Building a Business and Strategic Intelligence Policy as a Strategy for Promoting Congolese Business Progress and Healthy Economic Development in Eastern DRC

The aim of this study was to verify the existence of business and strategic intelligence policies at the level of Congolese companies and at the state level, likely to foster progress and healthy development in the east of the DRC. The study was based on a mixed perspective consisting of objective analysis of quantitative data and interpretative analysis of qualitative data. The results showed that business and strategic intelligence policies have not been established at either company or state level, as this is an area of activity that is not known to the players in companies and public departments, and there are no units or offices in their organizational structures responsible for managing strategic information for competitiveness on the international market. In addition, there is a real need to establish strategic information management units within companies, upstream, and to set up a national strategic information management department or agency to help local companies compete in the marketplace, downstream. This reflects the importance and timeliness of building business and strategic intelligence policies to ensure economic progress and development in the eastern DRC. Business and strategic intelligence provides companies with an appropriate tool for researching, collecting, processing and disseminating information useful for decision-making among stakeholders, in order to cope with a crisis or competitive situation. The study suggests a number of key recommendations based on its findings. To the government, it is recommended to establish the national policy of business and strategic intelligence by setting up a national agency of strategic intelligence in favor of local companies;and to companies to establish business intelligence units in their organizational structures in favor of stakeholders to foster advantageous decision-making in the competitive market and achieve progress. Finally, the study suggests that studies be carried out to fully understand the opportunities and impact of business and strategic intelligence in African countries, particularly in the DRC.

Strategic Planning Practices of Hotels in Kenya

This study broadens perspectives of strategic planning procedures in hotels by analyzing hotel managers’perspectives on hotel strategy formulation and planning.The study was a descriptive quantitative study that targeted managers from various Kenyan hotels.180 questionnaires were returned from a sample of 280 hotel managers who had attended management development programs at a hospitality school.The primary goal of the study was to analyze two aspects of the strategic planning process:strategy formulation and strategic planning.The findings revealed that hotels in Kenya have developed methods and are keen on scanning their external environments.However,with the product offerings being so comparable,competitive analysis played an important role in the context.Creating a unique or specialty offering was not a popular option for most hotels.Cost-cutting was the most favored strategic inclination to achieve desired results.The balanced scorecard was underutilized in the sector.While managers were involved in the strategic planning process,other lower cadre employees were not,they were provided with the targets for the hotels’organizational goals to be achieved.The findings reveal that with similar products and services,the industry creates a hostile business climate with fierce rivalry and must invest in the most obvious alternative of cost reduction to survive.Alternative product innovation is not common in this industry for developing a differentiation approach that allows a property to control a market.

Strengthening Ties, Shaping Futures The strategic evolution of Malaysia-China relations

In the annals of diplomacy,few narratives are as compelling as that of Malaysia-China relations:a saga of cooperation and mutual respect that has endured for over five decades.Rooted in the historic visit of second Prime Minister Tun Abdul Razak to China in May 1974,this relationship has blossomed into a multifaceted partnership bolstered by visionary leadership and a commitment to shared prosperity.

Research on Tax Risk Regulation and Strategic Management in the Context of Big Data

With the rapid development of big data,big data has been more and more applied in all walks of life.Under the big data environment,massive big data provides convenience for regional tax risk control and strategic decision-making but also increases the difficulty of data supervision and management.By analyzing the status quo of big data and tax risk management,this paper finds many problems and puts forward effective countermeasures for tax risk supervision and strategic management by using big data.

Research on strategic risk identification method of equipment system development based on system dynamics

Strategic management of equipment system develop-ment must attach importance to effective strategic risk manage-ment.Aiming at the identification of strategic risk of equipment system development,firstly,the source of strategic risk of equip-ment system development is analyzed and classified.Based on this,a causal loop diagram of strategic risk of equipment sys-tem development based on system dynamics is established.The system dynamics analysis software Vensim PLE is used to carry out the risk influencing factors analysis,risk consequences ana-lysis,risk feedback loop identification and corresponding pre-control measures,and achieves a good risk identification effect.

Review of Biden’s Strategy of Tech Competition with China

Since taking office,Biden has gradually centered his China policy on strategic competition,identifying China as a strategic com­petitor and the most consequential geopolitical challenge.Unlike Donald Trump who focused on tariff and trade wars,the Biden administration sees technology as the key to strategic com­petition between China and the United States,believing that whoever wins in the technology competition will gain dominance of the international order in the post-Cold War era.

The status and development strategy of coalbed methane industry in China

To achieve the goals of carbon peaking and carbon neutrality under the backgrounds of poor resource endowments, weak theoretical basis and other factors, the development of the coalbed methane industry of China faces many bottlenecks and challenges. This paper systematically analyzes the coalbed methane resources, key technologies and progress, exploration effect and production performance in China and abroad. The main problems are summarized as low exploration degree, low technical adaptability, low return on investment and small development scale. This study suggests that the coalbed methane industry in China should follow the “two-step”(short-term and long-term) development strategy. The short-term action before 2030, can be divided into two stages:(1) From the present to 2025, to achieve new breakthroughs in theory and technology, and accomplish the target of annual production of 10 billion cubic meters;(2) From 2025 to 2030, to form the technologies suitable for most geological conditions, further expand the industry scale, and achieve an annual output of 30 billion cubic meters, improving the proportion of coalbed methane in the total natural gas production. The long-term action after 2030 is to gradually realize an annual production of 100 billion cubic meters. The strategic countermeasure to achieve the above goals is to adhere to “technology+management dual wheel drive”, realize the synchronous progress of technology and management, and promote the high-quality development of the coalbed methane industry. Technically, the efforts will focus on fine and effective development of coalbed methane in the medium to shallow layers of mature fields, effective development of coalbed methane in new fields, extensive and beneficial development of deep coalbed methane, three-dimensional comingled development of coalbed methane, applying new technologies such as coalbed methane displacement by carbon dioxide, microwave heating and stimulation technology, ultrasonic stimulation, high-temperature heat injection stimulation, rock breaking by high-energy laser. In terms of management, the efforts will focus on coordinative innovation of resource, technology, talent, policy and investment, with technological innovation as the core, to realize an all-round and integrated management and promote the development of coalbed methane industry at a high level.

The Strategic Landscape of Global Digital Geopolitical Competition and Its Implications

The return of geostrategic thinking has brought about profound impact on major country relations in digital space,ac­celerating the advent of the era of global digital geopolitics.As humans created digital technologies and pro­posed digital sovereignty to regulate their development,global digital geopolitics has further elevated the competition on digital technology to a more strategic position.There is an intense interaction between global digital geopolitical dynamics,the digi­tal geostrategies of major countries and the adjustment of the interna­tional landscape,which will bring new changes to the international relations.

Study of Strategic Management Oriented Enterprise Internal Control

Strategic management oriented enterprise internal control is an inevitable choice after the enterprise develops to a certain scale,and it is also an important starting point for enterprises to adjust their own strategic layout and resource allocation.With the continuous expansion of the scope of internal control supervision,the traditional mode of internal control supervision has become more and more restricted.In view of this,the present study started from the necessity of internal control supervision from the overall and top-level perspectives,and analyzed the current problems in the internal control of enterprises from the perspective of strategic management.The problems include the lack of methods and tools of strategic management,insufficient awareness of strategic risk management,insufficient expansion of internal control objects,insufficient prior intervention in internal control supervision,etc.Finally,it came up with the idea of constructing strategic enterprise internal control,in order to provide an effective reference for the study of enterprise internal control.

US Strategic Competition with China and the Evolution of Order in the Asia-Pacific Region

As the international order dominated by the US hegemony is being challenged,the United States has been making great efforts to strategically suppress China in the Asia-Pacific region,attempting to build a regional order framework underpinned by camp-based bloc politics,exclusive economic clubs,and Western-centered values-based alliances.

US Technological Decoupling from China:Strategic Motives and Policy Measures

In just a few years,decoupling has become a hotly debated topic around the world.Most common scenarios relate to trade and investment,especially during the COVID-19 pandemic.The decoupling of science and technology,due to its close linkage to trade,has become the central part of the whole decoupling discussion.

Fifth Definition for Strategic HRM:HRM Involvement

This study aims to contribute to development of SHRM field.Because personnel management and human resource management are in practice by firms,however,firms do not apply strategic HRM yet.There are four definitions of SHRM so far.This study presents a new approach for the development of the field.It is HRM involvement.HRM involvement is related to appointment of managers and board of directors.Because board of directors appoints managers in firms,HR must be member of board of directors.Because managers achieve firm performance(market share and profit),and Board of Directors appoints managers.Therefore,HRM manager must be involved with board of directors to affect appointments.This study uses semantic content analysis and systematic review methods as a research methodology.To conclude,organizations may apply strategic HRM through strategic HR Directors at top level,appointment of C-level Executives and HRM involvement.

An Analysis of US-European Strategic Collaboration in Economic Competition Against China

Europe as an important part of the US-led global strategic alliance has been a target for US attempt to include in its strategy as a counterweight against China in the context of intensifying ChinaUS competition and the prolonged Russia-Ukraine conflict,so as to form the US global strategic collaboration architecture to contain China through the echoing of the US-European strategic collaboration with the QUAD and the AUKUS painstakingly managed by the US.

Domestic Cyberterrorism & Strategic Communications: Literature Review

Cyberterrorism poses a significant threat to the national security of the United States of America (USA), with critical infrastructure, such as commercial facilities, dams, emergency services, food and agriculture, healthcare and public health, and transportation systems virtually at risk. Consequently, this is due primarily to the country’s heavy dependence on computer networks. With both domestic and international terrorists increasingly targeting any vulnerabilities in computer systems and networks, information sharing among security agencies has become critical. Cyberterrorism can be regarded as the purest form of information warfare. This literature review examines cyberterrorism and strategic communications, focusing on domestic cyberterrorism. Notable themes include the meaning of cyberterrorism, how cyberterrorism differs from cybercrime, and the threat posed by cyberterrorism to the USA. Prevention and deterrence of cyberterrorism through information sharing and legislation are also key themes. Finally, gaps in knowledge are identified, and questions warranting additional research are outlined.

A Burgeoning Strategic Partnership:China and Eritrea celebrate 30 years of diplomatic relations

This year marks the 30th anniversary of the establishment of diplomatic ties between China and Eritrea.In an interview with ChinAfrica,Cai Ge,Chinese ambassador to Eritrea,shares his views and vision on the development of bilateral relations.An edited excerpt of his views follows.

CNREG signed strategic cooperation framework agreements with Shenghe Resources and Jinan Yuxiao Group

On November 4th,China Northern Rare Earth Group(CNREG)signed the strategic cooperation framework agreement with Shenghe Resources and Jinan Yuxiao Group in Shanghai.Ding Xiufeng,member of the Standing Committee of Inner Mongolia Autonomous Region Party Committee and Secretary of Baotou Municipal Party Committee,Wang Xiulian,member of Baotou Municipal Party Committee,Bi Liming,deputy mayor of Linyi Municipal People’s Government.

Chinese scientists discover new strategic mineral crucial for high-tech components

China National Nuclear Corp.announced on 5 October that a key strategic mineral named Niobobaotite was discovered by three Chinese scientists.It is the 13th new mineral discovered in the past 70 years since the establishment of China’s uranium geology system,and has great application and economic potential.

Strategic Planning for Drug Regulatory Science in the United States and Its Enlightenments to China

Objective To study the strategic planning of drug regulatory science,the effectiveness and role of policy implementation in the United States so as to gain insights and make suggestions for further improving the strategic planning of drug regulatory science in China.Methods Literature research method and comparative research method were used to compare and analyze the strategic planning of regulatory science in China and the United States.Results and Conclusion Drawing on the US experience,China should set goals based on mission and vision and identify problems,knowledge gaps,and key areas,then concrete measures can be taken to advance regulatory science.

A Glimpse of Interactional Strategies Used in Group Discussion in the EFL Context

On the basis of literature review,this paper discusses what interactional strategies are in group discussions conducted in the EFL classroom.Two frameworks for interactional strategies are investigated to explore the types of interactional strategies.This aims to shed light upon the analysis of interactional features in face-to-face communication.

Conceptualising Strategy-Making Through a Strategic Architecture Perspective

The key argument of this conceptual paper is that the roots of a viable future for an organisation are found in a robust strategic architecture perspective.The theoretical baselines for the concepts associated with this paper are linked to a variety of strategy theories.These include,but are not restricted to,institutional theory,strategic thinking relating to the positioning-based view(PBV)and resource-based view(RBV)respectively,entrepreneurial thinking,and innovation thinking.Strategy can be described as the collective,emerging pattern—based on strategic choices—an organisation consciously exhibits and executes over time to ensure its sustainable endurance by differentiating itself in unique ways to create and add value for stakeholders.Strategy is about explaining how an organisation wants to move forward and how it wants to advance the interests of stakeholders.A strategic landscape is the broad external and internal context of an organisation.An important part of strategy and the strategic landscape it operates in is how organisations define or“construct”their own“topography”or strategic architecture.A strategic architecture presents an organisation?s core logic for creating sustainable value,and therefore,forms the foundation of an organisation?s competitive potential in a specific context.This paper presents descriptions of the seven key buildings blocks that constitute a strategic architecture perspective for an organisation with an indication of strategy tools and frameworks that can be used to illuminate strategic possibilities,choices,and challenges to assist ongoing strategising praxis.The key features and assumptions associated with a strategic architecture perspective are discussed.A strategic architecture perspective assists leaders to work through the strategic complexity to arrive at simplicity in the form of clarity on external and internal strategic leverages,strategic aspirations,core strategic choices,plausible multiple scenarios,focused strategic goals,and success measurements to guide strategy execution and ongoing strategy renewal and innovations for proactive strategic decision-making through various dialogues with key stakeholders.