Industrial competitiveness and regional value are fundamentally consistent yet different in that the former relates to businesses while the latter is concerned with households(regional employment,taxes and the environ...Industrial competitiveness and regional value are fundamentally consistent yet different in that the former relates to businesses while the latter is concerned with households(regional employment,taxes and the environment).In a market-based economy,most enterprises are able to'vote with their feet'and move to regions that are favorable to them.For a region,enterprises contribute to regional value only when they set展开更多
This paper examined the competitiveness of Chinese agricultural products, in relation to the rest of the world, based on the index of revealed comparative advantage, using lots of data during period of 1980 to 2000. T...This paper examined the competitiveness of Chinese agricultural products, in relation to the rest of the world, based on the index of revealed comparative advantage, using lots of data during period of 1980 to 2000. The index is useful in identifying the demarcation between comparative advantage and comparative disadvantage, though a problem exits when using it. China is shown to have a comparative advantage in a range of agricultural products, including edible vegetables and tea. This complements the findings of those studies that have used price and cost based on approaches in identifying competitiveness in agricultural products. Results indicated that the RCA values had been weakening over the 21-year period. These have vastly different implication for the future reform in China＇s agriculture,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
文摘Industrial competitiveness and regional value are fundamentally consistent yet different in that the former relates to businesses while the latter is concerned with households(regional employment,taxes and the environment).In a market-based economy,most enterprises are able to'vote with their feet'and move to regions that are favorable to them.For a region,enterprises contribute to regional value only when they set
文摘This paper examined the competitiveness of Chinese agricultural products, in relation to the rest of the world, based on the index of revealed comparative advantage, using lots of data during period of 1980 to 2000. The index is useful in identifying the demarcation between comparative advantage and comparative disadvantage, though a problem exits when using it. China is shown to have a comparative advantage in a range of agricultural products, including edible vegetables and tea. This complements the findings of those studies that have used price and cost based on approaches in identifying competitiveness in agricultural products. Results indicated that the RCA values had been weakening over the 21-year period. These have vastly different implication for the future reform in China＇s agriculture,
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.
