安徽省地矿局发展战略研究
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摘要
在我国经济的迅速发展和环境变化日益复杂的背景下,计划经济体制下我国地质工作实行的“勘查勘探一体化”机制已无法适应需求,各省地矿局结合国家对于地质行业开展属地化改革的重要举措纷纷做出变革。在这一形势下,安徽省地矿局经过近年来的努力,在省局的企业化改革取得了成效,基于地质行业优势的企业化发展模式已成为安徽省地矿局的发展方向。目前安徽局存在的企业经济较弱、集团优势不明显、资源配置分散、投资方向不明确等诸多问题迫切需要省局在企业化改革方面做出战略性的结构调整。
结合安徽地矿局发展现状和地质行业发展的总体趋势,本文认为,立足地质行业优势的同心多样化战略是安徽省地矿局发展战略选择的重要方向,如何实施同心多样化战略就成为关系到省局属地化管理、企业化经营改革的关键。
本文首先介绍了国内外地质勘查行业发展战略理论与实践现状和目前安徽省地矿局的发展现状,分析了安徽省地矿局发展面临的内外部环境,在此基础上,本文着重探讨了安徽省地矿局基于同心多样化战略的发展模式以及战略设计和选择,并对同心多样化战略实施的可行性和必要性做出分析,进而探讨了安徽省地矿局同心多样化战略的实施途径,分析了战略实施的预期效果,并结合对实施风险的分析探讨了风险控制的主要方法。本文最后总结了主要结论和同心多样化战略设计的应用,指出了在本文战略研究基础上的进一步研究方向。
本文通过对安徽省地矿局实施同心多样化战略的设计,在发展战略的实施、战略发展模式的建立、战略的实施途径等方面进行一些创新和尝试,旨在对我国省级地矿局的发展战略选择提供一些有益的借鉴,并为我国地质行业的发展给予一定的启发。
In the planned economy system, China's geological work went under "exploration and prospecting integration" mechanism, including all the exploration work of geological survey and early development of mineral. In the Early stages of national economy development, "exploration and prospecting integration" mechanism benefits to meet the needs of organizing and mobilizing the exploration efforts, forming a survey of production power quickly, and establishing an independent industrial system and national economic system. However, with the deepening of China's economic system reform, many questions and problems gradually emerged in geological survey institutional mechanism. After the "3-reforming" exploration in geological work and the territorial reform, the geological survey units have made remarkable results with efforts after a period of time, but in the face of new competition situation and the complex environmental background, the provincial geological survey bureaus still face the problems how to formulate a scientific development strategy in the new internal and external environmental conditions, to find and create development space suited to their own productions.
This article aims to analyze the main problems existed in the development of Anhui Bureau of Geology and Mineral Resources by combining theoretical analysis and empirical research in the use of economics and modern management related theories. It also studies the development strategies of Anhui of Geology and Mineral Resources to find out the suitable core strategy for the development of the Bureau by referring to the development experience of international and other provincial bureaus, using the strategic management theory, comparative law, theory with practice and other methods.
This paper tries to provide a set of scientific, reasonable and viable development strategies with a matching function strategy through practical research and theoretical analysis, to compile an operational "construction design" and "technical security measures" for the "bigger-and-stronger" aim of Anhui Bureau of Geology and Mineral, using concentric diversification strategy under the existing industry strengths of the Bureau, which may help the decision-making of the Bureau.
结合安徽地矿局发展现状和地质行业发展的总体趋势,本文认为,立足地质行业优势的同心多样化战略是安徽省地矿局发展战略选择的重要方向,如何实施同心多样化战略就成为关系到省局属地化管理、企业化经营改革的关键。
本文首先介绍了国内外地质勘查行业发展战略理论与实践现状和目前安徽省地矿局的发展现状,分析了安徽省地矿局发展面临的内外部环境,在此基础上,本文着重探讨了安徽省地矿局基于同心多样化战略的发展模式以及战略设计和选择,并对同心多样化战略实施的可行性和必要性做出分析,进而探讨了安徽省地矿局同心多样化战略的实施途径,分析了战略实施的预期效果,并结合对实施风险的分析探讨了风险控制的主要方法。本文最后总结了主要结论和同心多样化战略设计的应用,指出了在本文战略研究基础上的进一步研究方向。
本文通过对安徽省地矿局实施同心多样化战略的设计,在发展战略的实施、战略发展模式的建立、战略的实施途径等方面进行一些创新和尝试,旨在对我国省级地矿局的发展战略选择提供一些有益的借鉴,并为我国地质行业的发展给予一定的启发。
In the planned economy system, China's geological work went under "exploration and prospecting integration" mechanism, including all the exploration work of geological survey and early development of mineral. In the Early stages of national economy development, "exploration and prospecting integration" mechanism benefits to meet the needs of organizing and mobilizing the exploration efforts, forming a survey of production power quickly, and establishing an independent industrial system and national economic system. However, with the deepening of China's economic system reform, many questions and problems gradually emerged in geological survey institutional mechanism. After the "3-reforming" exploration in geological work and the territorial reform, the geological survey units have made remarkable results with efforts after a period of time, but in the face of new competition situation and the complex environmental background, the provincial geological survey bureaus still face the problems how to formulate a scientific development strategy in the new internal and external environmental conditions, to find and create development space suited to their own productions.
This article aims to analyze the main problems existed in the development of Anhui Bureau of Geology and Mineral Resources by combining theoretical analysis and empirical research in the use of economics and modern management related theories. It also studies the development strategies of Anhui of Geology and Mineral Resources to find out the suitable core strategy for the development of the Bureau by referring to the development experience of international and other provincial bureaus, using the strategic management theory, comparative law, theory with practice and other methods.
This paper tries to provide a set of scientific, reasonable and viable development strategies with a matching function strategy through practical research and theoretical analysis, to compile an operational "construction design" and "technical security measures" for the "bigger-and-stronger" aim of Anhui Bureau of Geology and Mineral, using concentric diversification strategy under the existing industry strengths of the Bureau, which may help the decision-making of the Bureau.
引文
[1]中国国土资源经济研究院.商业性矿产勘查政策研究报告[R].北京：中国国土资源经济研究院,2006.
[2]国务院.国务院关于加强地质工作的决定[M].北京：地质出版社,2006.
[3]国土资源部地质勘查司等.全国地质勘查行业情况调查分析报告[R].北京：国土资源部地质勘查司,2008.
[4]朱东晖,贺建委.探索新的地勘体制机制,促进地勘工作健康发展[J].中国国土资源经济,2008.
[5]阿瑟.汤姆森、期迪克兰德著,战略管理[M],北京大学出版社,2004年
[6]曾庆学,龚敏.试论企业战略理论的演变与新发展[J].商业研究,2000,8：1-4
[7]赵奇.中央公益性地质调查人才队伍现状及发展对策[D].北京：中国地质调查局人事教育部,2007.
[8]贺建委.浅析地勘单位面临的形势及工作重点[J].中国国土资源经济,2008.
[9]李春明,地勘队伍产业战略设计与企业制度创新[J].中国地质2000年第6期
[10]张文驹.让资源经济研究与应用融入社会[M].北京：中国大地出版社,2003
[11]贾春峰.企业发展战略研究中的八个问题[J].南方经济,2000年第1期
[12]谷早,袁宗荣.以人才资源开发与管理实现地勘单位经济发展[J].中国国土资源经济,2007.
[13]张盛丰.论地勘单位企业化[J].中国国土资源经济：2004,17(10)：
[14]程红宇.对当前国有资本运营若干问题的探讨[J].市场论坛,2008.
[15]孙英男.中国国有地勘企业制度创新模式研究[D].吉林：吉林大学,2003
[16]苏铁军.地勘单位企业改制存在的问题及对策[J].中国煤田地质,2005.
[17]庞声琴,地勘单位向企业过渡必须解决的主要问题分析[J].中国地质矿产经济,2003
[18]周莉.国有企业资本运营研究[J].价值工程,2004.
[19]王金亮.河南有色地矿局企业化改造模式的研究[D].西安交通大学,2001.
[20]张怀宁,郭利峰,汪静.浅谈地勘单位企业化[J].西部探矿工程,2006.
[21]地质勘查队伍管理体制改革方案[S].1999年4月,国办发22[1999]37号.
[22]陈瞾,肖荣阁,段孝平.内蒙古地劫革位改革发展模式研究[J].中国国土资源经济,2009.
[23]迈克尔波特著,夏忠华主译.竞争战略[M].中国财政经济出版社.1988.
[24]晁俊祥.关于地勘单位建立现代企业制度的思考[B].西部探矿工程.2004.
[25]王希凯.地勘单位企业化经营综述[J].中国地质矿产经济：1999(10)：1-6
[26]姚小涛,席酉民.环境变革中的企业与企业集团[M].北京：机械工业出版社,2002：
[27]Porter M E.Competitive Adventage:Creating and Sustaining Superior Performance. New York:Free Press,1985,P138
[28]David J Collis, Cynthia A. Montgomery. Competing on Resources:Strategy in the 1990s[J]. Harvard Business Review,uly-August 1995:P146
[29]Wheelen TL,Hunger J D.Strategic Management and Business Policy, N.J:Addison, Wesley Publishing Company,1989,P76
[30]JashaparaA., The Competitive Learning Organization:A Quest for Holy Grail, Management Decisionl993, P112
[31]PedlerM., Burgoyne J.&Boydell T, The Learning Company:A Strategy for Sustainable Development, London:McGraw-Hill,1991
[2]国务院.国务院关于加强地质工作的决定[M].北京：地质出版社,2006.
[3]国土资源部地质勘查司等.全国地质勘查行业情况调查分析报告[R].北京：国土资源部地质勘查司,2008.
[4]朱东晖,贺建委.探索新的地勘体制机制,促进地勘工作健康发展[J].中国国土资源经济,2008.
[5]阿瑟.汤姆森、期迪克兰德著,战略管理[M],北京大学出版社,2004年
[6]曾庆学,龚敏.试论企业战略理论的演变与新发展[J].商业研究,2000,8：1-4
[7]赵奇.中央公益性地质调查人才队伍现状及发展对策[D].北京：中国地质调查局人事教育部,2007.
[8]贺建委.浅析地勘单位面临的形势及工作重点[J].中国国土资源经济,2008.
[9]李春明,地勘队伍产业战略设计与企业制度创新[J].中国地质2000年第6期
[10]张文驹.让资源经济研究与应用融入社会[M].北京：中国大地出版社,2003
[11]贾春峰.企业发展战略研究中的八个问题[J].南方经济,2000年第1期
[12]谷早,袁宗荣.以人才资源开发与管理实现地勘单位经济发展[J].中国国土资源经济,2007.
[13]张盛丰.论地勘单位企业化[J].中国国土资源经济：2004,17(10)：
[14]程红宇.对当前国有资本运营若干问题的探讨[J].市场论坛,2008.
[15]孙英男.中国国有地勘企业制度创新模式研究[D].吉林：吉林大学,2003
[16]苏铁军.地勘单位企业改制存在的问题及对策[J].中国煤田地质,2005.
[17]庞声琴,地勘单位向企业过渡必须解决的主要问题分析[J].中国地质矿产经济,2003
[18]周莉.国有企业资本运营研究[J].价值工程,2004.
[19]王金亮.河南有色地矿局企业化改造模式的研究[D].西安交通大学,2001.
[20]张怀宁,郭利峰,汪静.浅谈地勘单位企业化[J].西部探矿工程,2006.
[21]地质勘查队伍管理体制改革方案[S].1999年4月,国办发22[1999]37号.
[22]陈瞾,肖荣阁,段孝平.内蒙古地劫革位改革发展模式研究[J].中国国土资源经济,2009.
[23]迈克尔波特著,夏忠华主译.竞争战略[M].中国财政经济出版社.1988.
[24]晁俊祥.关于地勘单位建立现代企业制度的思考[B].西部探矿工程.2004.
[25]王希凯.地勘单位企业化经营综述[J].中国地质矿产经济：1999(10)：1-6
[26]姚小涛,席酉民.环境变革中的企业与企业集团[M].北京：机械工业出版社,2002：
[27]Porter M E.Competitive Adventage:Creating and Sustaining Superior Performance. New York:Free Press,1985,P138
[28]David J Collis, Cynthia A. Montgomery. Competing on Resources:Strategy in the 1990s[J]. Harvard Business Review,uly-August 1995:P146
[29]Wheelen TL,Hunger J D.Strategic Management and Business Policy, N.J:Addison, Wesley Publishing Company,1989,P76
[30]JashaparaA., The Competitive Learning Organization:A Quest for Holy Grail, Management Decisionl993, P112
[31]PedlerM., Burgoyne J.&Boydell T, The Learning Company:A Strategy for Sustainable Development, London:McGraw-Hill,1991