Considering the special requirements of group enterprise information management software, a new method of massive software development was put forward basing on the component technology and facing the ＂assemblage＂. ...Considering the special requirements of group enterprise information management software, a new method of massive software development was put forward basing on the component technology and facing the ＂assemblage＂. It generalizes five key parts of the method system including the overall strategy, the application project method basing on the operation ＂assemblage＂, the field project method basing on component, the development method facing the component on the basis of the visible component platform, and the software development process model basing on the component ＂assemblage＂. Besides, this paper describes the process and principle of this method application with an example of the construction of a Communications Investment Group enterprise＇s management information system. The method provides a new idea for breaking away from the predicament appeared in the construction of present enterprise informatization and exploring the way of software industrialization.展开更多
Purpose-Following the regional restructuring,the number of joint-venture railway companies in which the Group participates has significantly increased.This paper aims to explore the challenges faced by China Railway G...Purpose-Following the regional restructuring,the number of joint-venture railway companies in which the Group participates has significantly increased.This paper aims to explore the challenges faced by China Railway Group in managing participation in joint-venture railway companies.The study seeks to propose specific approaches to ensure the effective management of these companies,thereby maximizing the benefits of the regional restructuring and supporting the development of a strong transportation country and a modern infrastructure system.Design/methodology/approach-Based on the change in the shareholding relationship between China Railway Group and the joint-venture railway companies,and considering the current situation of the regional restructuring of these companies,as well as the insights from existing literature and typical case studies,this paper proposes some specific paths for effective management of joint-stock railway companies which China Railway Group participated in.Findings-The problems in participation management are the unclear dual leadership role of the party committee,the lack of discourse power,the lack of synergy between shareholders,the increasing risk of sustainable operation of the loss-making companies and the role of dispatched personnel is not fully played.Based on the theories,combined with the existing research and practical cases,the paper proposed specific approaches,such as perfecting top-level system design,maintaining the discourse power,carrying out differentiated management,arranging personnel rationally,arranging shareholders synergy,and innovating methods to provide references for China Railway Group’s subsequent management of joint venture railway companies.Originality/value-This paper contributes to the existing literature by providing a comprehensive analysis of the challenges faced by China Railway Group in managing participation in joint-venture railway companies following the regional restructuring.The study offers novel insights and practical recommendations for addressing these challenges.The findings can serve as valuable references for China Railway Group’s subsequent management of joint-venture railway companies which participated in,as well as for other stateowned enterprises facing similar challenges in managing their joint ventures.展开更多
The aim of this study was to verify the existence of business and strategic intelligence policies at the level of Congolese companies and at the state level, likely to foster progress and healthy development in the ea...The aim of this study was to verify the existence of business and strategic intelligence policies at the level of Congolese companies and at the state level, likely to foster progress and healthy development in the east of the DRC. The study was based on a mixed perspective consisting of objective analysis of quantitative data and interpretative analysis of qualitative data. The results showed that business and strategic intelligence policies have not been established at either company or state level, as this is an area of activity that is not known to the players in companies and public departments, and there are no units or offices in their organizational structures responsible for managing strategic information for competitiveness on the international market. In addition, there is a real need to establish strategic information management units within companies, upstream, and to set up a national strategic information management department or agency to help local companies compete in the marketplace, downstream. This reflects the importance and timeliness of building business and strategic intelligence policies to ensure economic progress and development in the eastern DRC. Business and strategic intelligence provides companies with an appropriate tool for researching, collecting, processing and disseminating information useful for decision-making among stakeholders, in order to cope with a crisis or competitive situation. The study suggests a number of key recommendations based on its findings. To the government, it is recommended to establish the national policy of business and strategic intelligence by setting up a national agency of strategic intelligence in favor of local companies;and to companies to establish business intelligence units in their organizational structures in favor of stakeholders to foster advantageous decision-making in the competitive market and achieve progress. Finally, the study suggests that studies be carried out to fully understand the opportunities and impact of business and strategic intelligence in African countries, particularly in the DRC.展开更多
One day in April,our reporters visitedthis national super-large enterprise.Mr Huang Xiaoping,the generalmanager,briefed us on the company’s brilliantpast and bright future. The Yuejin Auto Group Company isfamed all o...One day in April,our reporters visitedthis national super-large enterprise.Mr Huang Xiaoping,the generalmanager,briefed us on the company’s brilliantpast and bright future. The Yuejin Auto Group Company isfamed all over the world for producing YuejinBrand automobiles.In 1958,the firstgeneration of Yuejin Brand automobiles cameout,and China has since had its first展开更多
基金Supported by the National Natural Science Foundation of China (60572162)
文摘Considering the special requirements of group enterprise information management software, a new method of massive software development was put forward basing on the component technology and facing the ＂assemblage＂. It generalizes five key parts of the method system including the overall strategy, the application project method basing on the operation ＂assemblage＂, the field project method basing on component, the development method facing the component on the basis of the visible component platform, and the software development process model basing on the component ＂assemblage＂. Besides, this paper describes the process and principle of this method application with an example of the construction of a Communications Investment Group enterprise＇s management information system. The method provides a new idea for breaking away from the predicament appeared in the construction of present enterprise informatization and exploring the way of software industrialization.
基金China State Railway Group Co.,Ltd.has supported this work as a critical project(Grant No.:N2022Z020).
文摘Purpose-Following the regional restructuring,the number of joint-venture railway companies in which the Group participates has significantly increased.This paper aims to explore the challenges faced by China Railway Group in managing participation in joint-venture railway companies.The study seeks to propose specific approaches to ensure the effective management of these companies,thereby maximizing the benefits of the regional restructuring and supporting the development of a strong transportation country and a modern infrastructure system.Design/methodology/approach-Based on the change in the shareholding relationship between China Railway Group and the joint-venture railway companies,and considering the current situation of the regional restructuring of these companies,as well as the insights from existing literature and typical case studies,this paper proposes some specific paths for effective management of joint-stock railway companies which China Railway Group participated in.Findings-The problems in participation management are the unclear dual leadership role of the party committee,the lack of discourse power,the lack of synergy between shareholders,the increasing risk of sustainable operation of the loss-making companies and the role of dispatched personnel is not fully played.Based on the theories,combined with the existing research and practical cases,the paper proposed specific approaches,such as perfecting top-level system design,maintaining the discourse power,carrying out differentiated management,arranging personnel rationally,arranging shareholders synergy,and innovating methods to provide references for China Railway Group’s subsequent management of joint venture railway companies.Originality/value-This paper contributes to the existing literature by providing a comprehensive analysis of the challenges faced by China Railway Group in managing participation in joint-venture railway companies following the regional restructuring.The study offers novel insights and practical recommendations for addressing these challenges.The findings can serve as valuable references for China Railway Group’s subsequent management of joint-venture railway companies which participated in,as well as for other stateowned enterprises facing similar challenges in managing their joint ventures.
文摘The aim of this study was to verify the existence of business and strategic intelligence policies at the level of Congolese companies and at the state level, likely to foster progress and healthy development in the east of the DRC. The study was based on a mixed perspective consisting of objective analysis of quantitative data and interpretative analysis of qualitative data. The results showed that business and strategic intelligence policies have not been established at either company or state level, as this is an area of activity that is not known to the players in companies and public departments, and there are no units or offices in their organizational structures responsible for managing strategic information for competitiveness on the international market. In addition, there is a real need to establish strategic information management units within companies, upstream, and to set up a national strategic information management department or agency to help local companies compete in the marketplace, downstream. This reflects the importance and timeliness of building business and strategic intelligence policies to ensure economic progress and development in the eastern DRC. Business and strategic intelligence provides companies with an appropriate tool for researching, collecting, processing and disseminating information useful for decision-making among stakeholders, in order to cope with a crisis or competitive situation. The study suggests a number of key recommendations based on its findings. To the government, it is recommended to establish the national policy of business and strategic intelligence by setting up a national agency of strategic intelligence in favor of local companies;and to companies to establish business intelligence units in their organizational structures in favor of stakeholders to foster advantageous decision-making in the competitive market and achieve progress. Finally, the study suggests that studies be carried out to fully understand the opportunities and impact of business and strategic intelligence in African countries, particularly in the DRC.
文摘One day in April,our reporters visitedthis national super-large enterprise.Mr Huang Xiaoping,the generalmanager,briefed us on the company’s brilliantpast and bright future. The Yuejin Auto Group Company isfamed all over the world for producing YuejinBrand automobiles.In 1958,the firstgeneration of Yuejin Brand automobiles cameout,and China has since had its first
