How Could Huawei Grow to the Largest Telecommunication Service Providing Company in Burma

<p>From the point of telecommunication service providing, the paper analyzed three critical factors which help Huawei become the largest provider in Burma. They are models of operation, modern project management method, and corporation culture. Burmese project is only a microcosm of Huawei’s overseas business. It is also a perfect interpretation of the overseas development history of a Chinese private enterprise that is full of fighting spirit.</p>

Impacts of the factors on job satisfaction of workers in mining enterprises in Quang Ninh region

Currently, the number of mining workers quitting their jobs is increasing, while coal mining enterprises are facing many difficulties in labor recruitment. To reach current production requirements and future development, coal enterprises need to retain workers for their operation. In this study, we tested 7 factors affecting the job satisfaction of coal workers, the study showed that 4 factors including relationship, income, job and corporation culture affect positively employee satisfaction while job opportunities and working conditions reduce the level of job satisfaction. The research results may be a suggestion to help coal enterprises to devise appropriate solutions to improve job satisfaction of workers, so that they can ensure the maintenance of human resources for production.

Culture jamming the ‘corporate assault’ on schools and children

In contemporary times, organisations across all sectors of society have been encouraged to collaborate and be ‘part of the solution’ to childhood obesity. This has led to a proliferation of anti-obesity/healthy lifestyles programmes that are funded, devised and implemented by private sector players (e.g. McDonald’s, Nestlé) in schools across the globe. This corporate-friendly version of education attempts to erode the democratic purposes of public education, and at the same time, shape children as consumers. Drawing on the Foucauldian notion of the governmental assemblage, I argue that culture jamming techniques, such as pranking and détournement, may act as tactics within a broader critical pedagogy of consumption that both challenges and counter-exploits this new ‘brand’ of education and corporation. Culture jamming provides an opportunity to develop students and teachers as counter-political agents: those that contest anti-politics, create new truths, unmask corporate interests and ‘unsettle’ the corporatised education assemblage.

Corporation culture in businesses and innovation management

“Change”, typically speaking, whether planned or not, is transformation of a system (humans or organizations), progress or environment from a circumstance to another in certain conditions . Change also represents the qualities that organizations and humans have changing dimensions. Change is a fundamental characteristic of every human society. Heraclius said “Nothing is permanent except change.” To change, in a way, is life itself. Whether we want it or not, change is always on our footstep. Change, as it can on a personal basis, can be on a corporation, social, national or universal basis as well. In other words, change is seen on every stage of life. Social change is change within the structure of a society. As for organizational change, it expresses all manner of change that can take place within various subsystems and factors of an organization and relations between them. “Innovation”, however, is a process of change, but not every change is an innovation. If the change is original and contributes to efficient and economic implementation of objectives to the system its changes, it can be counted as innovation. With this quality innovation is a more narrow-scoped concept than change. While change can be in a positive or negative way, innovation can only be positive. Key Words : Corporate Culture ,Innovation Management ,Innovation

A Study of Eco-Friendly Supply Chain Management at Cement Industries of Chhattisgarh

India has experienced one of the fastest economic growth rates in the world which has been a dramatic driver in the nature and scale of impact on the country’s environment and natural resources. Environmental risks and problems are widening. The issues of managing environment impacts are capturing public attention. Modernization and technology up-gradation is a continuous process for any growing industry and is equally true for the cement industry. With increasing awareness of environmental protection worldwide, the green trend of conserving the Earth’s resources and protecting the environment is overwhelming, thereby exerting pressure on corporations in India. The pressure and drive accompanying globalization has prompted enterprises to improve their environmental performance (Zhu and Sarkis, 2006). Consequently, corporations have shown growing concern for the environment over the past ten years (Sheu, et al., 2005). The pressure on corporations to improve their environmental performances comes from globalization rather than localization (Sarkis and Tamarkin, 2005). Increasing environmental concern has gradually become part of the overall corporation culture and, in turn, has helped to reengineer the strategies of corporations (Madu, et al., 2002).

A Study of Eco-Friendly Supply Chain Management at Cement Industries of Chhattisgarh

India has experienced one of the fastest economic growth rates in the world which has been a dramatic driver in the nature and scale of impact on the country’s environment and natural resources. Environmental risks and problems are widening. The issues of managing environment impacts are capturing public attention. Modernization and technology up-gradation is a continuous process for any growing industry and is equally true for the cement industry. With increasing awareness of environmental protection worldwide, the green trend of conserving the Earth’s resources and protecting the environment is overwhelming, thereby exerting pressure on corporations in India. The pressure and drive accompanying globalization has prompted enterprises to improve their environmental performance (Zhu and Sarkis, 2006). Consequently, corporations have shown growing concern for the environment over the past ten years (Sheu, et al., 2005). The pressure on corporations to improve their environmental performances comes from globalization rather than localization (Sarkis and Tamarkin, 2005). Increasing environmental concern has gradually become part of the overall corporation culture and, in turn, has helped to reengineer the strategies of corporations (Madu, et al., 2002).