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The transition of the global financial governance system is a history of the rise and fall of the Western advanced countries in the post-war international political and economic system. Since the end of the Second World War, the International Monetary Foundation and the World Bank have always taken the dominant role in the field of global financial governance. However, after the beginning of the global financial crisis in 2008, many drawbacks have become apparent concerning these two significant institutions, such as the lack of representatives, the slow and ineffective response to the crisis, etc. Following a strong appeal from the developing countries (with the emerging powers as their representatives), the global financial governance system has experienced several rounds of reforms which have yet to yield acceptable results. Therefore, it is highly necessary to create a new institution which can play a complementary role in the existing financial governance system rather than overthrow it. Complying with the tide of history, the official establishment of the BRICS Bank can be of great significance to the reform of current global financial governance systems such as diversifying the global financial governance bodies, representing the interests of developing countries in a better way, enhancing the status and improving the importance of emerging economies in the international political and economic order. Admittedly, the BRICS Bank also faces great challenges and limits such as the lack of a core leadership and the absence of a unified currency, etc.

作為社會主義國家中央計劃的遺產,國民經濟和社會發展五年計劃/規劃是調節中國經濟社會與空間發展的重要工具。隨著中國政治經濟的轉型,五年計劃/規劃也經歷了多次顯著的轉變。尤其在"十一五"時期,五年規劃體系分別在三個地理尺度上加強了其中的空間規劃元素和地位。這包括在國家層面提出主體功能區劃,在區域層面加強區域空間規劃功能,在市縣層面進行規劃體制改革。 ; 目前,學術界還未有對五年計劃/規劃在中國轉型中所扮演的角色展開深入研究,特別是空間規劃如何轉變和行使空間管治功能。基於此,本論文採用管治的視角,構建一個基於過程的概念分析框架,以揭示五年計劃/規劃體系中的空間規劃元素轉變的基本原理和機制,也即在於探討各利益主體、制度、規劃管理和機制如何作用於五年規劃中空間規劃的發展,以及空間規劃在地方具體管治事務上的成效。具體而言,論文試圖回答以下三個相關研究問題。第一,五年規劃為何要植入新的空間規劃方法?第二,"十一五"期間,將空間規劃植入五年規劃體系的機制是什麼?第三,植入的空間規劃是否能有效的進行空間管治?通過分析空間規劃內容在國家五年計劃/規劃體系中的演變特點,以及結合江蘇省"十一五"期間的兩個案例(區域和城市兩個尺度)的研究,論文得出以下結論: ; 隨著市場化改革和經濟權力下放,中國空間發展的政治經濟環境發生了重要變化。這在客觀上需要五年計劃/規劃體系中的空間規劃內容做出相應的調整。初期,空間規劃的形式體現在以部委主導的發展項目;改革開放到"十五"計畫期間,空間規劃的形式主要體現在劃定特殊的政策區域;"十一五"規劃以來,空間規劃則以空間分類引導與約束並舉的空間發展政策框架形式出現。"十一五"以來轉變的目的是使經濟規劃與空間規劃的結合更加緊密,以克服中國當前空間管治的各種困境。但是,這種在空間規劃方法上的創新也受到了來自地方層級政府和不同規劃部門的挑戰,為其實施帶來了一些不確定因素。 ; 在區域尺度上,論文選取了江蘇省五年規劃體系中的沿江規劃作為案例。研究發現,作為省政府自上而下引導區域協調發展和區域經濟整合,約束空間無序開發的手段,沿江規劃的發展高度依賴於地方的政治經濟環境,反應了省內複雜的空間管治機制。沿江規劃稍早於省"十一五"規劃出臺。隨後,省政府將沿江規劃進行調整並植入五年規劃體系。其主要目的是為了加強沿江規劃的政治地位,以克服其早期實施時出現的危機。調整後的沿江規劃進一步突出了空間管治、區域協調發展和可持續性的目標。但是,在規劃實際實施中,沿江規劃戰略成為區內城市政府為資本積累推動新的發展項目的工具,而區域協調發展和空間可持續性問題反而被一再忽略。 ; 在城市尺度上,論文選取了國家發改委主導的蘇州"十一五"市縣規劃改革作為案例。其改革的目的主要是加強規劃協調和發展控制。然而,蘇州"十一五"時期的發展表明,市"十一五"規劃中所植入的空間規劃框架儘管加強了空間發展約束和引導的內容,但實際上其無力調整市域部門分割的空間管治關係。這主要是因為,地方的空間規劃受到來自中央規劃部門的條例、法規和指標控制等垂直管理體系的約束。另外,為了創造土地財政和刺激地方發展,城市政府試圖突破自上而下的規劃控制指標和操縱地方規劃的資料,尤其是土地開發。為此,蘇州"十一五"規劃中的空間規劃處於一個嵌套的規劃管理環境。空間規劃進而成為中央和地方在空間管治理念上博弈的犧牲品。這種空間規劃的創新,不但無法融合部門割裂的規劃功能,更不能觸動地方政府對土地財政依賴,因此無法建立空間管制的機制。 ; 總體上,經濟增長仍然是地方最為重要的規劃管治問題,進而決定了空間規劃中政治的走向。目前的空間規劃理念還主要是緩解經濟增長的限制性因素,如土地供應緊張和環境門檻提升等,而非為了建立有效的空間管治機制。 ; As a legacy of the socialist state with central planning, Five-Year Planning (FYP) is very important in regulating socio-economic and spatial development even in post-reform China. Along with the changing context of political economy, the plan has experienced remarkable transformation in the last several decades. Particularly, during the 11th FYP Period, the FYP system emphasized spatial planning at different geographic scales, such as incorporating Major Function-Oriented Zoning (MFOZ) ...

It is generally acknowledged that Europe will not be a super power in the sense of a political-military ensemble on an equal footing with the United States or China. Europeans reject this possibility across the board. Moreover, even if they wanted to go that route, wouldn't it expose them to reproducing on a European scale what they have struggled to combat amongst themselves: the idea of becoming a great power with all the attributes of force and supremacy that such a project implies?So if Europe will not be a super power, how can it be a power at all? Probably by reinforcing what remains its major political resource: its capacity to produce and set up at the global level a system of norms as broad-sweeping as possible that can organize the world, discipline the interplay of its actors, introduce predictability in their behavior, develop among them a sense of collective responsibility, and offer those who engage on this path, particularly the weakest, at least the partial possibility to use these norms as an argument/force* against all, including the world's most powerful.The task may seem colossal, even outrageous. It probably is, but does Europe have any other choice but to assume its responsibility as a normative power? Probably not.[publisher's website]

It is generally acknowledged that Europe will not be a super power in the sense of a political-military ensemble on an equal footing with the United States or China. Europeans reject this possibility across the board. Moreover, even if they wanted to go that route, wouldn't it expose them to reproducing on a European scale what they have struggled to combat amongst themselves: the idea of becoming a great power with all the attributes of force and supremacy that such a project implies?So if Europe will not be a super power, how can it be a power at all? Probably by reinforcing what remains its major political resource: its capacity to produce and set up at the global level a system of norms as broad-sweeping as possible that can organize the world, discipline the interplay of its actors, introduce predictability in their behavior, develop among them a sense of collective responsibility, and offer those who engage on this path, particularly the weakest, at least the partial possibility to use these norms as an argument/force* against all, including the world's most powerful.The task may seem colossal, even outrageous. It probably is, but does Europe have any other choice but to assume its responsibility as a normative power? Probably not.[publisher's website]

This master's thesis approaches the debate around biotechnology, genetically modified organisms (GMOs) and the notion of food sovereignty as they are addressed by an Indian, food sovereignty activist group called Navdanya. Basing on the material produced by Navdanya, I am determining, by the means of a theory guided content analysis, what kind of an alternative food sovereignty is. Furthermore, I am examining how food sovereignty can be considered as a means of resistance to the impacts of the GMOs in India. I am arguing that the introduction of the GMOs to India created an opportunity to govern populations and furthermore life and nature. I am examining this by utilising Michel Foucault's theory of biopolitics as a theoretical framework. In order to find out how governance and resistance are practiced, I utilise Foucault's notions of truth and power by illustrating how they can be utilised as a means to create governance and resistance. Therefore, I formulated a "truth regime of biotechnology" to represent the governance, operated by the actors supporting the utilisation of the GMOs, as well as to describe how the governance is created and justified under the regime. As a means of resistance, Navdanya produces alternative truths and puts into practice an alternative of food sovereignty – "the new politics of truth". Navdanya succeeds in its resistance by managing to create the alternative truth of food sovereignty, which does not utilise or reproduce the truths of the biotechnology regime. Navdanya does this by managing to detach the power of the biotechnology regime's truths from their economic and political roles they play in society. The traditional complexity with resistance, in relation to the State of India, is present, which can be however explained by utilising the new ways in approaching the notion of resistance in the context of the Global South.

by Littig, Irene Brigitta. ; "April 2000." ; Thesis (Ph.D.)--Chinese University of Hong Kong, 2000. ; Includes bibliographical references (p. 219-232). ; Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. ; Electronic reproduction. Ann Arbor, MI : ProQuest Information and Learning Company, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. ; Mode of access: World Wide Web. ; Abstracts in English and Chinese.

The EU lacks a single legislation on port matters, except for provisions concerning port facilities and the operations of certain technical port services. Europe has more than 1200 ports, of which 319 are global and basic, integrated into the TransEuropean Transport Networks as a whole. Ports play an essential role in the EU trade and passenger services, as they are key nodes in global trade networks. 74% of non-EU trade takes place through ports. The European port sector is not homogeneous and is based on different organizational models. European port diversity (in term of size and type of organizational) makes it difficult to define a joint strategy. This work addresses the analysis of progress in the construction of a common port policy, as well as the different cross-conceptions of the maritime port business agents. ; La Unión Europea carece de una legislación única en materia portuaria, salvo disposiciones relativas a las instalaciones portuarias y al funcionamiento de determinados servicios técnico-náuticos. Europa cuenta con más de 1.200 puertos, de los que 319 entre globales y básicos están integrados en el conjunto de las Redes Transeuropeas de Transporte. Los puertos desempeñan un rol esencial en lo que se refiere a los intercambios comerciales de la UE y en lo que concierne al servicio de pasajeros en la medida que son nodos clave en la red comercial mundial. Así, el 74% de las mercancías extracomunitarias se envían a través de los puertos. El sector portuario europeo no es homogéneo y reposa sobre diversos modelos organizativos. La diversidad portuaria europea, con diferenciación significativa en cuanto a tamaño, tipo, organización y forma de conectarse, hace difícil definir una estrategia conjunta para afrontar los grandes retos actuales. El trabajo aborda el análisis de los avances en la construcción de una política común portuaria y al mismo tiempo se exponen las distintas concepciones cruzadas de los actores del negocio marítimo y portuario. ; A Unión Europea carece dunha lexislación única en materia portuaria, agás disposicións relativas ás instalacións portuarias e ao funcionamento de determinados servizos técnico-náuticos. Europa conta con máis de 1.200 portos, dos que 319 entre glo-bais e básicos están integrados no conxunto das Redes Transeuropeas de Transporte. Os portos desempeñan un rol esencial no tocante aos intercambios comerciais da UE e no que concirne ao servizo de pasaxeiros na medida en que son nós claves na rede comercial mundial. Así, o 74% das mercadorías extracomunitarias envíanse a través dos portos. O sector portuario eu-ropeo non é homoxéneo e repousa sobre diversos modelos organizativos. A diversidade portuaria europea, con diferencia-ción significativa en canto a tamaño, tipo, organización e forma de conectarse, fai difícil definir unha estratexia conxunta para afrontar os grandes retos actuais. O traballo aborda a análise dos avances na construción dunha política común portuaria e asemade expóñense as distintas concepcións cruzadas dos actores do negocio marítimo e portuario.

Kunnat ovat suuren muutoksen keskellä. Kuntarakenneuudistus sekä sosiaali- ja terveydenhuollon palvelurakenneuudistus tulevat muuttamaan kuntien hallintoa merkittävästi. Kari Hakarin tutkimus tarkastelee yhden suuren kaupungin hallinnonuudistusta uuden julkisen hallinnan teorian näkökulmasta. Uusi julkinen hallinta on kunnallishallinnon uudistamisen kolmas vaihe, joka on kehittynyt perinteisestä julkishallinnosta ja tätä seuranneesta uudesta julkisjohtamisesta. Tutkimuksen tavoitteena on arvioida, onko uudesta julkisesta hallinnasta kuntien hallinnonuudistusten uudeksi suunnaksi. Tutkimuksella tuetaan myös kuntien käytännön kehittämistoimintaa. Tutkimuskohteena on Tampereen kaupungin toteuttama kokonaisvaltainen toimintamallin uudistus. Uudistus muodostuu kolmesta osasta: pormestarijärjestelmästä, tilaaja–tuottaja-mallista sekä asiakaslähtöisestä prosessiajattelusta. Tutkimustulokset osoittavat, että Tampereen muutosprosessi toteuttaa varsin hyvin uuden julkisen hallinnan mukaista ajattelua. Se ei kuitenkaan edusta tätä moderneimmillaan, vaan perustuu vahvasti sekä byrokraattisen organisaation rakenteisiin että uuden julkisjohtamisen mukaiseen markkinoistumisen tavoitteeseen. Näyttää siltä, että Tampereenkin toimintamalli kaipaa päivittämistä, jotta se pystyy vastaamaan paremmin tulevaisuuden haasteisiin. Moderni uuden julkisen hallinnan kokonaisuus kuntien hallinnon kehittämisen näkökulmasta muodostuu 1) avoimesta kumppanuudesta asukkaiden, palvelutuottajien ja muiden sidosryhmien kanssa, 2) paikallisuuden ja yhteisöllisyyden korostamisesta, 3) monimuotoisesta suorasta ja edustuksellisesta demokratiasta, 4) asiakaslähtöisestä palvelujen kehittämisestä, 5) tulosperusteisesta palveluiden hankinnasta sekä 6) monimuotoisesta palvelutuotannosta. Muutos vallankäytössä on yksi uuden julkisen hallinnan ominaispiirre. Kunnan johtaminen edellyttää monimutkaistuvassa yhteiskunnassa uusia välineitä ja toimintatapoja. Tutkimuksen mukaan moderni kunnan johtaminen perustuu onnistuneelle yhdistelmälle pehmeää ja kovaa valtaa. Tutkimuksen mukaan uusi julkinen hallinta voi kehittyä kuntien hallinnonuudistusten perustaksi. Tätä tukee se, että uudessa julkisessa hallinnassa kehittämisperiaatteet muodostavat loogisen kokonaisuuden, jota voidaan käytännössä toteuttaa monin välinein erilaisissa tilanteissa. Lisäksi on olemassa ilmeinen tarve yhteiselle visiolle, jotta välttämättä edessä oleva kuntien hallinnonuudistus pystytään toteuttamaan. Uudet, isot reformit tarvitsevat aina mallin, johon muutos voidaan perustaa. Uuden julkisen hallinnan kehittymistä tukee myös se, että hallinnon kehittämisen käytännön toteutukset sekä kansainvälisesti että Suomessa toteuttavat jo monella tavoin uuden julkisen hallinnan mukaisia hallinnonuudistuksen kehityssuuntia. Tutkimus tuo uutta tietoa uuden julkisen hallinnan käytännön toteutuksesta suuressa suomalaisessa kaupungissa. Se näyttää myös suuntaa kuntien kehittämistyölle yhdistäen käytäntöä ja teoriaa ja tuo näin tietoa sekä käytännön kuntien kehittämistehtävissä toimiville että tutkijoille. Tampereen toimintamallin päivittämiselle se tarjoaa päämäärän, jota kohti edetä. ; The subject of this dissertation is the new public governance from the perspective of the local government management reforms. The research question is: how is the new public governance reflected in local government reforms? The research ques-tion will be examined from the perspectives of theory, practice and power relations. The empirical object of the study is the management reform of the City of Tampere, Finland. The reform includes three parts: the mayoral system, the purchaser-provider model and the customer-oriented process organization. The study also aims at the development of municipal operations, and presents new public governance as a comprehensive "theory of practice", which combines theory and practice and allows municipalities to find perspectives, tools and a theoretical framework for their management reforms. The study consists of four separate published sub-studies and this summary. The first sub-study deals with the theory of new public governance within the framework of the management reform of the City of Tampere. The second and third sub-studies are concerned with a variety of practical implementations of new public governance in the City of Tampere management reform. The fourth sub-project addresses power relations. In this summary the results are presented from the perspective of a management model, networked service development and the change in the exercise of power. Questionnaires were the empirical basis of the first two sub-studies, the third examined written documents and used interviews with experts and fourth sub-study relied on theme interviews with directors. New public governance (NPG) represents the third wave of the management re-forms evolving from a traditional public administration, and that following the new public management. An essential feature of the new public governance is that it does not completely reject earlier administrative reforms, but rather complements them with new solutions. NPG is based on the view that the public administration is no longer able alone to control society, but the success of governance is based on the partnership with the private and third sectors as well as with the citizens. Within the framework of new public governance one can, at least to some extent, identify three distinct trends. The differences between the trends are mainly in emphasis placed on various matters. Discussion of the new public governance started in network governance. Next, the new public governance was discussed from the perspective of democratic decision-making and public participation. The third emphasis seems to be on the new public governance as a development of customer-focused services and co-production. The results show that the process of change of the City of Tampere can be imple-mented quite well within the new public governance paradigm. At the beginning of the process the new public management was a decided basis of the reform. In the phases of preparation and implementation constraints and international experiences of weaknesses were perceived in the new public management model. On the basis of this, the management model has been developed further so that issues of new public governance such as local democracy, participation, networks and transparency of government have become stronger. The management model of Tampere does not, however, represent the new public governance in its modern form. The Tampere model is built on a basis of democracy and regulation of traditional public administration as well as the quasi-markets of the new public management. The modern new public governance reform seems to be moving especially towards a customer-oriented service development. According to this study the change in the use of power seems to be one of the characteristics of society's growing complexity and new public governance. There is a need for new instruments for leadership and in the exercise of power in an in-creasingly complex society. The modern municipal leadership is based on a suc-cessful combination of soft and hard power. The growth of new public governance as the next paradigm of management re-forms can be justified from three different perspectives. First, the new public gov-ernance is a logical entity. It brings together coherent principles of management reform, which can be implemented in practice by a variety of techniques in different situations. Second, there is an obvious need for a common vision for local gov-ernment reforms. New, large-scale reforms always need a new paradigm in which a change can be set up. There is a need for a common vision for the municipalities and their functions in order to implement local government reform. The new public governance could be the entirety that can show the way for the necessary man-agement reform of municipalities in Finland. Third, the practical implementations of management reforms both internationally and in Finland are already realizing the trends of management reform of new public governance in a number of ways.

Abstract: The year 2019 marks the 5th anniversary of Chinese President Xi Jinping's vision of common, comprehensive, cooperative and sustainable security. This article firstly makes a general summary of the progress made in national decision-making, policy oath and international recognition in the past five years since China put forward the vision of sustainable security.The article will then analyze the current challenges in global security governance. Based on the above information, the way forward for global security governance in the 21st century is discussed. Lastly, the vision of sustainable security is applied to practical issues of international security governance such as climate change and the future prospects of the Korean Peninsula. Additionally, a new security paradigm and specific resolutions for those problems are put forward. Keywords: Sustainable security; Global governance; International security; Climate change; Korean peninsula ; 2019是中国国家主席习近平提出共同、综合、合作、可持续安全观5周年。拙文首先就中国提出可持续安全观5年来,在国家决策、政策宣誓、国际认同方面取得的进展做一概要的总结;然后分析当前全球安全治理方面面临的挑战;在此基础上探讨21世纪全球安全治理的出路,将可持续安全观与气候变化问题、朝鲜半岛前景等国际安全治理的实际问题相结合,创造性地提出新的安全范式及解决问题的具体措施。 【关键词】可持续安全;全球治理;国际安全;气候变化;朝鲜半岛

Leung, Yan Cheong. ; Thesis (M.Phil.)--Chinese University of Hong Kong, 2009. ; Includes bibliographical references (leaves 150-159). ; Abstract also in Chinese. ; Chapter Chapter 1: --- Introduction --- p.1 ; Chapter ■ --- Research Objectives --- p.3 ; Chapter ■ --- Literature Review --- p.5 ; Chapter ■ --- Use of Primary Sources --- p.9 ; Chapter ■ --- Structure --- p.11 ; Chapter Chapter 2: --- Governing Objectives behind the Railway Developments --- p.13 ; Chapter ■ --- Initial Motives --- p.13 ; Chapter ■ --- Political Objectives and Financial Concerns as the Determinative Factors --- p.22 ; Chapter ■ --- Railway Developments since the 1970s --- p.33 ; Chapter ■ --- Changing Meanings of Success in Railway Development --- p.35 ; Chapter ■ --- Summary of Chapter 2 --- p.35 ; Chapter Chapter 3: --- Hong Kong-London Relations and the MTR Development (I): Bilateral Negotiation and the Decisions on the MTR --- p.37 ; Chapter ■ --- Nature of London-Hong Kong Relations after the WWII --- p.37 ; Chapter ■ --- The Contract Approaches --- p.40 ; Chapter ■ --- The Process of Bilateral Negotiation --- p.42 ; Chapter ■ --- Hong Kong Government´ةs Strategy --- p.43 ; Chapter ■ --- London´ةs Strategy --- p.46 ; Chapter ■ --- Summary of Chapter 3 --- p.53 ; Chapter Chapter 4: --- Hong Kong-London Relations and the MTR Development (II): Negotiation Breakdown and Its Impacts --- p.55 ; Chapter ■ --- The Negotiation Breakdown --- p.55 ; Chapter ■ --- The Adoption of Multi-contract Approach: a Contingency Plan --- p.59 ; Chapter ■ --- Collaborate with London --- p.64 ; Chapter ■ --- Summary of Chapter 4 --- p.68 ; Chapter Chapter 5: --- Colonial Governance and Major Decisions on the MTR in the 1970s --- p.70 ; Chapter ■ --- The Establishment of MTRC --- p.70 ; Chapter ■ --- Optimizing the Project --- p.75 ; Chapter ■ --- Civil Protests and Crises Management --- p.83 ; Chapter ■ --- Summary of Chapter 5 --- p.91 ; Chapter Chapter 6: --- A Review on the Modernization of Kowloon-Canton Railway --- p.93 ; Chapter ■ --- KCR´ةs ...

彭銘剛. ; "2013年9月". ; "2013 nian 9 yue". ; Thesis (Ph.D.)--Chinese University of Hong Kong, 2013. ; Includes bibliographical references (leaves 174-184). ; Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. ; Abstract in Chinese and English. ; Peng Minggang.