隐形知识的转型:马来西亚华人家族制造业研究

马来西亚华人家族企业文化的特征是以"家"作为其管理模式,是一种集企业文化与权威于一体的家族文化。在"家族至上"的意识下,企业的成员和个体完全归属于家族,个人利益也须服从于家族利益,一切都以家族利益为重。所有的家族成员都有义务尽全力去追求家族的兴旺、发达和荣耀。家族成员都身居要职,掌握着家族企业的隐性知识和核心秘密。由于马来西亚华人家族的利益和企业利益的高度一致,因此他们都会严守秘密,创新其组织,因而制造出利基产品(Niche Product)而使本身企业在激烈的竞争中立于不败之地。当马来西亚华人中小型家族企业(SMEs)经历世代交替之际,这些华人企业却鲜少着重于如何发展其创办人的隐性知识。然而,为确保企业的永续发展,马来西亚华人企业的新一代已开始将隐性知识更加具体化,培育和创新其企业管理、进行企业改革和改善企业的行销技巧。     

WHERE DID BHUTAN'S GROSS NATIONAL HAPPINESS COME FROM? THE ORIGINS OF AN INVENTED TRADITION

The Kingdom of Bhutan has attracted international attention for adopting “Gross National Happiness” (GNH) as its national development policy. The central notion is that gross national happiness is more important than gross national product; the four pillars of GNH are sustainable economic development, good governance, preservation of the natural environment and preservation of the national culture. This paper traces the historical origins of the concept of Gross National Happiness and finds that GNH is newer than the literature and the propaganda usually suggest. Close study of GNH's origins and salience over several decades reveals evidence of the invention of a tradition, in Hobsbawm and Ranger's terms [Eric Hobsbawm and Terence Ranger (Eds.), The Invention of Tradition. Cambridge: CUP, 1983]. The meteoric rise over the last 15 years of GNH as Bhutan's official ideology is a key part of the Bhutanese state's efforts at nation building in the context of rapid and disruptive social and economic change in a highly plural society.     

Macro development planning in tropical Africa: Technocratic and non‐technocratic causes of failure

Based on the targets given in the development plans and the national income data of twenty‐two tropical Africa countries in the late 1960s, this paper finds a wide consensus among the planners on the structural determinants of the macro variables selected as plan targets, so that difference in targets can be explained largely by the different values assumed by these determinants in the sample countries. The implementation record was poor, and may be traced in part to a domino effect inherent in the recursive structure of target selection. The analysis of the causes of implementation failure shows that most of the causes lie outside of the competence of the planners. Alternative methods to calculate plan targets are not likely to meet with superior fulfilment results.