《国务院关于加快培育和发展战略性新兴产业的决定》审议通过

近日,国务院总理温家宝主持召开国务院常务会议,审议并原则通过《国务院关于加快培育和发展战略性新兴产业的决定》会议确定了战略性新兴产业发展的重点方向、主要任务和扶持政策。（一）从我国国情和科技、产业基础出发,现阶段选择节能环保、新一代信息技术、生物、高端装备制造、新能源、新材料和新能源汽车七个产业,     

七大战略性新兴产业确定

日前,国务院召开常务会议,审议并原则通过《国务院关于加快培育和发展战略性新兴产业的决定》,节能环保、新一代信息技术、生物、高端装备制造、新能源、新材料和新能源汽车7个产业将被重点培育,加快推进。会议指出,加快培育和发展以重大技术突破、重大发展需求为基础的战略性新兴产业,对于推进产业结构升级和经济发展方式转变,提升我国自主发展能力和国际竞争力,促进经济社会可持续发展具有重要意     

2010年再生有色金属行业十大新闻

1.国务院发布《关于加快培育和发展战略性新兴产业的决定》再生金属产业作为节能环保产业领域的重要组成部分被列入国家七大战略性新兴产业之一给予重     

《新材料产业“十二五”发展规划》(节选)

为培育和发展新材料产业,推动材料工业转型升级,支撑战略性新兴产业发展,加快走中国特色的新型工业化道路,依据《中华人民共和国国民经济和社会发展第十二个五年规划纲要》和《国务院关于加快培育和发展战略性新兴产业的决定》,工业和信息化部制定了《新材料产业"十二五"发展规划》并于2012年2月发布。     

国务院关于促进稀土行业持续健康发展的若干意见

各省、自治区、直辖市人民政府,国务院各部委、各直属机构:稀土是不可再生的重要战略资源,在新能源、新材料、节能环保、航空航天、电子信息等领域的应用日益广泛.有效保护和合理利用稀土资源,对于保护环境,加快培育发展战略性新兴产业,改造提升传统产业,促进稀土行业持续健康发展,具有十分重要的意义.经过多年发展,我国稀土开采、冶炼分离和应用技术研发取得较大进步,产业规模不断扩大.     

动态环境下战略新兴产业政策体系建设研究

战略性新兴产业具有基础薄弱、前期研发成本高的特点,需要政府进行政策引导.在对传统产业政策理论分析的基础上,针对新兴产业外部市场环境动态性强的特征,从动态竞争优势的视角建立了战略性新兴产业政策体系,并从核心资源交换、创新资源培育、外部市场培育、布局调整、组织创新等五个关键方面,提出与资本市场结合、搭建国际合作平台、吸引高端人才、提高创新能力、保护自主知识产权、培育产业市场、完善产业布局和加快产业组织创新等具体举措.     

国务院敲定七大战略新兴产业及扶持政策

国务院总理温家宝8日主持召开国务院常务会议,审议并原则通过《国务院关于加快培育和发展战略性新兴产业的决定》。     

国务院关于加快培育和发展战略性新兴产业的决定（节选）

2010年10月，国务院颁布的《国务院关于加快培育和发展战略性新兴产业的决定》明确包括新材料等共7个重点发展的领域，而新材料产业将“重点大力发展稀土功能材料、高性能膜材料、特种玻璃、功能陶瓷、半导体照明材料等新型功能材料”具体内容摘录如下：     

关于扩大战略性新兴产业投资培育壮大新增长点增长极的指导意见

正发改高技[2020]1409号为深入贯彻落实党中央、国务院关于在常态化疫情防控中扎实做好"六稳"工作,全面落实"六保"任务,扩大战略性新兴产业投资、培育壮大新的增长点增长极的决策部署,更好发挥战略性新兴产业重要引擎作用,加快构建现代化产业体系,推动经济高质量发展,现提出如下意见:     

工信部:加快发展新能源、新材料、新能源汽车、绿色环保等战略性新兴产业

2021年12月3日,工信部印发《"十四五"工业绿色发展规划》的通知。其中提到,要壮大绿色环保战略性新兴产业。着力打造能源资源消耗低、环境污染少、附加值高、市场需求旺盛的产业发展新引擎,加快发展新能源、新材料、新能源汽车、绿色智能船舶、绿色环保、高端装备、能源电子等战略性新兴产业。     

CHALCO-ORDINS Strategic Cooperation

<正>On January 20,2017,The Cooperation Framework Agreement signing ceremony was held at Ordins’headquarters,jointly with China Aluminum Logistics Group Co.,Ordins and Ordins East China Co.CHALCO is an important state-owned enterprise,and the world’s second largest     

Strategic Management in Construction

The traditional philosophy of management in construction, both in academia and in industry, places great emphasis on the ability to plan and execute projects. In contrast, a similar emphasis on strategic management has received less attention in the construction industry. Although the pressures of project performance can often obscure the broader social, economic, and professional context in which strategic management is undertaken, it is these broad contextual areas that make strategic management an essential issue for construction organizations. Rapidly changing social and technological issues are creating a professional environment that will look very different in the coming decades from that experienced in today's organizations. This paper introduces a study of the current strategic management practices of construction organizations. This paper also introduces the concept of strategic management and the areas that organizations must address to compete in the global marketplace. A summary of an industry survey is documented together with the background research that prompted the investigation of these topics.     

佳能董事长战略演讲

佳能公司董事长兼首席执行官御手洗富士夫先生担任日本机械联合会会长时间有四年．直到去年才卸任。担任日本机械联合会会长期间，他多次来中国访问。并得到了温家宝总理的接见．探讨如何巩固和加强两国的双边关系。今年5月12号。也就是上个星期。御手洗先生被中日协会授予中日友谊使者的称号．     

重庆建设国家中心城市的战略目标与战略突破

重庆是中国重要的中心城市,是长江上游的经济中心,西部重要的增长极和城乡统筹的直辖市.其战略目标是在2020年左右成长为中国经济的第四极.建设国家中心城市是一个长期的任务,在十二五时期重庆将逐渐在形成国家级的交通枢纽、城乡统筹、发展新型战略性产业、区域经济合作、对外开放五个方面取得战略突破.为此,在发挥现有优势的同时,应提高自身素质,完善行政管理体制,完善公共服务设施,优化投资环境和发展环境.     

Strategic Management in Design Firms

The traditional philosophy of management in the architecture-engineering-construction (AEC) industry, both in academia and in industry, places great emphasis on the ability to plan and execute projects. In contrast, a similar emphasis on strategic management has received less attention in the AEC industry. Although the pressures of project performance can often obscure the broader social, economic, and professional context in which strategic management is undertaken, it is these broad contextual areas that make strategic management an essential issue for AEC organizations. Rapidly changing social and technological issues are creating a professional environment that will look very different in the coming decades than that experienced in today's organizations. This paper introduces a study of the current strategic management practices of design-based firms. The paper introduces the concept of strategic management and the areas that organizations must address to compete in the global marketplace. A summary of an industry survey is documented together with the background research that prompted the investigation of these topics.     

Strategic processing during comprehension.

This study addresses 3 questions: How flexible are readers when reading strategically? How is strategic processing affected by properties of the text? and Do some strategies lead to better text retention than others? Participants read short narratives and thought aloud with an instruction to either explain, predict, associate, or understand. The think-aloud protocols were used to predict sentence reading times for other participants who read silently with the same strategies. The results indicated that readers are capable of strategically controlling the inferences that they generate. However, strategic control comes at some cost in that it limits the resources devoted to other inferences. Furthermore, strategic processing is heavily constrained by a text. Text-based explanations occurred when there was an identifiable causal antecedent in the prior text. Knowledge-based inferences occurred when there were no antecedents and when new characters and objects were introduced. These effects occurred across reading strategies. Reading to explain led to better memory, but only when reading silently. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Strategic Management in Engineering Organizations

The traditional philosophy of management in organizations that focus on the built environment, both in the public and private sector, places great emphasis on the ability to plan and execute projects. In contrast, a similar emphasis on strategic management has received less attention in this context. This paper introduces a comparative study of the current strategic management practices in public and private organizations that are responsible for constructing the built environment. The paper introduces the areas that organizations must address to compete in the face of changing customer and competitor conditions. A summary of a comparative survey conducted on firms in the construction industry is documented together with the background research that prompted the investigation of these topics.     

Strategic self-presentation in supervision.

A counselor trainee with a defensive self-presentational style is one who takes credit for the client's improvement or blames the client for deterioration. Conversely, a trainee with a counterdefensive style attributes improvement to the client or accepts personal responsibility for deterioration. 80 experienced (1–25 yrs) supervisors heard a tape of a simulated supervisory session in which a female trainee summarized her ongoing treatment of a moderately depressed client. Ss heard the trainee (a) describe how, recently, the client's depression had either lifted (improvement condition) or worsened (deterioration condition); and (b) attribute this change either to her own efforts or to the client. Ss then completed several measures, including an abbreviated version of the Counselor Rating Form. The counterdefensive trainee was judged to be somewhat more socially skilled than the defensive trainee, but the defensive trainee was rated as significantly more self-confident. Regardless of the trainee's explanation, however, when the client's depression lifted, the trainee was viewed as significantly more competent, self-confident, expert, and attractive than she was when the client's depression worsened. Ss assigned more responsibility to the client for improvement than for deterioration, but this pattern was reversed for the trainee and supervisor. (25 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Strategic planning for postacute care

The author examines workable approaches and benefits of using strategic planning to prepare for future postacute care.