridge market goals and political actors with personal affect. Compared to top executives and frontline employees, middle managers have unique advantages in performing these bridging functions. Firms can enhance their strategy execution ability by training middle managers in dealing with political actors in diverse contexts. Copyright © 2016 John Wiley & Sons, Ltd.