The strategic value evaluation ofphysical channels is the main purpose of thispaper.To interpret this value,we refine finance,location and competition dimensions.Atotal of 166 social high-star channels are selected as...The strategic value evaluation ofphysical channels is the main purpose of thispaper.To interpret this value,we refine finance,location and competition dimensions.Atotal of 166 social high-star channels are selected as empirical samples.Practice showsthat all second-layer indicators can be quantified by information system or artificial collection.The weight of three first-layer indicatorscan be defined by correlation analysis.The valuecomprehensive ranking of the channels is clearbased on the first-layer and second-layer indicators.In the sample group in this study,theweight of location value is higher.The resultson channels' strategic value research may provide further insights on business value,servicevalue and other related fields.展开更多
The quality endeavors of an organization, like other enterprise activities, must be oriented towards the economic principles. This approach gives a way to many organizations to question the extent to which the quality...The quality endeavors of an organization, like other enterprise activities, must be oriented towards the economic principles. This approach gives a way to many organizations to question the extent to which the quality management contributes for the overall business success and to pin point the areas where particularly a high value or performance can be created in order to attain the maximum possible economic benefits out of quality management systems. Without including the answer of this question in the decision making process, the resources can not be allocated optimally for the quality purpose. Quality management activities create variety of effects that indirectly contributes towards the economic success and thus increase the company and stakeholder value. A closer look at the quality management philosophy reveals eight major principles namely： customer focus, leadership, involvement of people, process approach, system approach to management, continual improvement, factual approach to decision making, mutually beneficial supplier relationships. These eight principles lead the efforts in the domain of quality management to project a positive impact on the company. For an understanding of response relationships, it is necessary to consider in detail the indicators along the response relationships. They provide helpful clues and give an insight into the complex mechanisms of action of the quality approaches on the path to the company＇s success. The following illustration depicts how the quality based activities generate the value to enhance the performance and a variety of indicators reflects how they indirectly add value to an organization and hence contribute to its economic success.展开更多
In the new era, cost management has become its core part in enterprise management. By introducing the strategic management idea into cost management, the function expansion in the strategic sense is realized, and the ...In the new era, cost management has become its core part in enterprise management. By introducing the strategic management idea into cost management, the function expansion in the strategic sense is realized, and the concept of strategic cost management arises spontaneously. Competition among enterprises has also changed from simple competition of market scale and commodity profitability to competition of value creation in enterprise value chain. In the modern market environment, the traditional cost control can no longer meet the development needs of trade enterprises. In order to improve the core competitiveness of enterprises, the traditional cost management only focuses on cost reduction, which has certain limitations in the management of contemporary enterprises, and the effect of cost management is not obvious. As a trade enterprise, its operation process involves many links. Only from a global perspective, the cost control of the whole process of the enterprise value chain can be truly scientific and effective in reducing the cost of the enterprise, optimizing the allocation of resources of the enterprise, and improving the profit space of the enterprise. Achieve maximum benefits. This paper chooses "State-owned Enterprise Trading Company (TF Company)" located in a western province as the research object, because the company is not as big as COFCO and Cedar Holdings, but it is also a medium-sized trading enterprise in the west. Because of its moderate size, it is easier to make reasonable optimization in the development process and avoid the problem of difficult implementation of reform measures for large-scale state-owned enterprises. Based on the strategic cost analysis, the company's development orientation is judged, its value chain is analyzed, and the advantages and disadvantages of its long-term development are identified and improved, providing a useful reference for the cost management development of the entire trade industry in the future.展开更多
Outer space is humanity’s most vital future frontier;it possesses unique geopolitical and strategic attributes with significant implications for national development and security.Over recent decades,the strategic val...Outer space is humanity’s most vital future frontier;it possesses unique geopolitical and strategic attributes with significant implications for national development and security.Over recent decades,the strategic value of outer space—spanning political,economic,military,technological,and societal domains—has steadily grown,driving new competition among major powers for access to space resources and related rights.Within this rivalry,military capabilities in space have emerged as the decisive foundation of space competition.As a result,major powers have increasingly directed investments toward space-based defense programs and security infrastructures,recognizing that military superiority in space is the new strategic high ground in their rivalry.展开更多
Since the 1990s, organizational environments in China have taken an unprecedented, unrelenting and largely unpredictable change, competitive advantage has increasingly depended on core employees, conventional and rigi...Since the 1990s, organizational environments in China have taken an unprecedented, unrelenting and largely unpredictable change, competitive advantage has increasingly depended on core employees, conventional and rigid employment modes have been confronted with a serious challenge. In contrast to pervious work in employment relationship, this paper explores how to achieve and maintain sustainable competitive advantage through differential management of employees in a business climate characterized by increasingly fierce competition and diverse human resources. On the assumption that human capital is idiosyncratic and according to a two dimensional matrix of strategic value and firm-specificity of human capital, the paper establishes a binary matrix model and develops a classification of four types of workers： firm-specific core employees, generic key employees, generic ancillary employees, and idiosyncratic allied employees. Each is viewed as playing a different strategic role in organization and should be developed and supported by different employment modes： commitment management based on skill, productivity management based on job, compliance management based on short-term contact, and collaboration management based on alliance, in order to facilitate employment relationship management in congruence with other HR practices and enterprise strategy for winning sustainable competitive advantage.展开更多
基金supported in part by the Youth Innovation Fund of Beijing University of Posts and Telecommunications in 2012
文摘The strategic value evaluation ofphysical channels is the main purpose of thispaper.To interpret this value,we refine finance,location and competition dimensions.Atotal of 166 social high-star channels are selected as empirical samples.Practice showsthat all second-layer indicators can be quantified by information system or artificial collection.The weight of three first-layer indicatorscan be defined by correlation analysis.The valuecomprehensive ranking of the channels is clearbased on the first-layer and second-layer indicators.In the sample group in this study,theweight of location value is higher.The resultson channels' strategic value research may provide further insights on business value,servicevalue and other related fields.
文摘The quality endeavors of an organization, like other enterprise activities, must be oriented towards the economic principles. This approach gives a way to many organizations to question the extent to which the quality management contributes for the overall business success and to pin point the areas where particularly a high value or performance can be created in order to attain the maximum possible economic benefits out of quality management systems. Without including the answer of this question in the decision making process, the resources can not be allocated optimally for the quality purpose. Quality management activities create variety of effects that indirectly contributes towards the economic success and thus increase the company and stakeholder value. A closer look at the quality management philosophy reveals eight major principles namely： customer focus, leadership, involvement of people, process approach, system approach to management, continual improvement, factual approach to decision making, mutually beneficial supplier relationships. These eight principles lead the efforts in the domain of quality management to project a positive impact on the company. For an understanding of response relationships, it is necessary to consider in detail the indicators along the response relationships. They provide helpful clues and give an insight into the complex mechanisms of action of the quality approaches on the path to the company＇s success. The following illustration depicts how the quality based activities generate the value to enhance the performance and a variety of indicators reflects how they indirectly add value to an organization and hence contribute to its economic success.
文摘In the new era, cost management has become its core part in enterprise management. By introducing the strategic management idea into cost management, the function expansion in the strategic sense is realized, and the concept of strategic cost management arises spontaneously. Competition among enterprises has also changed from simple competition of market scale and commodity profitability to competition of value creation in enterprise value chain. In the modern market environment, the traditional cost control can no longer meet the development needs of trade enterprises. In order to improve the core competitiveness of enterprises, the traditional cost management only focuses on cost reduction, which has certain limitations in the management of contemporary enterprises, and the effect of cost management is not obvious. As a trade enterprise, its operation process involves many links. Only from a global perspective, the cost control of the whole process of the enterprise value chain can be truly scientific and effective in reducing the cost of the enterprise, optimizing the allocation of resources of the enterprise, and improving the profit space of the enterprise. Achieve maximum benefits. This paper chooses "State-owned Enterprise Trading Company (TF Company)" located in a western province as the research object, because the company is not as big as COFCO and Cedar Holdings, but it is also a medium-sized trading enterprise in the west. Because of its moderate size, it is easier to make reasonable optimization in the development process and avoid the problem of difficult implementation of reform measures for large-scale state-owned enterprises. Based on the strategic cost analysis, the company's development orientation is judged, its value chain is analyzed, and the advantages and disadvantages of its long-term development are identified and improved, providing a useful reference for the cost management development of the entire trade industry in the future.
文摘Outer space is humanity’s most vital future frontier;it possesses unique geopolitical and strategic attributes with significant implications for national development and security.Over recent decades,the strategic value of outer space—spanning political,economic,military,technological,and societal domains—has steadily grown,driving new competition among major powers for access to space resources and related rights.Within this rivalry,military capabilities in space have emerged as the decisive foundation of space competition.As a result,major powers have increasingly directed investments toward space-based defense programs and security infrastructures,recognizing that military superiority in space is the new strategic high ground in their rivalry.
基金This paper is supported by the National Natural Science Foundation of China （No. 70302004）.
文摘Since the 1990s, organizational environments in China have taken an unprecedented, unrelenting and largely unpredictable change, competitive advantage has increasingly depended on core employees, conventional and rigid employment modes have been confronted with a serious challenge. In contrast to pervious work in employment relationship, this paper explores how to achieve and maintain sustainable competitive advantage through differential management of employees in a business climate characterized by increasingly fierce competition and diverse human resources. On the assumption that human capital is idiosyncratic and according to a two dimensional matrix of strategic value and firm-specificity of human capital, the paper establishes a binary matrix model and develops a classification of four types of workers： firm-specific core employees, generic key employees, generic ancillary employees, and idiosyncratic allied employees. Each is viewed as playing a different strategic role in organization and should be developed and supported by different employment modes： commitment management based on skill, productivity management based on job, compliance management based on short-term contact, and collaboration management based on alliance, in order to facilitate employment relationship management in congruence with other HR practices and enterprise strategy for winning sustainable competitive advantage.
