警务实战的战术思想初探

警务实战的战术思想是公安机关的人民警察对警务实战的方式方法系统化、理论化的认识，是保障警察合法、安全，并合理、有效完成任务的重要要素。“超常评估，充分准备；先行控制，主动灵活；相机制‘敌’，重点打击”是警务实战战术思想的内容。     

企业战略联盟伙伴选择研究

企业战略联盟对于提高企业抗风险的能力,实现企业绩效稳定持续增长具有非常重要的意义。虽然战略联盟具有很多优势,但却是很难管理的一种组织方式。据资料显示,战略联盟的成功率只有30%,而失败的主要原因是与联盟伙伴的关系问题。如何使战略联盟取得成功,进一步改进战略联盟的稳定性,是所有参加联盟的企业必须考虑的重大问题。     

Assessing the European Union’s strategic capacity: the case of EUNAVFOR MED Operation Sophia

This article argues that the European Union’s capacity to use an operational instrument for the purpose of an articulated objective constitutes an important, but conceptually neglected and empirically underexplored, element of its actorness. In order to fill this gap, the article introduces the concept of strategic capacity and develops an analytical framework for systematic empirical assessments thereof. Drawing on 22 qualitative expert interviews, the framework is applied to the EU’s maritime operation against human smugglers in the Central Mediterranean (EUNAVFOR MED Operation Sophia). The article finds that the EU so far has displayed a fairly low degree of strategic capacity in its fight against human smugglers. The article argues that this fairly low degree of strategic capacity is not to be ascribed to an institutional apparatus that is unfit for strategic action, but a decision on the part of political decision-makers to give weight to symbolic, as opposed to strategic, action. As a result, the operation has contributed little to the formal objective of disrupting and dismantling human smuggling networks in the Central Mediterranean. In some areas, it has even had an adverse effect on this objective.     

Relationship Management with Managers of Countrywide Offices of SEESA: A Case Study

Employees are a crucial stakeholder group for organisations since they determine the degree to which they achieve their goals. It is therefore necessary to build strong relationships with the workforce to encourage employee engagement, which implies that employees’ individual goals are aligned to those of the organisation. To build strong relationships, internal communication should be managed strategically. However, when an organisation has offices around the country, internal relationship management can be impeded, which adversely affects the entity attaining its goals. In this qualitative study, the case of SEESA, a national labour law organisation specialising in providing legal services to employers, was investigated to determine the way in which it manages relationships with its nationwide managers. A mixed-method approach was followed, using semi-structured interviews and questionnaires to gather data. The findings indicated that, despite studies elsewhere indicating a communication and relationship building strategy as a prerequisite for building strong organisation-employee relationships, the outcomes of such relationships can be present without a formal internal communication strategy. This can occur provided the organisation is inclined towards a symmetrical world view, has an open culture and encourages two-way communication with top management. Suggestions for managing relationships with employees in nationwide offices are made.     

Shadow peacebuilders and diplomatic counterinsurgencies: informal networks,knowledge production and the art of policy-shaping

ABSTRACT

This article explores the role of informal networks in producing strategic knowledge and influencing policy responses to the 2011 post-election crisis in Bosnia-Herzegovina. The analytical focus is on networks of shadow peacebuilders, defined as actors who are often not visible to the public and who promote a mix of altruistic and personal interests of their broader network by generating strategic narratives and influencing peacebuilding policy. As this article shows, shadow peacebuilders engage in diplomatic counterinsurgencies waged by means of diplomacy, politics, public relations and legal means. Strategic narratives are instrumental in legitimizing diplomatic counterinsurgency, inducing internal cohesion within the network and delegitimizing alternative narratives and policy solutions. Yet the production of strategic knowledge by shadow peacebuilders has its limitations. When the gap between strategic narrative and actions becomes too big, the network risks fragmentation and defeat by other networks that promote alternative strategic narratives and paths of action in the battle over control of peacebuilding policy.     

Recasting Leadership Reform in Australian Local Government: A Typology from Political Theory

Changes to elected leadership in Australian local government have seen greater authority assigned to mayors in several jurisdictions. A Discussion Paper recently released under the auspices of the Australian Centre for Excellence in Local Government (ACELG) has recommended further reforms, arguing inter alia that mayors ought to enjoy a personal mandate and a stronger strategic role. This paper places these suggested reforms into context by developing a typology of local government leadership from political theory. We argue that this quadrilateral typology provides a critical portrait of recommendations for stronger leadership which, in this instance, have been transposed from two unitary systems of government (England and New Zealand) to the Australian federal system, without due consideration of the literature examining stronger mayoral roles. It is argued that caution should be exercised when redrafting legislation governing mayoral authority, a process presently underway in New South Wales (NSW).     

Operationalizing Strategy Content: An Example from the Transit Industry

While models of organizational strategy saturate private sector research, public sector research lags behind. The model created by Boyne and Walker (2004) is an exception. The main objective of this study is to operationalize this model using a unique data set from the US transit industry. Through a survey of 103 local transit agencies, we developed separate strategy profiles for each agency that help us answer important questions about organizational strategy. We find that not only do the organizations adopt a mix of strategic stances through the action areas; they also have distinct profiles, which vary greatly between agencies.     

超越“确保摧毁”：核武器数量、承诺可信度与核威慑原理

现有几乎所有关于核威慑的理论和政策研究都认为,核武器数量是否达到确保摧毁门槛对核威慑有效性有决定性影响。这种"确保摧毁"原则对学界的影响已达到范式级程度,以至于学者们在争论中国核武器数量够不够这个政策问题时,均自发地从该原则出发论证各自的主张。本文认为,"确保摧毁"范式忽视了承诺可信度在核威慑生效过程中所起的关键性作用,特别是未能充分意识到核武器数量变化对承诺可信度的反向影响以及这种反向影响对核威慑生效机制的影响,因而错将是否具备确保摧毁能力作为判断核威慑是否有效的唯一标准。通过剖析核武器数量、承诺可信度与核威慑有效性三者的作用关系,充分说明,"确保摧毁"既不是核威慑有效的充分条件,也不是其必要条件;未达到确保摧毁门槛时无需增加核武器同样有可能实现有效核威慑,而达到该门槛后为确保威慑有效反而应当(继续)增加核武器。超越"确保摧毁"范式有助于更准确、更完整地理解核威慑生效的全部机制。     

Unequal Voices: ‘Strategic’ Consultation in South Australia

In 2006, the South Australian government undertook the largest consultation ever to take place in the state. Over 1600 South Australians were involved with the consultation on the revision of South Australia's Strategic Plan (SASP). This ‘big‐picture’ consultation was a significant attempt to connect with, and gain feedback from, the South Australian ‘community’ on the Rann government's vision for the state. This article is the first formal evaluation of the 2006 consultation on the SASP. To critically evaluate the consultation process, this article uses Pratchett's framework which examines participative processes through the two principles of responsiveness and representativeness. The article concludes that the state government's rhetoric about the success of the consultation obscures a number of deficiencies and tensions that underpinned the consultation process. This critique of the South Australian consultation provides some key insights for the current trend for strategic planning at the state level in Australia.     

经济全球化:发展中国家的机遇与挑战

经济全球化已成为不可阻挡的世界性潮流,不管我们喜欢它也好,不喜欢它也好,它都实实在在地影响和改变着我们的生活,任何国家、民族都无法独立于经济全球化之外.由于经济全球化是资本主义主导下的历史进程,是资本主义生产方式的必然延伸,因此,广大的发展中国家在这一过程中处于相对不利的地位,面临较大困难.但它们必须成为这个过程的一部分,抓住机遇、迎接挑战,扬长避短、趋利避害.此外别无选择.