从传统产业政策迈向竞争与创新政策——新常态下中国产业政策转型的逻辑与对策

改革开放30多年来的中国,为适应经济新常态的挑战,传统的产业政策亟待转型。综观新常态下政策转型的维度刻画以及政策各要素之间的微观互动,当前中国产业政策转型的核心议程是从传统产业政策迈向竞争与创新政策。"竞争—创新"的政策分析框架与逻辑体系,是从政策主体、政策工具和政策目标等多个范畴出发创建的。创建竞争与创新政策的关键是要不断加快"从以产业扶持为主转向维护竞争和促进创新"的产业政策目标转型、"从挑选型政策转向普适型政策"的产业政策手段转型、"从行政批文转向行政立法"的产业政策组织与程序转型、"从政府主导转向第三方评估"的产业政策绩效评价转型。

Patterns and Experience of China's Four Decades of Opening-Up

China＇s four decades of opening-up coincided with the trend of the world economy, and contributed to its own economic development. With a gradualist approach, China achieved opening-up without causing economic and social repercussions, and unleashed institutional dividends that facilitated its reform and development. This approach has breathed lasting momentum and vitality into China＇s economic growth and structural transition, and improved China＇s industrial competitiveness and status in the international division of labor. As a basic national strategy and one of the country＇s five development concepts, opening-up is essential for China to pursue peaceful development and stand proudly in the family of nations. Facing new changes in domestic and international environments in the new era, particularly increasing competition among major countries such as China and the United States, China should proactively explore a new model of opening-up, refocus opening-up from policy supply to capacity building, and form a new pattern of opening-up on all fronts for high-quality economic development.

Knowledge management, sustainable competitiveness and innovation strategies for Chinese SMEs

Considering the rapid changes in the competitive era, Chinese small to medium-sized enterprises （SMEs） continuously to look for ways on how to survive, grow and be competitive. Knowledge management （KM） is important for SEMs to lead their efforts to foster a sustainable competitive advantage. This paper is based on an investigation of the knowledge management practices for knowledge-intensive SMEs. The research discovered that SMEs do not manage knowledge the same way as larger organizations. There are some peculiarities in knowledge management practices at SMEs. SMEs will face several unique challenges in KM implementation. They are knowledge identification and acquisition, knowledge dissemination and organizational learning, knowledge creation and innovation, and organizational culture. It is crucial that Chinese SMEs, especially in knowledge intensive enterprises should efficiently adopt some informal or formal KM strategies, in order to implement an appropriate KM and maximize their competitiveness and survival chances.

Research on Mode of Training Jingdezhen Ceramic Tourism Talents

Cultivating innovative tourism talents is critical in ceramic tourist industry, the reason for which is that the core of the market competition is the competition of talents. In recent years, the deficiency of excellent tourism talents has become the bottleneck to restrict the development of ceramic tourism industry in Jingdezhen. In order to solve the difficulty, for the investigation on the status of ceramic tourism talents, the paper analyzes the existing problems and observes the strategies and ideas of constructing innovative ceramic tourism talents.

Facilitating knowledge management strategies through IT and HRM

In an increasingly competitive environment, where new business practices are regularly introduced, organizations have to be innovative to survive. In the present competitive climate, knowledge is considered as the main distinguishing factor of business success, and it is seen as the foundation of organization＇s innovation. The emergence of knowledge-intensive society has changed the nature of business competition. Hence knowledge needs to be appropriately managed. Knowledge Management （KM） focuses on managing different knowledge processes such as acquiring, creating, storing, sharing, transferring and applying implicit and explicit knowledge with objective of product and process innovation, performance development and sustainable competitive advantage. This paper tries to demonstrate KM lead to promotion of innovation and performance when it is correctly supported by human resource management （HRM） and information technology （IT）. The questions we will try to investigate in this paper are： How knowledge in organizations can be managed？ What is the connection between HRM, IT and effective implementation knowledge management strategies and how these relationships affect on organizational goals？ For this means, this study ftrst states the importance of knowledge, KM process and introduces two strategies for managing knowledge （exploitative and explorative strategy）. Next, it demonstrates each strategy requires to desired facilitator to support them in action. Finally, with presenting of model, this study concludes that each one of strategy can cover some KM process. Hence for the effective implementation of knowledge management process, organizations have to utilize both strategies.

Management innovation and core competitive advantages of SMEs

The paper first introduces the concept of core competence. Based on that, it proposes that small and medium enterprises （SMEs） should actively implement management innovation and describes the contents of management innovation. The conclusion is that SMEs should build the core competitive advantages through management innovation, in order to achieve better performance in the fierce market competition.

Differences Among Industrial Companies in Their Innovative Efforts and Competitiveness： On How Size, Technological Level and Subcontractor Character Matter

The aim of this research is to test to what extent do the classifying variables of company size, technological level and subcontractor nature moderate on the causal relationship between a finn＇s innovative capacities and its competitiveness. To this end, we use a random sample of 861 manufactttring f＇Lrms with 10 or more employees from the Basque Autonomous Community （in Spain）, accounting for 26.29% of the population. Maximum sampling error is 2.87% for a 95% confidence interval. We start from a competitiveness general model of the firm, and set out under the resource based view of the finn, which had been previously tested and validated by Martinez （2009） for the whole sample. The model is formed with the constructs of management capabilities, innovative capabilities, marketing capabilities, quality capabilities, current competitiveness and future competitiveness. From this point, we test a set of alternative hierarchical models both for the total sample and for different divisions in sub-samples, according to the intervals of size in number of employees, OECD technological levels and firms＇ subcontractor character. The innovative capabilities construct is reflected in the items of radical product innovation, incremental product innovation, innovation in the production process, innovation in marketing, management innovation and the efforts in company workers＇ training and development. From all these items, previous descriptive data analysis showed that although product radical innovation was the most representative capability for superior innovativeness, it was at the same time the least evident from all the aforementioned items in the case of the analyzed Basque industrial companies. The analysis of results led us to conclude that the factor of innovative capabilities was the most influential on current competitiveness among the whole sample. In particular, as regards the size factor, this positive effect dilutes in the case of smaller companies. In the same manner, whereas in the case of the companies with higher technological level it is verified that the factor of innovative capabilities reveals crucial, in the group of fhans with lower technological level the most relevant factor is quality. Also, the same effect is evidenced for the case of the subcontractor/non-subcontractor nature of the finns： The first ones show quality as the most relevant construct while for the second ones it is the innovative capabilities.

The Impact of Innovation in Small Industrial Operations to Increased Competitiveness： Empirical Evidence

The present research work in the Small and Medium Enterprise （SME） and industrial sector explains the impact of the relationship among innovation in the SME operations of Aguascalientes to find the most competitive one; to this end, a questionnaire was intended for managers where the results have been analyzed using the statistical package Structural Equation Modeling Programs （EQS） support which through structural equations has responded to the objective. In this sense, it can be concluded that innovation has a positive relationship with the operations and in turn, this relationship shows a positive impact on the competitiveness of SMEs in Aguascalientes. For this study, a sample of 150 companies has been used.

Does Innovation Drive Sustainable Competitive Advantages？

This paper examines the critical role of innovations as a driver for sustainable competitive advantages. A quadruple model of global strategy is introduced. The model is based on the introduction of an innovation-based perspective of strategy. This is in addition to the other three but well-known perspectives of global strategy （industry-based, resource-based, and institution-based views）. Thus, the four perspectives of strategy could lead a complete set of factors that need to be analyzed for the formulation of global strategy. The model could assist organizations in sustaining their competitive advantages. It is proposed that the introduction of the innovation-based view represents the fourth perspective of a strategy quadruple, thus overcoming a long-standing criticism, namely, the global strategy may lack adequate attention to innovation in developing a firms＇ global competitive strategies. This paper presents a set of four hypotheses. When tested, these hypotheses could result in a better understanding of the link between the innovation and the global strategy domain. Furthermore, the quadruple model could be useful in understanding the relationship between innovativeness and business performance. It is anticipated that this paper could assist researchers, business management, and analysts in developing global innovation strategies.

Financial Innovation as a Competitive Strategy： The Kenyan Financial Sector

The world business environment is rapidly changing and becoming intensely competitive. In this context, most organizations are realizing that knowledge is the most important resource in creating sustainable competitive advantage. Knowledge management （KM） as a discipline is designed to provide strategy, process, and technology to increase organizational efficiency and effectiveness. The survival and success of a firm are dependent on the capacity of management to generate new ideas. One such a topical idea is financial innovations. Economies and businesses across the world have embraced creativity and innovation to circumvent market imperfections. Kenya as an economy has been hailed as a regional financial hub. This paper is a narrative review seeking to establish the extent of financial innovation in Kenya and how this enhances competitiveness. The research finds out that the Kenyan financial sector has made some remarkable strides towards financial innovations. However, it is noted that there is still enormous untapped potential that can enhance Kenya＇s economy further.

The Policy Evaluating Research on Strategic Emerging Industry in Shanghai

Strategic emerging industry is the optimization and upgrading of industrial structure and transformation of economic development. And it＇ s also the key to enhance China＇s independent innovation capability and international competitiveness. Whether it is from the industrial development of the law or its own development experience of emerging industries, the development of new industries are heavily influenced by national policy, national policy to some extent can be seen as strategic emerging industry development the decisive factor. The article evaluates the effects that the policies to what extent promotes the development of strategic emerging industry in Shanghai.