Search

External evaluation contributes significantly to the development of CSR. For three consecutive years since 2009, the Research Center for CSR, the Chinese Academy of Social Sciences (hereafter referred to as the Center) has released China’s Top 100 Firms CSR Development Index (hereafter referred to as the Index) based on classical CSR theories and international assessment approaches while taking into account actual situations in China. The Index evaluates these Chinese enterprises annually on their performance in CSR management and the level of information disclosure through the assessments of four different aspects, including responsibility management, economic responsibilities, social responsibilities, and environmental responsibilities. Moreover, it identifies and analyzes phase-specific characteristics of CSR development in China in hopes of providing references for further studies on Chinese CSR. In 2012, the Center continues to evaluate CRS performance of China’s top 100 state-owned, private, and foreign-funded entities. It studies the developing characteristics of Chinese CSR from the previous year in hopes of the better understanding and advancing the systematic development of CSR in China.

In Chap. 3, we revealed why local vegetable operators or farmers turned away from Dongwayao Marketplace and chose Meitong Marketplace and other secondary marketplaces, namely, their difficulty in ensuring a transaction site in the marketplace. Based on this, we will focus this chapter on discussing the changes and reasons regarding vegetable transaction sites in Dongwayao Marketplace, as well as its influence on different kinds of vegetable circulation, namely, that of local and nonlocal vegetables.

Due to the fact that the market in the IT industry changes very fast, if sales policies and promotion plans were all to be formulated by the headquarters of the company, the result would be bad due to time-lag and regional disparities. So upon the request of regional managers, the headquarters delegated partial authority to managers of each region. In a short period of time, because the regional offices knew their local markets better, plans formulated by them were more practical; meanwhile, the incentives for employees at the regional offices were also motivated, so the delegation of power demonstrated positive effects and, as a result, the sales volume increased a lot. However, problems occurred after a while. Corrupt behavior started to happen in regional offices after they obtained power. For example, rent-seeking largely existed in terms of price policy and marketing budget spending. The whole atmosphere and culture of the company were ruined, which severely damaged the company’s long-term interest. In the end, the headquarters of the company took back the power… (Interview with a manager, November 2007)

This paper took GEM companies listed between 2009 and 2011 as example and used 2SLS method to analyze the relation between venture capital institutions and corporate innovation behavior. We found that venture capital institutions generally have no significant effect on GEM companies, while state-owned venture capital institutions are conductive to improvement of enterprise innovation behavior. Besides, if state-owned and non-state venture capital institutions invest in an enterprise at the same time, share holding of venture capital tend to decrease. Thus, the government should invest more to venture capital as well as support the development of private enterprise and foreign venture capital.

As a department director, I’m at the middle level … It’s a sandwich position. The sandwich position is the most confusing position, because I need to coordinate with the upper level, and accurately pass the messages to my lower level. I also need to solve the lower level’s confusion caused by the unseen future of the company … To some of the requests raised by the upper level, the lower level staff might not understand. It is understandable to me that since people at different levels have different thoughts, they see things from different angles. When there are different opinions, it is difficult to solve, and our middle managers need to make some effort to coordinate … (Interview record, Dec. 14, 2009)

The private enterprises play important roles in China, promoting the urbanization construction, enhancing the regional competition ability and creating more jobs. In order to further enhance the market competition of enterprises, promote enterprise better and faster development, more and more enterprises choose human resource outsourcing. However, there are many sorts of risks in the process of outsourcing. This paper studies the risk identification and evaluation of private enterprise human resources outsourcing. Through constructing optimal contract model, this paper analyzes how the private enterprises construct optimal outsourcing contraction in the process of human resources outsourcing. And we believed that the risk in human resource outsourcing process is inevitable, so the private enterprise need unifies itself actual situation, outsourcing project characteristics, the comprehensive strength and special skills of the outsourcing service providers to make the most suitable enterprise outsourcing contract.

China’s economy has experienced dramatic increase since 1978. China’s GDP rocketed from 362.4 billion yuan in 1978 to 18 trillion yuan in 2005 and its GDP per capita increased from 379 yuan in 1978 to 14,040 yuan in 2005. The annual growth rate of GDP of this period at constant prices is 9.5 %.

The Guangcai Programme embodies the traditional Chinese values of being philanthropic and abides by the rules under the market economy. Meanwhile, it is in accordance with the strategies put forward by the government which aim to promote the development of economy. In the 16 years since it was carried out, the Guangcai programme has gained world-famous achievements The Guangcai Programme is groping its way ahead and becoming mature gradually.

Bright sun, colorful flowers, lush vegetation, an antique rockery, and a gallery containing an artistic display produce a beautiful view as you contemplate nature in a beautiful park. Astonishingly, this vista belongs to the China Shoe Capital Kangnai Group International Industry Park, located in the western suburbs of the city of Wenzhou. Opening this treasure box reveals a Chinese private enterprise constructing a world-class footwear and apparel brand.

By game analysis of the public and private in PPP projects without the government supervision, the private enterprise will reduce the effort degree without the government supervision, then the public welfare in PPP projects must be reduced, which demonstrated the necessity of government supervision. And it is analyzed that the government supervision has effect on promoting the private enterprise to invest the PPP project according to the agreement, and solved the optimal investment level of government supervision. Finally, it built the supervision mechanism of the whole process of project to improve the efficiency of government supervision.

Private Enterprise Employee Performance Evaluation Index System design is the core of private enterprise performance management issues, performance appraisal Index to scientific and reasonable not only help improve individual performance of employees of private enterprises and private enterprises contribute to the strategic objectives. This paper describes the basic theory of KPI, based on the employees of private enterprises is proposed KPI performance index based on design ideas and methods, and finally to private enterprise KPI system in a typical application cases are analyzed and studied.

In the previous chapter we have crafted the most basic definition of ‘entrepreneurs’ as people who have opted to derive their income not from employment but from their own enterprise. We then want to study the mechanism that make some people make such a decision. We could probably perform a study like this without spending any time and effort on the nature of enterprises. However, although the topic of our study is Chinese entrepreneurship, we wish to contribute with our findings to the general discussions on entrepreneurship, we need to start this chapter with a short look at the position of the enterprise in China.

In the background where the market economy constantly improves and the social system gradually improves, to explore and research the role of private enterprise culture in sustainable development have important and far-reaching theoretical and practical significances. Based on the empirical analysis of the construction of private enterprise culture in Jinhua, the paper focuses on the status and the existing problems of the construction of private enterprise culture in Jinhua and proposes strategies on the construction of private enterprise culture in Jinhua.

The importance of culture. Culture is a potentially nebulous concept. Many economists deny culture any place in their theories on the grounds that the concept is so imprecise. Yet economic models that exclude culture cannot fully account for the phenomena that they attempt to explain. This has forced many economists to reluctantly acknowledge culture as a ‘residual element’ in their explanations (a recent example is Landes 1998). The residual role of culture has been particularly important in the explanation of economic growth. There can be little doubt, therefore, that a book on cultural factors in economic growth addresses an important gap in recent economic literature. This book aims to begin the process of filling that gap. The contributors are from diverse social science backgrounds, although the largest number of contributions is from economic history. This is no accident. While sociologists and anthropologists are the two disciplines to have made the most intensive use of the concept of culture, economic historians have tried hardest to draw the links between culture and economic growth.

When leaving the traditional rules of salesmanship and accounting as well as commercial and trading sciences (“old” business administration) out of consideration, the “new” business administration is a quite young discipline. Its origin in Germany can be traced back to the beginning of this century and the foundation of such academies.1 Within the industrial development and entrepreneurial activities, the question of organizing and leading a business in an appropriate, successful and scientifically sound way has become more meaningful and urgent. This is how “Private enterprise economics” (in German: Privatwirtschaftslehre) or “Individual economics” (Einzelwirtschaftslehre) have become a scientific discipline like the already established subject of economics.

Changes after 1989 in the CR (the Czech Republic) proceeded in an atmosphere of greater support and trust in the economic reform, in decisive state institutions, as well as social arrangements. The situation in Slovakia was marked by a higher degree of criticism, caution and hesitation, the opinion spectrum on the process of change was not as defined and polarised as in the CR.

This chapter consists of three short essays discussing different aspects of the role of environmental scientists in environmental planning and management.

Deviating from earlier chapters we will now explicitly take into account the behavior of other economic agents and consider the optimal policy of a public enterprise in such cases. The minimization of welfare losses may require an adjustment of public-enterprise decisions in cases of — interdependencies caused by producers (If private sellers deviate from marginal costs, what are the welfare-maximizing prices of the public enterprise?), — interdependencies caused by consumers (Which prices shall a public enterprise choose to influence the private demand structure in a wanted direction, for instance shifting demand from private means of transportation to public ones?).

The seventies have experienced a proliferation of citizen, city, state, national and international groups aiming at designing alternative futures for a better society. With few exceptions these groups have neglected to incorporate into their designs the role of the private corporation as an important determinant of these futures. In this paper an attempt is made to fill that void by providing a conceptual framework which identifies the role of the private corporation as an important and indispensable agent in future developments. The framework discards the contemporary form of a corporation and proposes a new organic firm.