2005 5,,,,,,,,,,,,,,,,, , , 2174, 7014 %, % 4, 1961, ,30, 30,, 4,1976,627,,,,, 3 (1993,12 ),, 2

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霓慧封
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1 3,,,,,, 1872,,,, ( 04BZS030),, 1

2 2005 5,,,,,,,,,,,,,,,,, , , 2174, 7014 %, % 4, 1961, ,30, 30,, 4,1976,627,,,,, 3 (1993,12 ),, 2

3 , :,,,, :,,,,,, 1935 (1905),, 1908,1912,1928,,1917,1935,,, %, %, %, %, 11, 1988,

4 2005 5, 1916,,,,,,,:,,,,,,,,,,,, (1928),,,,,,,,,,,,,,,,, , / ,,,1982,

5 20 30,, 1935,,, ,,,:( ) :,,,,,,,,,,,,,,,,, :,,,, :,,,,,,,,,140 :(1), 1991,383 5

6 2005 5,,,,,,,,,?, : ,, :,,,,,,,,,,,,,,,, 1934,97570, 42500, :,,1976,194 ) (1),385 6

7 ,,,,,,,,,,,,,,,,,,,,,,,,,,, :, ;,,,,,,,, : 26, ,(3), , (3),

8 2005 5,,, ;,,,,,,,, 1, : 1 : :: (,1940 ),300 ; :,4 ( ),2,1988,210,,,,,(3),

9 , ,,4600,1935,,,,,,,,,,,,,,,,,,,,,,,,,, :,, 1996, ,,,,,,,,,, :,195 9

10 2005 5,,,,,,,,,,,50 %,, 50 % 50 %,,,,,,,,,,,,,, :, (1),170 :3, , :, (1),173 10

11 :,,,,,,,,,,,,,,,,,,, 1934, :, 2001,5 11

12 2005 5,,,,,,,,,,,,,,,,,,,,,,,,,,,:,,,,,,, , 3,

13 ,,,,,,,,,,,,,,,,, : 2 ( ) ( ) ,,,,,, 13

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15 , 1000,,,,, 1000, 100, 10,5911,5911 %,,,,, ,,4 18,6 4 24, , 6 2,,,,, :, 25,,,26,,,,,,,, ,

16 2005 5,,,,, 4,,, ,,,,,,,,, 1939,,,,,,,,,, ,,,,,,,,, , 3, ,,

17 ,, ,, :,,,,,,, , 3280,1000,1936, 191,,?,,,,,,,,,,,,112 :T1V1, 3,1034 3,

18 2005 5, ,,( ),,,,,,,,,,,,, :,,,,,,,(1934 ) 25,

19 ,,,,,,,,,,40,,, :,,,,20 30,,, 7 22, ,94 19

20 2005 5,,,,,,,,,,,,,,,,,,1972,4,7,, ,,2003,1942,, %(3, 1419 ),, 20

21 ,,,, 5 5 : 800, 200 ; 600, 300 ; 480, 48 ; 60, 12 ; 20, 4,, 1960, 564, 30 %,, 30 %,, 5 : : ( %) ( %) : :, ( ),6 3, ,5 21

22 , 2 %, 377, 8 %, 514, 0102 % ,10 26, 40, ?,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, ( ),2 22

23 ,,,,,,,,,?,, :,,,,,,,,?,:,,,,,,,?,,,,,,,,:,,,,,,,,,,,,? 23

24 2005 5,,,,,,,,,,,,,,,,,,, :,,,,,,,, :,,,,,,,?, ,, 1, ,B014/ 005,1, 17, ,B014/ 005,173 24

25 , 1949 (2 ) :,,,,,,,,,,:,,,,,,, ;,,,,, ;,,,,,,,B015/ 182/

26 2005 5, :,,,,, : ( ),2005 7,62, , ,, 26

27 Modern Chinese History Studies No. 5, 2005 On the Route to Forming State Capital Joint Stock Companies during the Nanjing Government Period Zhu Yingui (1) The joint stock system is fundamentally a way of organizing capital. In modern China, joint stock companies did not all fit into the same category, due to differences in the nature and source of their capital, the times when they came into being and the ways they were assembled. Under the Nanjing Government, joint stock companies in the state capitalist mold made up one important category of modern Chinese joint stock company. During the Nanjing Government period, joint stock companies were mainly formed through compulsory investment, through selling off shares in state2owned enter2 prises, or were directly formed as proto2state capital joint stock companies. Because of differences in goals, methods and timing, these state capital joint stock companies had a far from consistent effect on socio2economic life. Remote Control : A Study of Chiang Kai2shek s Use of Handwritten Per2 sonal Orders Zhang Ruide (27) Chiang Kai2shek s use of handwritten personal orders (i. e. orders directly from Chiang which bypassed the usual bureaucratic mechanisms) had the following charac2 teristics : First, the huge number of handwritten personal orders issued by Chiang was just an expedient wartime measure. After 1950, the number of handwritten personal or2 ders he issued decreased dramatically. Even before 1950, Chiang repeatedly urged his subordinates to avoid issuing handwritten personal orders themselves as much as possi2 ble. For this reason, it is difficult to claim that Chiang did not have any respect for proper procedure. Second, the handwritten personal orders Chiang issued covered all manner of issues, and only occasionally bypassed the normal chain of command. Those few which both bypassed the chain of command and exhibited relatively serious prob2 lems were limited to battle orders. Third, the affinity of military leaders for bypassing the chain of command in battle was the result of habits developed commanding small u2 nits over a long period of time, as well as the result of a lack of training and experience in commanding large units. For this reason, an affinity for bypassing the chain of com2 mand in battle was by no means limited to Chiang alone ; it was a widespread phe2 nomenon. Furthermore, if we look at Chiang s extensive use of handwritten personal orders in the context of China s difficult material circumstances during the war, we can see that there seems to have been no better alternative at the time. 1

03施琅「棄留臺灣議」探索.doc

03施琅「棄留臺灣議」探索.doc 38 93 43 59 43 44 1 2 1621 1645 1646 3 1647 1649 4 1 1996 12 121 2 1988 1 54---79 3 1990 2 39 4 1987 8 16 19 1649 27---28 45 1651 5 1656 1662 1664 1667 1668 6 1681 1683 7 13 1958 2 1651 2002 11 67 1961