广东战略性新兴产业空间布局研究——基于因子分析法和聚类分析法

研究广东战略性新兴产业的空间布局对于广东实现产业结构升级和转变经济发展方式意义重大。该文介绍了战略性新兴产业空间布局的三种基本模式,在此基础上,运用因子分析法和聚类分析法对广东省战略性新兴产业的空间聚类进行实证分析,对广东21个地级市进行空间布局模式的划分,并从布局机制、布局模式、布局区位以及布局策略等方面为科学布局广东战略性新兴产业提出政策建议。     

兴黔之路——略论贵州“后发赶超”的战略支撑

回顾改革开放以来,尤其西部大开发以来贵州的发展历程,贵州在选择和实施总体发展战略中,更需要找准能够影响和带动发展全局的战略支撑。走＂后发赶超＂之路,是贵州发展的时代要求和当然选择。实施＂工业强省＂和＂城镇化带动＂两大战略,将成为＂十二五＂期间撬动贵州经济社会全面加速发展的战略支撑,为贵州的＂后发赶超＂打下坚实基础。     

从成功改造袁、王部队看毛泽东的策略思想

井冈山斗争时期,毛泽东以伟大的无产阶级革命家的宽阔胸怀和超人智慧,实施了对袁文才、王佐这两支农民武装的成功改造。在改造袁、王部队的过程中,充分体现了毛泽东一系列超人的策略思想。袁、王部队成功改造,为井冈山革命根据地的创建、发展发挥了重要作用。     

Strategic Decision Making in Arts Organizations

Despite the growing economic and cultural importance of artistic institutions, relatively little is known about how aesthetic concerns and the demands of artistic production influence administrative roles. In this article, we investigate the strategic decision-making process in a varied sample of Canadian arts organizations, concentrating on the issues that emerge as crucial for the organization and the individuals and groups that participate in the decision-making process.     

Using the Strategy Tripod to Understand Strategic Management in the “Evaluation-Friendly” Organizations of Cultural and Creative Industries

Abstract

This article provides a new conceptual framework based on the Strategy Tripod to understand challenges and orientation that affect performance evaluation in the organizations of cultural and creative industries (CCI). The analysis is built on a quantitative study carried out in Estonia. Multinomial logistic regression was performed to assess the ability of different variables to predict performance evaluation. The new conceptual framework provides a holistic understanding of the uncertain environment and its impact on strategic management in “evaluation-friendly” organizations in CCIs. It adds new insight into theoretical and managerial discussions on how and why strategic management in CCIs is practiced.     

Innocent of the crime under investigation: suspects’ counter-interrogation strategies and statement-evidence inconsistency in strategic vs. non-strategic interviews

ABSTRACT

The study examines the counter-interrogation strategies applied by mock suspects (N?=?94), who are innocent of a mock crime under investigation but who were present at the scene, for different reasons, at around the time the crime occurred. Half were present at the crime scene to carry out a lawful act, the other half to carry out an unlawful act. Furthermore, this study examines the effect of the Strategic Use of Evidence (SUE) technique as a strategic interviewing technique (vs. a non-strategic technique), on suspects’ statement-evidence inconsistencies. Participants were randomly assigned to the two interview conditions (strategic vs. non-strategic) and were interviewed as suspects of a crime, which none of them had committed. The results show that the most commonly used counter-interrogation strategy in both groups was to be honest. However, 26.1% of the innocent suspects, performing an unlawful act, reported the strategy to be deceptive. In addition, the statements of suspects executing an unlawful act were significantly more inconsistent with the evidence in the strategic than the non-strategic interview condition. The increased statement-evidence inconsistency rates potentially put these suspects at risk of being assessed as guilty of a crime they did not commit.     

The case for ‘face-time’ in a computer-mediated global economy

Abstract

The structuring of marketing and communication management within key organisations in South Africa is changing. These changes are affecting the relationship between marketing and communication practitioners, as well as the key tasks they are responsible for within the organisation. Globally, companies are downsizing, restructuring and eliminating hierarchy. This article investigates how key South African companies have responded to these changes, by looking at how the marketing and communication functions are structured within the organisation. Marketing and communication managers from top South African companies were interviewed telephonically. Findings from the study indicate that the two functions are progressively moving towards an integrated approach. However, a commonly agreed organisational structure is still not pervasive. Each organisation structured the marketing and communication functions differently, and various perspectives existed on the key tasks of both marketing and communication managers. From these findings, it is evident that the relationship between marketing and communication, as well as the role and tasks of marketing and communication managers, is still very diverse in the South African context.     

Strategic integrated communication: An alternative perspective of integrated marketing communication?

Abstract

In spite of the increased emphasis being placed on integrated marketing communication (IMC), limited attempts have been made to critically analyse existing viewpoints, the evolution of the concept and its application. The research problem of this article is based on this limited mindset, which has arguably created a problem in understanding IMC as a process and in the integration of actions, which appear to be superficial in most cases. The main objective here is to contribute to these viewpoints by addressing the problem through an analysis of existing literature, to stimulate much-needed necessary debate on this phenomenon and advance IMC thinking, which is increasingly being challenged from the perspective of the emerging paradigm of strategic communication. This is done through a combined categorical, theoretical and integrated communicative perspective. The author highlights the need to approach IMC thinking from a strategic and corporate brand perspective, which could help engender dramatically changing expectations and demands across organisations, for a clear understanding of IMC practice and theory. Subsequently, taking an alternative re-orientated strategic perspective, based on all current approaches, is proposed into what is termed ‘strategic integrated communication’ (SIC). The focus in SIC is on the strategic intent of the organisation to enhance strategic, integrated communication and knowledge management of information through creative media strategies and environmental scanning. All of this should be based on trust, loyalty, integrity and credibility, to maintain valuable long-term stakeholder relationships.     

Towards an emerging paradigm of strategic communication: Core driving forces

Abstract

Major forces such as globalisation, the digital network revolution and the empowerment of myriad new stakeholders have resulted in a blurring of communication genres such as marketing and corporate communications, and are redefining the role of the communications professional within business and society. Such fundamental changes require that both scholars and practitioners challenge their own assumptions and consider the implications of these paradigm shifts. The values of the modernist age, resulting in linear, top-down, consensus-seeking decision-making behaviour, must be revisited to make way for emerging values such as activism, dialogue, communal values and dissent, which allow for co-creation and a multiplicity of viewpoints. This article reflects on paradigmatic debates and identifies shifts from modern to postmodern organisational practice, and how these impact on communication practices and integrated communication. Consideration is given to some theoretical, practical, research and educational implications of these shifts as core driving forces towards the new emerging paradigm of strategic communication, which can best be conceptualised as purposeful communication to realise the organisational mission.     

广西建设生态省的战略对策思考

当前,生态省建设的概念已经超出了原来生态区域的狭义的生态保护和生态平衡含义,目标是朝着生态效益型经济的方向发展,目的是应对入世后的国际化竞争新形势,配合工业化、信息化和城市化,抢占生态经济制高点,实现不同于其它地区的持续快速发展。广西建设生态省是立足区情,适应国际国内经济社会发展新形势,实现全面小康社会目标的一项重要战略,其意义重大。