R ＆D strategic alliance is important for enterprises＇ sustainable development and it is a worth research for us. This paper firstly analyzes the condition and situation of tho small and medium-sized enterprises＇ st...R ＆D strategic alliance is important for enterprises＇ sustainable development and it is a worth research for us. This paper firstly analyzes the condition and situation of tho small and medium-sized enterprises＇ strategic alliance. Then it points out that the small and medium-sized enterprises should choose a sttieable alliance organization, ally themselves with big enterprises, strive for the support of the government, and develop their technology through technology unions. Finally, it suggests that the government should create better innovation environment for R＆D strategic, alliance. A new way is also put forward for the applicotion and foundation of the small and medium-sized enterprises ＇ R＆D ,strategic alliance in China. It is also helpful for the sustainable development of small and medium-sized enterprises.展开更多
Globalisation and competitiveness affected the way of enterprises undertake innovation, particularly in the case of Small and Medium Enterprises （SMEs）. According with European Commission （2013） in Europe 99% of t...Globalisation and competitiveness affected the way of enterprises undertake innovation, particularly in the case of Small and Medium Enterprises （SMEs）. According with European Commission （2013） in Europe 99% of the enterprises is SMEs. SMEs all over the world are considered as the lifeblood of the economies. The importance of this research is justified by the predominance of SMEs that represents the majority of enterprises in Portugal. SMEs contribute to the creation of jobs, as well as to the competitiveness of the economies, specially, in crisis time. This study has two main objectives; firstly propose a literature review focused on competitiveness of SMEs. Secondly analysis a sample of 23 enterprises identified as leaders of Portuguese SMEs in 2012. The data considering a ranking list of the largest 1,000 Portuguese SMEs in 2012, published by Exame （2013）. This analysis considers some SMEs features such as, sales, market share, dimension, and sector. Additionally this research presents a SME case included in this database. Through the application of a questionnaire the study provides a complementary micro perspective of the factors that influences enterprises competitiveness. The questionnaire is divided into three parts： Part one refers to the characterization of the enterprise; Part two assesses the entrepreneurial competitiveness, considering nine questions to assess performance, six questions to assess internal processes and four questions to understand the relations with customers; and part three analyses the diffusion of innovation through three questions. Finally the study provides important clues relevant for the development of public policies that can support the innovation and competitiveness of SMEs. Moreover the discussions highlight some variables approached in literature review considered as pertinent in the case of innovative SME due to their contribution to exports and to economic growth.展开更多
With the deepening of electric power market reform in China,the monopoly edge of the state-owned electric power enterprises will lose.On the basis of the existing post performance salary mechanism,Chinese power enterp...With the deepening of electric power market reform in China,the monopoly edge of the state-owned electric power enterprises will lose.On the basis of the existing post performance salary mechanism,Chinese power enterprises need to optimize the incentive mechanism of R&D staff,to arouse the R&D staff's enthusiasm and creativity,to adapt to the new market competition and further improve market value.Whilst the incentive mechanism optimizing processing needs to consider not only the changing market environment but also the personal and working characteristics of R&D staff.This paper summarizes the characteristics of the current Chinese power enterprises' R&D staff:staff's theory quality is high,but insensitive to the market;they are confronted with heavy workload and diversified job choices;managers can observe their behavior choices or not;besides,the process of R&D is complex and the market reactions of R&D achievements are uncertain.Based on the premise of the above features,two incentive models are established in this paper from the point of view of enterprise managers.One is for the situation when staff's behavior choices can be observed;the other is for the situation when staff's behavior choices cannot be observed.Through solving the model,we analyze the optimization path of electric power enterprises R&D staff incentive mechanism under these conditions:(1) when staff's behavior choices can be observed,managers can pay more to the R&D staff who develop products with higher output value,in order to encourage them to work harder.(2) when staff's behavior choices cannot be observed,managers should take reasonable strategies according to the different situations:a.when R&D staff incentive totally depend on the market value of the R&D achievements,managers should allocate workload rationally according to their different technical levels;b.when the market reactions of R&D results become more precarious,managers need to reduce the incentive intensity which based on the market value and raise their fixed salary level;c.when R&D staff become more risk averse,managers should reduce the incentive intensity which based on the market value and raise their fixed salary level;on the contrary,managers should improve the incentive intensity and reduce the fixed salary level.展开更多
文摘R ＆D strategic alliance is important for enterprises＇ sustainable development and it is a worth research for us. This paper firstly analyzes the condition and situation of tho small and medium-sized enterprises＇ strategic alliance. Then it points out that the small and medium-sized enterprises should choose a sttieable alliance organization, ally themselves with big enterprises, strive for the support of the government, and develop their technology through technology unions. Finally, it suggests that the government should create better innovation environment for R＆D strategic, alliance. A new way is also put forward for the applicotion and foundation of the small and medium-sized enterprises ＇ R＆D ,strategic alliance in China. It is also helpful for the sustainable development of small and medium-sized enterprises.
文摘Globalisation and competitiveness affected the way of enterprises undertake innovation, particularly in the case of Small and Medium Enterprises （SMEs）. According with European Commission （2013） in Europe 99% of the enterprises is SMEs. SMEs all over the world are considered as the lifeblood of the economies. The importance of this research is justified by the predominance of SMEs that represents the majority of enterprises in Portugal. SMEs contribute to the creation of jobs, as well as to the competitiveness of the economies, specially, in crisis time. This study has two main objectives; firstly propose a literature review focused on competitiveness of SMEs. Secondly analysis a sample of 23 enterprises identified as leaders of Portuguese SMEs in 2012. The data considering a ranking list of the largest 1,000 Portuguese SMEs in 2012, published by Exame （2013）. This analysis considers some SMEs features such as, sales, market share, dimension, and sector. Additionally this research presents a SME case included in this database. Through the application of a questionnaire the study provides a complementary micro perspective of the factors that influences enterprises competitiveness. The questionnaire is divided into three parts： Part one refers to the characterization of the enterprise; Part two assesses the entrepreneurial competitiveness, considering nine questions to assess performance, six questions to assess internal processes and four questions to understand the relations with customers; and part three analyses the diffusion of innovation through three questions. Finally the study provides important clues relevant for the development of public policies that can support the innovation and competitiveness of SMEs. Moreover the discussions highlight some variables approached in literature review considered as pertinent in the case of innovative SME due to their contribution to exports and to economic growth.
基金supported by 2016 annual North China Electric Power University undergraduate innovative training program research project(Grant No.20162183)
文摘With the deepening of electric power market reform in China,the monopoly edge of the state-owned electric power enterprises will lose.On the basis of the existing post performance salary mechanism,Chinese power enterprises need to optimize the incentive mechanism of R&D staff,to arouse the R&D staff's enthusiasm and creativity,to adapt to the new market competition and further improve market value.Whilst the incentive mechanism optimizing processing needs to consider not only the changing market environment but also the personal and working characteristics of R&D staff.This paper summarizes the characteristics of the current Chinese power enterprises' R&D staff:staff's theory quality is high,but insensitive to the market;they are confronted with heavy workload and diversified job choices;managers can observe their behavior choices or not;besides,the process of R&D is complex and the market reactions of R&D achievements are uncertain.Based on the premise of the above features,two incentive models are established in this paper from the point of view of enterprise managers.One is for the situation when staff's behavior choices can be observed;the other is for the situation when staff's behavior choices cannot be observed.Through solving the model,we analyze the optimization path of electric power enterprises R&D staff incentive mechanism under these conditions:(1) when staff's behavior choices can be observed,managers can pay more to the R&D staff who develop products with higher output value,in order to encourage them to work harder.(2) when staff's behavior choices cannot be observed,managers should take reasonable strategies according to the different situations:a.when R&D staff incentive totally depend on the market value of the R&D achievements,managers should allocate workload rationally according to their different technical levels;b.when the market reactions of R&D results become more precarious,managers need to reduce the incentive intensity which based on the market value and raise their fixed salary level;c.when R&D staff become more risk averse,managers should reduce the incentive intensity which based on the market value and raise their fixed salary level;on the contrary,managers should improve the incentive intensity and reduce the fixed salary level.
