Based on heterogeneity in firm's sales destinations and trade patterns, this paper estimates China's ratio of value-added exports(RVAE) using value-added trade accounting, and discusses the evolution of China&...Based on heterogeneity in firm's sales destinations and trade patterns, this paper estimates China's ratio of value-added exports(RVAE) using value-added trade accounting, and discusses the evolution of China's comparative advantages from the perspective of value-added trade. Our research findings suggest that without taking into account heterogeneity in firm's sales destinations and trade patterns,China's RVAE will be overestimated. Conventional gross trade accounting underestimates the export competitiveness of China's labor-intensive and capital intensive sectors, but overestimates the export competitiveness of China's technology-intensive sectors,which leads to a significant reversal of comparative advantages. Conventional gross trade accounting method overestimates the trade surplus of China's manufacturing and technology-intensive sectors with the US by about 60% and 85% respectively.展开更多
The US market for women's synthetic trou-sers is characterised by intense competition,with Asian countries playing a dominant role in exports.This analysis delves into the market performance of leading exporters,a...The US market for women's synthetic trou-sers is characterised by intense competition,with Asian countries playing a dominant role in exports.This analysis delves into the market performance of leading exporters,assessing key indicators such as export values,revealed comparative advantage(RCA).unit value realisation(UVR),and the effect of tariff rates.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 by the Youth Program of the National Social Sciences Fund of China(NSSFC)"Study on the Real Interest Distribution Pattern of China's Trade Surplus under the New System of International Division of Labor"(Grant No.12CJY083)Basic Scientific Research Funding and Backbone Talent Support Program for Key Disciplines of Central Universities(Nankai University)"Study on Industrial Agglomeration,Financing Constraint and the Export Behaviors of Chinese Enterprises"(Grant No.NKZXA1405)the Collaborative Innovation Center for the Socialist Economy with Chinese Characteristics of Nankai University and the Center for Asian Studies,Nankai University(Grant No.AS1607)
文摘Based on heterogeneity in firm's sales destinations and trade patterns, this paper estimates China's ratio of value-added exports(RVAE) using value-added trade accounting, and discusses the evolution of China's comparative advantages from the perspective of value-added trade. Our research findings suggest that without taking into account heterogeneity in firm's sales destinations and trade patterns,China's RVAE will be overestimated. Conventional gross trade accounting underestimates the export competitiveness of China's labor-intensive and capital intensive sectors, but overestimates the export competitiveness of China's technology-intensive sectors,which leads to a significant reversal of comparative advantages. Conventional gross trade accounting method overestimates the trade surplus of China's manufacturing and technology-intensive sectors with the US by about 60% and 85% respectively.
文摘The US market for women's synthetic trou-sers is characterised by intense competition,with Asian countries playing a dominant role in exports.This analysis delves into the market performance of leading exporters,assessing key indicators such as export values,revealed comparative advantage(RCA).unit value realisation(UVR),and the effect of tariff rates.
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.
