改革开放30年矿业法治的进程及其思考

改革开放30年来，我国矿业法治进程经历了恢复、建立、创新和完善阶段。反思这一进程，虽然我国矿业法治的制度创新推动了矿业生产的发展，但与其他行业以及矿业发达国家相比，我国矿业法治还存在着法律、理论体系不完善等问题，为此，我们要重构矿业理论体系，制定独立的矿业管理法，确立矿业基本原则，从而建立和完善现代矿业制度。     

改革开放：发展中国特色社会主义的必由之路

党的十一届三中全会开启了我国改革开放的历史新时期，实现了我们党历史上一次具有重大历史意义的伟大转折。实践充分证明：改革开放是决定当代中国命运的关键抉择，是发展中国特色社会主义、实现中华民族伟大复兴的必由之路；只有社会主义才能救中国，只有改革开放才能发展中国、发展社会主义、发展马克思主义。     

城市贫困家庭的社会关系网络研究

本文在问卷抽样调查的基础上对北京城市贫困家庭社会关系网络的规模、关系构成、结构特点及网络成员与贫困家庭的交往频度和空间距离等特点进行了分析.研究发现,较小的网络规模、较高的亲缘比例、空间临近及交往频度高构成了贫困家庭社会关系网络的显著特点.     

基于技术路线图的技术赶超模式可视化呈现研究

技术路线图是一种具有结构化和可视化特性的技术管理工具,它明确地把市场需求、技术能力和产品开发连接起来。本文基于现有文献梳理并结合和细化Lee和Lim提出的三种经典技术赶超模式,创新性地提出更具操作性的四种技术赶超类型和相应的赶超跨越功能。最后着重论述四种技术赶超模式,并通过技术路线图的可视化方式呈现出来。     

论高校德育教师权威的塑造

教师权威是教师基于社会、教育制度赋予的教育权力和本人的内在素养、人格魅力而产生的,且能为学生所认可、接受并对学生发展产生作用的影响力。大学生群体的特点和时代的发展特点对高校德育教师权威有所削弱,并提出了新的挑战。高校德育教师权威的塑造,需要德育教师本人做出努力,以正确的心态面对现实;对自己在现代教育中的角色有正确的定位,不断提高和完善自己,树立威信,以其良好的形象在大学生心目中建立起权威。     

改革开放30年社会治安综合治理发展历程

改革开放30年来,社会治安综合治理经历了三个发展阶段：一是社会治安综合治理方针的萌生和确立,二是社会治安综合治理政策体系的形成与发展;三是社会治安综合治理的承续与深化。     

“四个坚定不移”与中国特色社会主义

党的十七大报告指出,要继续解放思想,坚持改革开放,推动科学发展,促进社会和谐,为夺取全面建设小康社会新胜利而奋斗。这四个方面,也就是胡锦涛2007年6月25日在中央党校重要讲话中精辟指出的“四个坚定不移”。这一论述深刻阐明了发展中国特色社会主义的思想保证、强大动力、基本要求和奋斗目标,深化了中国特色社会主义理论的内涵,是我国当前和今后一段时间开展各项工作的重要指导方针。     

Developing Management Practices to Support Joined‐Up Governance

Various forms of ‘boundary‐crossing’ practices continue to proliferate in public management and public service provision (i.e. activities that require engagement and collaboration across sectors, institutions, and organisations). Yet the dynamic nature of this type of joined‐up working is proving to be a major management challenge. In this paper, we bring a number of concepts to bear on the management of joined‐up and cross‐boundary working in public management of complex social issues. Firstly, we present the concept of ‘adaptive management’, which we draw from field of environmental policy and planning (and human ecology). Secondly, we introduce a rethinking of the role of ‘policy targets’ using a complexity lens. These concepts are integrated into a practice heuristic (or framework) designed to assist cross‐boundary policy implementation in real‐world settings. We argue that adaptive management approaches may have significant utility for ensuring effective governance in uncertain environments.     

Housing Voucher Take‐Up and Labor Market Impacts

Low participation rates in government assistance programs are a major policy concern in the United States. This paper studies take‐up of Section 8 housing vouchers, a program in which take‐up rates are quite low among interested and eligible households. We link 18,109 households in Chicago that were offered vouchers through a lottery to administrative data and study how baseline employment, earnings, public assistance, arrests, residential location, and children's academic performance predict take‐up. Our analysis finds mixed evidence of whether the most disadvantaged or distressed households face the largest barriers to program participation. We also study the causal impact of peer behavior on take‐up by exploiting idiosyncratic variation in the timing of voucher offers. We find that the probability of lease‐up increases with the number of neighbors who recently received voucher offers. Finally, we explore the policy implications of increasing housing voucher take‐up by applying reweighting methods to existing causal impact estimates of voucher receipt. This analysis suggests that greater utilization of vouchers may lead to larger reductions in labor market activity. Differences in take‐up rates across settings may be important to consider when assessing the external validity of studies identifying the effects of public assistance programs.     

A comparison of management adaptations for joined‐up government: Lessons from New Zealand

Despite considerable attention, helping agencies to work more effectively together is one of the most important contemporary challenges of public administration theory and practice. The New Zealand Better Public Services (BPS) Results program has been an unexpected success in this area and provides a positive case study. In 2012, the New Zealand government set targets for solving 11 important social problems where responsibility crossed agency boundaries and has made significant measurable progress in all 11 problems. This paper explores the conditions that may have enabled the most progress and possible management adaptations when these initial conditions are not fully met. In particular, the case demonstrates how goal commitment can be supported where there exist a large number of potential actors and how interagency trust can be built in the absence of existing relationships.